A Knowledge Services Architecture:

People and TechnologyWorking Together

Albert SimardDefence R&D Canada

Presented toIEEE – ICC 2012

Ottawa, ON, June 10-15, 2012

2

Outline

• Organizational Views

• Social Structure

• Governance

• Intelligence

• Innovation

3

Knowledge Work, Services, and Architecture

Knowledge ServicesSemi-structured

Service ArchitectureStructured

Knowledge WorkUnstructured

Views

4

Manage

InterfaceContent

Research

Social

CommonWork

Organizational Structure

Technology

support

Governance

direction

Views

5

DRDC Knowledge Work

Inputs

Governance

Monitoring

Intelligence

Needs

Priorities

Establishment

Transformation

Programs

Services

Acquire

Create

Develop

Mobilize

Learn

Output Report

Integration

Innovation

Mitigation

Advice

Adaptation

Clie

nts

DND

(management)

(R & D)

Views

6

Knowledge Management Levels

Assets

Sharing

Work

Transfer

Infrastructure

Collaboration

National Defence, National Security, Public Safety

Markets

Resources Government

Application

Stock

Flow

Defence R&D Canada

Creation

Views

7

Organizational Knowledge Flow

CreationCreation ValidationValidation

OrganizationOrganizationAuthorizationAuthorization

Views

8

Management Regimes

Authoritative Hierarchy

Organizational Structure

Negotiated Agreement

Responsible Autonomy

Purpose (Why) Authorize Organize Collaborate Create

Entity (What) Decisions & Actions

Objects & Tasks

People & Connectivity

Environment & Interests

Process (How) Decide & Act Capture & Structure

Connect Communities

Engage people

Interactions Hierarchy Work Process Agreements Dialogue

Knowledge Authoritative Explicit Tacit Innate

KnowledgeKnowledge

AuthorityAuthority

Views

9

Knowledge Agenda

Management levels

Authoritative Hierarchy

Organizational Infrastructure

Negotiated Agreement

Responsible Autonomy

Transfer Direction Products & Services

Exchange Knowledge markets

Work Mandate Structure Agreement Self-interest

Collaboration Assignment Representation Partnership Participation

Sharing Vertical Horizontal Group Network

Assets Embed Sole IP rights Joint IP rights Open source

Infrastructure Authorize Organize Collaborate Create

Management RegimesManagement Regimes

Views

10

Knowledge Infrastructure

Processes

work routineslessons learned, best practices,

Peoplelearning, motivation,

rewards, incentives,

staffing, skills

Governance roles, responsibilities, authorities, resources

Content, Services

data, risk analysis, reports, monitoring, operations, policies

Toolssystems to capture, store, share, and process content

Views

11

Core Model

Who

Work (What)

Input Output

Service (How)

When

Where

Need (Why)

Schedule No schedule

Real space Cyberspace

Views

Zachman (1987)

Rudyard Kipling (1902)

12

One-Way Processes

ParallelBranch

Linear Input/OutputBypass

Views

13

Two-Way Processes

Linear HierarchyFeedback

Hub and SpokeMeshCircular

Views

14

Outline

• Organizational Views

• Social Structure

• Governance

• Intelligence

• Innovation

15

Individual Incentives • Compliance (you will)

– Pay, job security, duty, work ethic, penalties– Military, manufacturing, law, regulation, policies– Meet quotas, minimum standards (status quo)

• Motivation (you’ll be rewarded)– Ambition, challenges, bonuses, rewards, recognition– Efficiency, productivity, quality– Increases, improvements (evolution)

• Engagement (would you like to?)– Meaningfulness, ownership, self-esteem, enjoyment– Creativity, innovation, discovery– Commitment, involvement, willingness (revolution)

Social

16

Engagement

• Autonomy: (agreed task, flexible schedule, select technique, choose team)

• Mastery: (is a mindset, it takes time and effort, it is asymptotic)

• Purpose: (meaningful goals, words are important, policies)

Daniel Pink (2009)Daniel Pink (2009)

Social

17

Why Engage Knowledge Workers?

• Knowledge is a human construct; it can only be created and used by people.

• Knowledge cannot be conscripted; it must be volunteered.

• Knowledge workers need to commit to and become truly involved in their work.

• Ideally, people work:– Not because it is asked of them,– Not because they expect something in return,– Because they want to; they enjoy doing it.

Social

18

Communities and Knowledge

• Knowledge exists in the minds of people. Experience is as important as formal knowledge.

• Knowledge is tacit as well as explicit. Transferring tacit knowledge is more effective through human interaction.

• Knowledge is social as well as individual. Today’s knowledge is the result of centuries of collective research.

