commonkads knowledge management
DESCRIPTION
Ch. 4 of the CommonKADS textbookTRANSCRIPT
Knowledge Management
The nature of KM A process model for KM
KM and KE
Knowledge Management 2
What is knowledge management?
■ Knowledge is seen as a resource ■ This means for knowledge management taking care
that the resource is ➤ delivered at the right time ➤ available at the right place ➤ present in the right shape ➤ satisfying the quality requirements ➤ obtained at the lowest possible costs
■ to be used in business processes
Knowledge Management 3
Why is knowledge management different?
■ Due to specific properties of knowledge: ➤ intangible and difficult to measure ➤ volatility ➤ embodied in agents with wills ➤ not “consumed” in a process, can increase through use ➤ wide ranging organizational impacts ➤ long lead times ➤ non-rival, can be used by different processes at the same
time
Knowledge Management 4
Knowledge assets
Apply your best knowledge
Construct new knowledge
Value chain
Continuous improvement of knowledge assets
Knowledge Management 5
Distribute
Create/change
Consolidate
Combine
Application of Knowledge Assets
Organization and improvement of care for knowledge
Knowledge Management 6
Modes of Knowledge Management
■ Strategic: ➤ What are the general changes to the knowledge
infrastructure?
■ Operational: ➤ Organization the actual implementation and usage of the
knowledge infrastructure.
Knowledge Management 7
Levels in knowledge management
Knowledge management leve l
Knowledge objec t leve lK nowledge as s etsorganiz ational rolesbus ines s proces s es
Organiz ational goalsknowledge as a res ourcevalue chain
K nowledgemanagement
ac tions
R eportexperiences
Knowledge Management 8
Knowledge management cycle
R E F L E C T
identify improvementsplan changes
AC T
implement changesmonitor improvements
C ONC E P TUAL IZE
identify knowledgeanalyz e s trength/
weaknes s es
Knowledge Management 9
Knowledge object level Organiz ation model OM-‐2: people & s tructureAgent model:: AM-‐1: agent des criptions (s oftware, humans )
ag ents
knowledg eas s ets
bus ines sproces s
participatein
Organiz ation model: OM-‐4: knowledge as s ets coars e grained des cription form, nature, time, locationTas k model: TM-‐2: knowledge bottlenecksK nowledge model: knowledge s pec ification fine-‐grained
Organiz ation model OM-‐2: overall proces s OM-‐3: proces s tas ksTas k model: TM-‐1: tas k des criptions
possess requires
Knowledge Management 10
Four ambitions
(Source: Wiig on basis of Deming’s work)
Resources
Process
Every ambition requires specific actions
Products & services Innovate
products & services
1 2 3 4
Task execution
Task improvement
Improve system
Use the best available knowledge
Acquire new knowledge
Acquire knowledge about - process - working environment
Acquire knowledge -customers -markets -technology - competition
Knowledge Management 11
Conceptualize the knowledge
■ The Organizational Model is a good starting point for creating a knowledge map.
■ The Task Model is a good starting point of charting out where the knowledge is used.
■ The agent model is good for analyzing who owns the knowledge and who uses it.
■ Knowledge items are central in KM.
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Conceptualize: main activities
■ Inventarization of knowledge and organizational context
■ Analysis of strong and weak points: the value of knowledge
■ Should deliver insights which can be used in the next step for defining of and deciding between improvements
Knowledge Management 13
Reflect: bottleneck / opportunity analysis
■ Can be done by using knowledge item descriptions, generic bottleneck / opportunity types: ➤ time (only available during a limited period, queuing, delay) ➤ location (not available at the point where needed, delay and
communication, “many windows”) ➤ form (difficult to understand, translation processes,
reformulation of knowledge) ➤ nature (quality of knowledge, heuristic, standardization) ➤ stability (high rates of change, need to be up dated) ➤ current agents (vulnerability, carrier can/will leave, few
agents listed) ➤ use in processes (limited re-use, reinventing the wheel) ➤ proficiency levels (current agents not well skilled, opportunity
to “sell” knowledge)
Knowledge Management 14
Act: interventions
■ Management, human resources and culture ➤ Education and training ➤ Reward system ➤ Recruitment and selection ➤ Management behavior
■ Jobs & organizational structure ➤ Staff department knowledge and strategy ➤ Department lessons learned ➤ Introduction of a 'buddy' system ➤ Teams with overlapping knowledge areas ➤ Out sourcing ➤ Acquiring and selling organizations
Knowledge Management 15
Act: interventions (2)
■ (Technological) tools ➤ Intranets & internet for knowledge sharing & Lessons
learned architectures ➤ Groupware-based applications with ‘knowledge’ databases
(best practices) ➤ Decision Support Systems (expert systems, case
repositories, simulations) ➤ 'who knows what' guide (‘knowledge map’) ➤ Data mining ➤ Employee information system with knowledge profiling ➤ Document retrieval systems with advanced indexing &
retrieval mechanisms
Knowledge Management 16
Knowledge management & knowledge engineering
■ Organization analysis feeds into knowledge management (and vice versa)
■ Knowledge modeling provides techniques for knowledge identification and development
■ Knowledge engineering focuses on common / reusable elements in knowledge work