roadmap-2005.pdf

1

INF 5190

Great Ideas often have 3 stages Great Ideas often have 3 stages of reaction:of reaction:firstfirst..´́ ItIt´́s crazy and dons crazy and don‘‘t t waste my timewaste my time´́SecondSecond. . ´́ItIt´́s possible, but s possible, but itit´́s not worth doing.s not worth doing.´́And finally.And finally. ´́I I ´́ve always said ve always said it was a good ideait was a good idea

A. C. ClarkeA. C. Clarke

INF 5190

KnowledgeManagement

Roadmap (the 10 steps)

2

[Knowledge Management]

Aurelie Aurilla Arntzen 3

Agenda

Infrastructure Evaluation

KM System Analysis, Design & Development

Deployment

Evaluation

Infrastructure Evaluation

KM System Analysis, Design & Development

Deployment

Evaluation



The 10-step Knowledge Management Roadmap

Evaluate Performance, Measure ROI, Incrementally Refine the KMs

Phase 4 :Evaluation

Phase 1 :Infrastructure Evaluation

1

Align KM and Business Strategy

Analyze the Existing Infrastructure

2

Phase 2 :KM System Analysis,Design and Development

Create the KM Blueprint

Design the KM Infrastructure

Audit Existing Knowledge Assets and Systems

Design the KM Team

Develop the KM System

3

4

5

6

7

Manage Change, Culture and Reward Structures

Deploy, Using the Results-driven IncrementalMethodology Phase 3 :

Deployment

8

9

10

3



Phase 1 : Infrastructure Evaluation

1


Analyze and evaluation of the Existing Infrastructure

2

Infrastructure evaluation

The greatest difficulties lies not on persuading people to accept new idea , but persuading to abandon the old ones.

The greatest difficulties lies not on persuading people to accept new idea , but persuading to abandon the old ones.



Analyze the existing infrastructure (1)Understand the role of your company's existing networks, Intranet and extranets in knowledge management.(datamultiple format platform independance)

The Internet

MacintoshiMACs

UnixWorkstation

PalmOSdata

LinuxSystems

DOS andWindows PCs

Proprietary Tapes

Archives

Paper-BasedDocuments

RAIDs

Mainframes LegacySystems

Obsolete Systems

4



Understand the knowledge management technology framework and its components.

5 metacomponent of the KM technology framework

Web sites, pointersKnowledge Flow

DatabasesMessaging

File systemsLegacy systems

WorkflowCollaborative tools

Discussions

Information MappingRepository

ModelsDistribution Channels

Enterprise dataMetadata

Informal conversationCheck in/out

External networks

Information SourcesDistributed search

Distributed retrievalMultimedia contentVersioning controls

Bulletin boardsPM Tools

Operational dataTransaction reports

Information and KnowledgeExchange

Viewving toolsCollaborative annotation

Context additionMessaging integration

Legacy integrationThreading

Platform independance

Intelligent Agents and Network Mining

Data and text miningWeb farming technologies

Push agentsPull agents

Information clustering and lumpingInformation indexing and classification

Entreprise KMNetwork

Analyze the existing infrastructure (2)


Aurelie Aurilla Arntzen 8Framework of technologies required to support KM

Knowledge Management Technologies

WorkflowTransparent

Capture ToolsCroosspads

WebConferencing

ExpertisePointers

Telephones

Watercoolers

Decision SupportSystems

Case basedReasoningDigital

WhiteboardsDataWarehouse

GroupWareIntranets

Project Management

DocumentManagement

Informal Capture

Doc exchange

Collaboration Validating

Data Cleansing

Data MiningIndependent Thought

Mind MapsVisual Thinking Tools

RoutingElectronic Conversion

InformalCapture Dialog

Conversation

Operational DataKnowledge discoverValidation, Cleansing

Collaboration

DistributionConnectivityPublishing

Activities

PublishingControlDistribution

BrainstormingTacit k Capture

Problem Solving

Conversation

InformalConversationMaking

Notes


5



Analyze, leverage and build upon data mining, data warehousing, project management and DSS tools that are already in place.

