Knowledge Management Systems
• Week 3 Schedule
- Syllabus Updates
- Web Site
• Discussion Weeks Assigned
- System Analysis
- Topic Selection
- Readings Discussion
- System Install and Configure (1)
Working Knowledge
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Knowledge Transfer
Knowledge Roles and Skills
Technologies for KM
KM Projects in Practice
Pragmatics of KM
Knowledge Transfer
• Knowledge Gets Transferred
- Naturally
- Unpredictably
- Organizational Size vs. Finding Knowledge
• Methods for Transfer
- Organized
• Meetings, Workshops, Training
• Liaisons and Leaders
• Structure of the Organization
- Unorganized
• Neighbors, Elevators, Lunchrooms
• Water Coolers, Managers
New Technologies and KM
• Organizational Change
- Cultural Changes
- Flattened Hierarchies
- Individual Responsibilities
• Distance Work
- Telecommuting
- Remote Meetings
• Technology-Driven Capture
- Communication (email++)
- Data-Driven Work Creates Detailed Records
- Data Mining (ad hoc and batched)
• More Potential Tacit Knowledge, More Technology
Use
Culture of Knowledge Transfer
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Trust – Relationships
Different Cultures – Create Common Ground
Time and Real Estate – Schedule Both
Status of Knowledge Owners – Sharing
Incentives
• Absorbing Knowledge – Education
• Knowledge Sources – Ideas, not Source
Important
• Intolerance of Mistakes – Reward Creative
Errors
• P 97
Knowledge Transfer Causes & Effects
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Crisis – Failure
Shared Language (or lack thereof)
Mismatch of Cultures
Gaps in Expertise
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Solutions for Success through KM
Training and Exposure to Culture(s)
Encouraged Common Ground
Gatekeepers Bridging Gaps
Knowledge Transfer Attributes
• Status of the Knower
• Completed, Absorbed Transfer
- Measured
- Acted Upon
• Velocity (if any)
• Viscosity (quality)
- Transfer Medium
- Source and Integration
• New or Best Doesn’t Always Transfer
CMS and KM
• New Technology and Documents
• New Technology and Conversations
• Discussions and Documents
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Access
Transfer
Interpretation
Integration
• How is Knowledge Transfer Different in this
Class from Others You’ve Had?
Knowledge Roles and Skills
• Additional or Refocused Roles for KM
• Integrated into an Organization
- Not Separate
- Not a Wholly New Culture
- Consultants?
• Everyone doing KM including Transfer
• KM Specialists
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Organizational (Networks)
Technical (Systems)
Both
Librarians, Editors, Writers, IT Staff, Managers
Knowledge Projects
• Manage Specific Forms of Knowledge
• Improve Practices Related to Knowledge
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Objectives
Teams
Expectations
Budgets and Schedules
Identification and Resolution
• Our KM Project?
Chief Knowledge Officer
- Executive Position Indicates Importance of Focus
- Trendy?
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Evangelize KM Practices & Roles
Make KMS Decisions
Manage KMS Implementations
Measure Knowledge
Show KM Successes
- Coordinate with Other Groups and Executives
- Experience in One or Many of These
Technologies for KM
• Technology or Culture?
- Protocols
- Paradigms
• Systems that make leaps in:
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Analysis
Communication
Coordination
???
• Repositories of Knowledge
- Capture
- Organization
- Access
Barriers to KM Technology
• Implementation Isn’t Success
• Training with KMS is Essential
• Adaptation of Roles to Support and Promote
KMS
• Measuring and Coordinating a Moving Target
• Early (even small) Problems Affect KMS Use
• ???
KM Projects in Practice
• Approaches to KM Projects
- Market-based
- Centrally Supported (and funded)
- Stealth
• Types of KM Projects
- Repository Building
• External (Competitive Intelligence, News)
• Structured Internal (Research, Reports,
Methods)
• Informal Internal (Discussions, Messages)
- Culture Changing
• Process Improvement
Successful KM Projects
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Expert Network
Internal Document Repositories
New Knowledge Creation Methods
“Lessons Learned” Knowledge Bases
Improve IT to Promote KM
Change Evaluation and Compensation to
Influence Behavior
Measuring KM Success
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Growth in Staffing and Budgets over time
Growth in Volume and Content of KM Systems
Extended Projects, New Spinoff Projects
KM Accepted as Normal and Routine
Measurable Return on KM Investment
• For Our Class?
Successful KM Strategies
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Knowledge-Oriented Culture
Technical Infrastructure
Organizational Infrastructure
Executive Management Support
Process Adaptability and Focus
Clarity of Project (Communication)
Motivation for Success
Structure for Knowledge to Coalesce
Multiple Channels for Knowledge Transfer
• P 153
KM Pragmatics (common sense)
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Start with High-Value Knowledge
Small, Focused Pilot, but Extendable
Multiple Methods (Tech, Culture…)
Tackle Difficulties Early
Get Organizational Support Early
• Work with What’s in Place
- Technology
- Organization
• Don’t Advertise Until You’re Ready
• Find the Right Team (Self-Selecting)
• Organization as a System, a Network
Integrating Knowledge on the Web
• Ubiquitous medium for distributing
computation, information and KM.
• Intuitive Interfaces for Linking Knowledge
Elements in a Repository
• Open standards
- Adaptable (upgrade paths)
- Usable (already used)
- Extendable (with other systems)
Frameworks for KM
• Creating and Managing
- Tacit
• Communication Capture
• Organization
- Explicit
• Measurable Processes (Projects, Warehouses)
• Transformed Data
- Artifactual
• Enterprise
- Infrastructure
- Content (formats)
Organizational Processes Support
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Doc Mgmt
Workflow
Conferencing
VoIP
Digital/Visual Thinking Tools
Data Warehouses/Repositories
Groupware
Intranets
• Table 1, p 33
KMS Objectives
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Find Knowledge
Create New Knowledge
Package and Assemble Knowledge
Apply Knowledge
• Reuse and Revalidate Knowledge
• Table 2, p 33
Table 1
Table 2
Enterprise KM Components
KMS Issues
• Middleware
- Information Processing
- Knowledge Distillation
• Legacy Integrations
- Leveraging Existing Information
- Conversion “Wrappers” (KQML)
• Message Brokers
- Middleware of Middleware?
- Central Integration Point
• ETL – process not always replicatable
• HTML, SQL, XML, RDF
KMS Attributes
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Platform Independence and Portability
Robust (System) Access
Integration with Legacy and Existing Systems
Security
Scalability
Distributed Connectivity, Flexibility and
Customizability
Ubiquitous, Consistent, Intuitive Client Interface
System Interfaces? (Users as Knowledge Managers)
Cultural Fit (Present and/or Future)
???