• Knowledge is changing at an accelerating rate. It takes a community of people to keep up with new concepts, practices, and technology.

Social

19

Participants- Help with work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information

Participants- Help with work- Solve problems- Find experts- Receive feedback- Place to learn- Latest information

Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Standardize processes- Develop & retain talent

Management- Connect isolated experts- Coordinate activities- Fast problem solving- Reduce development time- Standardize processes- Develop & retain talent

Community Benefits

Outputs- - Tangible: documents, reports, manuals,

recommendations, reduced innovation time and cost- - Intangible: increased skills, sense of trust, diverse

perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry

Outputs- - Tangible: documents, reports, manuals,

recommendations, reduced innovation time and cost- - Intangible: increased skills, sense of trust, diverse

perspectives, cross-pollinate ideas, capacity to innovate, relationships, spirit of enquiry

Social

20

Community Behaviors

Positive• Dialogue• Trust• Safety• Meritocracy• Equality• Outliers

Negative• Discussion• Debating• Arguing• Agenda• Authority• Assuming• Majority• Consensus• Groupthink

Social

21

Culture and Sharing

• Trust and safety

• Incentives and motivation

• Difficulty of explaining

• Different expertise

• Security and privacy

• Control and hoarding

• Large distances

• Different languages

Social

22

Collaboration

• Dialogue, conversations in groups • Sharing, exchanges among peers• Candor, freedom of expression• Trust, safety, honesty• Transparency, openness• Agreed rules of conduct• Diversity, flexibility, outliers• Equality, meritocracy of ideas• Balanced accessibility and security• Collective, not individual benefit

Social

23

Social Network Principles

• Openness – collaboration based on candor, transparency, freedom, flexibility, and accessibility.

• Peering – horizontal voluntary meritocracy, based on fun, altruism, or personal values.

• Sharing – increased value of common products benefits all participants.

• Acting Globally – value is created through large knowledge ecosystems.

Cass Sunstein (2006)Cass Sunstein (2006)

Social

24

User-Centric Architecture

• Tools that are easy and intuitive use.• System interfaces that can be customized. • Systems that help people do their work.• Content that is easy to find and access.• Work processes that facilitate knowledge flow.• knowledge flow that is primarily horizontal.• Diversity and flexibility are encouraged. • The architecture promotes desired behavior.

System architecture plays a key roll in individual behavior, group dynamics, and cultural norms.

User-centric design can double employee participation

25

Outline

• Organizational Views

• Social Structure

• Governance

• Intelligence

• Innovation

26

Governance Meta-View

Program Governance

Project Governance

Work

Systems

Mandate Resources ConstraintsAuthority Responsibility Accountability

Budget Staff Capacity

Laws TB Policies DND Policies

Corporate Governance

Negotiation

Negotiation

Negotiation

Direction, Authority, Resources

Reports, Advice, Issues

Governance

Corp. Service Governance

Centre Service Governance

KIT Services

Technology Content

27

Level of Authority

External Authority

Corp. Authority

Centre Authority

Project Authority

Individual Authority

ActionWork Issue

Corp.?

Centre?

Project?

Worker?

higher

higher

higher

higher

table of authorities

yes

yes

yes

yes

GovernanceGovernance Issue

External ?

Centre?

Project?

Corp.?

lower

lower

lower

yes

yes

yes

yes

lower

table of authorities

28

Decision View

Governance

reject

Need

incentives *Collaboration

modify?

Document

Review

Revise

Schedule

Submit

Consider

Validate

Record Repository Action

Create

*Network

approveEnd

Work Service

*Office apps

Store

Decide

interface

Recommend

decision analysis Analyze

psychological knowledge

*Office apps

*Collaboration

* Other views

29

Service Framework for Decisions

Work Person, Group Input/Output Services

Create knowledge worker need / idea incentives

Validate community, group validated idea *Collaboration

Analyze analyst alternatives decision support

Document writer draft document *Office apps.

proposal template

Review stakeholders, manager

consensus *Network

Revise writer proposal *Office apps.

Schedule secretariat agenda item *Office apps.

Submit champion submission *Office apps.

Consider decision makers decision *Collaboration

Store record manager record of decision record repository

Governance

30

Outline

• Organizational Views

• Social Structure

• Governance

• Intelligence

• Innovation

31

Environmental Monitoring ViewIntelligence

Cyberspace

MediaPublished Literature

Conferences Experience

Individuals

Ad hoc

Communities of practice

Practitioners

AccessAttend

Participate

Solicit

Receive

Discover

Review

Monitor

Detect

Capture

Monitoring Repository

Intelligence

make explicit harvest

Store interface

search filter scan

Research

Analysis

document harvest

*Web portal, *Search engine, *Library analysis apps.