Understand how knowledge servers work and help in enterprise integration. Perform an analysis of business needs that match up with relevant knowledge server choices.




Integrate existing Intranets, extranets and GroupWare into your knowledge management system.

Understand limitations of implemented tools and identify gaps in the existing infrastructure of the company.

Take concrete steps to leverage and build upon existing infrastructural investments.


6



Knowledge server

Document management

Groupware

Visual thinking tools

Workflow

....




Knowledge Server

Intelligent Agent SupportIndexing

Common Search GatewayCache

Input from K-admin staff working for the CKO

Information Servers of Various Types and Sizes Throughout the Enterprise

File Server

Operationaldatabases

Exchange NotesdBs

Mail Web

7



Infrastructure evaluation

Phase 1 : Infrastructure Evaluation

1


Analyze the Existing Infrastructure

2




Understand how to shift KM in your company from strategic programming to strategic planning

Performs KW based SWOT analysis to create KW map

Analyze KW gaps and relate them to strategic gaps

Translate your KM strategy link to KM system design characteristics

8



Align knowledge management &business strategy (1)

Perform a knowledge-based SWOT analysis in your company.

involve assessment of the company’s strengths and weakness relative to the opportunities and threats brought by the environment in which your company operates.

Determine whether a codification or personalizationfocus is better suited for your company.

Effectives KM strategies using KW maps

SWOT= strengths, weakness opportunities and threatsSWOT= strengths, weakness opportunities and threats



Create knowledge maps: Internal, competitive, and industry-wide

Innovator

Market Leader

Capable competitorStraggler

Risky player

Advanced

Advanced

Innovative

Innovative

CoreYou

r co

mpa

ny‘s

kno

wle

dge

Competitor A,B,C,D, industry average

Align KM & business strategy (1)

9



Align KM & business strategy (2)

EnvironmentEnvironment

Technical opportunitiesCompetitive threadsRegulatory control

Technical opportunitiesCompetitive threadsRegulatory control

KM strategyKM strategyRole of ITInnovation

Competitive advantage KW mapping

Role of ITInnovation

Competitive advantage KW mapping

KM TechnologyKM Technology

infrastructural investmentsStrategic IT choice

Collaborative richness

infrastructural investmentsStrategic IT choice

Collaborative richness

Strategic contextStrategic context

Product/ServiceMarkets/customers

Ressource allocation

Product/ServiceMarkets/customers

Ressource allocation

impactsimpacts

AlignsAligns

EnablesEnables

impactsimpacts influencesinfluences EnablesEnables

impactsimpacts

DrivesDrives



Align knowledge management and business strategy (3)

Articulate intended business strategy

Assess how your internal/external knowledge gapInfluences your current and futur business strategy

Articulate business strategy-knowledge link

Create an internal knowledge map to identify what you need to know

Choose either codification/personalization or Personalization/codification as your KM focus

Create a knowledge map for each key competitor

Create a knowledge map for your industry

Assess your and your competition‘s learning capabilities

Determine the balance between exploitation and exploration that youwant your knowledge strategy and KMS support

Feedback

Feedback

Process of creating a

well articulated

link between business

strategy & knowledge Strategy

10



Determine the right diagnostic questions to ask.How can we turn KW we have into something that

adds value to the markets in which we operate?What do we know or think we know about different

aspects of customers?Can we cut costs, reduce time- to market, improve

customer service, or increase margins by more effectively sharing KW?

…..

Diagnose and validate your strategy-KM link.Articulate a clear strategy KM link is not easy.Use

process flow method (slide 18)

Align knowledge management & business strategy (4)



Translate your strategy-KM link to KM system design characteristics.

Mobilize initiatives to help you "sell" your KM project internally.

Balance short term gains with long-term gains help to sell both to end-users and managers


11



Strategic imperatives for a successful KM system:

1. There is no one right way2. Reach a working definition of knowledge3. Focus on process and not just technology 4. Live with vague knowledge measure 5. Stability necessitates demonstration of short term

impact6. Count in tacit knowledge 7. Create a shared context8. Begin with what you have9. Accommodate Reasoning & assumptions10. Future think11. Minimize routing retransmissions12. Give incentives, not faster computer


The 24 critical success factors in KM initiative (1).



13. Allow everyone access & to contribute14. Allow confidentiality15. Allow access anytime,anywhere16. Update automatically17. Supply resource maps to ease navigation18. Use other databases in addition to corporate best

practices19. provide management support20. Support informality21. Remember less is more 22. Provide logical business extension 23. Determine your knowledge delivery world view24. Focus on technology & internal consulting support

for collaboration

The 24 critical success factors in KM initiative (2).

12



KM system analysis, Design & Development





Design the KM Team


3

4

5

6

7



Design the KM infrastructure (1)Choose IT components to find, create, assemble & apply KW


Interface LayerBrowser

Access and Authentication LayerAuthentication, Recognition, Security, Firewall, Tunneling

Collaborative Intelligence and FilteringIntelligent agent tools, Content personalization, Search

Indexing, and MetatagingApplication Layer

Skills directory, Yellow pages, Collaborative work toolsVideo conference......

Transport LayerWeb and TCP/IP deployment, Streaming audio, Document

exchange, Video transport, VPN core.....Middleware and Legacy Integration Layer

Wrapper tools (such as TCL/TK......)Repositories

Integration via the web

LegacyData warehouse

Discussionforum

Document bases „others“

13



Identify elements of the interface layer: Clients, server, gateways and the platform interaction with the end users collaborative platform

Requirements of the collaborative platformConsistent and easy –to use client interfacesScalabilitySecurityIntegration with existing systemsFlexibility…

Decide on the collaborative platform: Web or Notes, or ….?


Design the KM infrastructure (1)



Identify and understand components of the collaborative intelligence layer: Artificial intelligence, data warehouses, genetic algorithms, neural networks, expert reasoning systems, rule bases and case-based reasoning

infostructure system provides a language structure and resource that people use to make sense of events.



14



Design the KM infrastructure (3)Optimize knowledge object molecularity

(granularity); balance cost versus value-added.

Balance push-based and pull-based knowledge delivery.

Create knowledge tags and attributes: Domain, form, type, product/service, time and location tags Identify the right mix of components for searching, indexing and retrieval.




InternalisationExplicit -> Tacit

•Collective Knowledge Networks •Notes Databases/ Org Memory •Pattern Recognition •Neural Networks



GI

C

S EI C

SocialisationTacit -> Tacit

•Face to Face Communication •Video Conferencing Tools •Web Cams •Virtual Reality Tools

ExternalisationTacit ->Explicite

•Process Capture Tools •Traceability •Reflective Peer-to-Peer networks•Expert Systems •Discussion platform

CombinationExplicit -> Explicit

•Systemic Knowledge Tools •Collaborative Computing Tools •Intranets, Groupware •Discussion Lists •Web Forums •Best Practice Databases

II

I II I

G

GCG

C:companies knowledge

G: group or team Knowledge

I: Individual Employee‘s knowledge

15



KM Processes

Knowledge Assets

ApplyKnowledge

TransferKnowledge

DevelopKnowledge Assess

Knowledge

TransformKnowledge

PreserveKnowledge

UpdateKnowledge

Knowledge Processes

Review questions

Find the appropriated technologies/tools for each process

Review questions

Find the appropriated technologies/tools for each process



Apply Knowledge

Search , retrieval & storage tools to help organize & classify both formal & informal KW, etc

Create newKnowledge

Collaborative decision making processes, DSS tools, rationale capture tools, Notes DB, ..