* Other views

32

Intelligence Production ViewIntelligence

* Other viewsPriorities

Monitoring

Corroborate

Interpret

Prepare

*Sharing, *Web portal, *Expertise

template *Office Apps.

Work Service

Learning Repository

Intelligence Repository

Store interface

Validate *Collaboration

cyberspace, media other pathways

*Sharing, analysis apps., Analyze

*Expertise *Collaboration

33

Service Framework for Intelligence

Work Person / Group Input / Output Services

Corroborate practitioner, expert monitoring report / corroborated report

*Sharing, *Web portal, Expertise directory

Validate community, group validated report *Collaboration, harvesting

Analyze analyst quantified report data management, *Sharing, analysis, pattern recognition,

Interpret subject-matter expert

interpreted report *Expertise directory, *Collaboration

Document author intelligence report *Office apps. report template

Store author, data manager

stored intelligence report

intelligence repository

Intelligence

34

Outline

• Organizational Views

• Social Structure

• Governance

• Intelligence

• Innovation

35

Innovation Meta-View

Need

Transfer

Commercialize

Implement

Operations

Produce?no

yes

Development

Innovation

36

Development ViewInnovation

* Other views

Design

Develop Prototype

inadequateDevelop Functionality

Scale to Production

Document

Operational need

State of the art

inadequate

Review

Inadequate

Evaluate

*Collaboration

*Library, *Web, *Search, *Expertise

MIS, evaluation

development apps.

development apps.

End?NO Yes

Out

End?

End?

Yes

Yes

No

Innovation

*Office apps.

Store

interfacedesign app.

Transfer

37

Service Framework for Development

Work Person / Group Input / Output Services

Review designer, developer need / feasibility, specifications

*Library, *Web portal, *Search engine, *Expertise directory

Design designer, developer, user

prototype design design apps., *Collaboration

Prototype developer, user feasible prototype development apps. *Collaboration

Full Functionality developer, user functional prototype development apps. *Collaboration

Scale to production

developer, user production-scale prototype

development apps. *Collaboration

Document author documented development

*Office apps. development template

Store developer, content manager

stored documents development repository

Transfer developer, agent, organization

transferred documents transfer template,

FTP portal

Evaluate user, evaluator, developer

efficiency, effectiveness, outcomes

*Mgt. info. System evaluation protocol

Innovation

38

Transfer View

Development

Produce ?

Commercialize Implementyes no

physical access *Web portal request processing transaction mgt.

Work Service

repository warehouse *Communication *Library *Web access

*Communication *Collaboration *Expertise FAQ teaching

IP Repository IP Management Legal

Transact

Interact

Manage IP

Distribute

Give Lend License Trade Sell

Provide Advertise Explain Promote Support Intervene Publish

Proclaim Disseminate Hand out Send Rights

Inventory Intent Protect Enforce

Innovation

* Other views

39

Commercialization View

Transfer

Product /Service

*Mobilize *Integrate *Office apps.analysis repository

Analyze Market

Operational Adaptation

Produce

Launch

Market

Compete

AuthorizeBusiness Model *Decision

*Mgt. Info. System *Development User testingOperational testing

*Monitor *Intelligence *Office apps.

product repository *Web portal *Communications

Work Service

Implementation

Materials Components Assembly QA/QC

Robustness Scalability Reliability Usability Maintainability

Timing Announcement

Positioning Monitoring Response

out

out

Awareness Value Readiness

Innovation

*Other views

40

Implementation ViewInnovation

Prevent Upgrade RedundantRepair

CommercializeTransfer

Authorize

Organizational Adaptation

User testing

Integration

Training

Launch

Operate

Maintain

Operations

*Decision

planning app. project app.

project app.

*Communication engagement

focus group, survey test environment

Usability Utility

Governance Processes Interoperability Staff

service standards IT infrastructure

maintenance upgrades

Robustness Scalability Reliability Maintainability

user Guides F.A.Qs. formal courseson-Line courses help desk

Work Service

Users Operators

Management Information System

Awareness Engagement

Standards Attributes

*Other views

41

CONCLUSION

• Systems and technology are inherently structured. Knowledge work is inherently unstructured. Linking the two is challenging.

• There are many ways to look at a knowledge organization: structure, work, knowledge management, and infrastructure.

• Knowledge is created and used by people. The knowledge service architecture considers individuals, communities, and culture.

• The architecture integrates people, governance, work processes, technology and content.

42

A Knowledge Services Architecture:

Combines People and Technology

To Make Knowledge Work More Productive