Knowledge processesand technology enablers

Reuse & revalidateKnowledge

Customer support KW bases, past project record Database and communities of practices

16



Package & assembleKnowledge

Customized publishing tools, discussion group, push technology, etc

Knowledge processesand technology enablers

FindKnowledge

KW-bases in consulting firm, search & retrieval tools that scan both formal and informal source of KW, employee skill yellow pages, etc



KM system analysis, Design & Development





Design the KM Team


3

4

5

6

7

17



Audit Existing Knowledge Assets & Systems(1)

Understand the purpose of a knowledge auditprovide value when companies are doing on or more of the following:– Planning to build a KMS– Planning research and development– Seeking to leverage its “people”assets– Seeking to leverage what it already knows– Attempting to assess the value of the enterprise

as whole




Measuring Knowledge GrowthBohn’s Stages of KW growth


Procedures, methodologies, algoritms

Takes on the form of science

Know why7

Never happens, but you can always hope for it

NirvanaComplete KW8

Empirical equationsTradeoff to reduce costs are known

Process characterization

6

Hw and operating manualsA local recipe existsProcess capabiliy5

Written & embodied in Hwfeasible scientific methodControl of the mean4

KW is primarily writtenI‘s pretechnologicalMeasure3

KW is primarily tacitResemble pure artAwareness2

Doen‘t exist anywhereNothing knownComplete ignorance1

Typical form of KWCommentNameStage

18



Corporate strategistset goals , bring big picture perspective into the analysis

Senior management, company visionarylong term KM vision, aligned with the Business strategy

of the corporate strategistsFinancier

ability to value and attach a fair euro figure to KW assetHuman resource manager

bring good understanding of employee skills and skills distribution within the organisation

IS/IT expert brings in kw , skills, expertise for mobilizing the

technology implementation aspects of your km strategy.Knowledge manager, CKO

Congregate a preliminary knowledge audit teamCongregate a preliminary knowledge audit team



Audit Existing Knowledge Assets and Systems(2)

Audit and analyze your company’s existing knowledge.

Define the goalsDetermine the ideal stateSelect the audit methodPerform the KW audit and document existing KW

assetsTrack KW growth over timeDetermine your company’s strategic position within

the technology framework

19



Audit and analyze your company’s existing knowledge.

Selecting the „Against“ Measure

Selecting the Audit Method

Performing theKnowledge

Audit

Increase Profits by 40%Reduce cost of sales by 12%

Achieve 60 day project Turnarounds

Validate assets for investor

KnowledgeAssets

Define goals of theKnowledge audit

Identify Financial and OtherConstraints

Determine the „Ideal State“

Select Audit Method

Select Aspects of the audit

Perform Audit

Document Knowledge Assets

Beginning theKnowledge

Audit

Assign DesirablyHigh ValuesHow do Your

CompetitorsRank?

What‘s the best profitFigure on

Sales?

What willyou

MeasureAgainst?

What‘s theIndustry„high“?

Use the KM Assessment tool





Identify your company’s K-spot.

The kw audit provides a clearer picture of the k-spots on the kw niches on which a company must focus its knowledge management efforts.

identification of promising processes that stand to gain through KM.

20



M system analisys, Design & Developm





Design the KM Team


3

4

5

6

7



Design the KM team Identify sources of requisite expertise.

Human ressources

Project Sponsor

Corporatestrategy

Marketing

KnoweledgeEvangelist

Human ressources

FinanceKw managerKw analyst

Informationsystem

21



Design the KM team

Structure the knowledge management team: organizationally, strategically and technologically.

Balance technical and managerial expertise, manage stakeholder expectations. (not only a technical project)

Resolve team-sizing issues (KM is a self-eliminating field)

Identify critical points of failure: requirements, control, management buy-in, and end user buy-in.



M system analisys, Design & Developm





Design the KM Team


3

4

5

6

7

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Create the KM Blueprint (1)

Develop the knowledge management architecture.

Understand and select the architectural components.

Design for high levels of interoperability.

Optimize for performance and scalability.

Understand repository life-cycle management.



Create the KM Blueprint (2)

Understand and incorporate requisite user interface considerations.

Position and scope the knowledge management system.

Make the build-or-buy decision and understand the trade-offs.

Future-proof the knowledge management system.

23



KM system analisys, Design & Development





Design the KM Team


3

4

5

6

7



Develop the KM System (1)Define the capabilities of each layer of the seven-layer knowledge management system architecture in the context of your company.

Develop the interface layer: Create platform independence, leverage the Intranet, enable universal authorship, and optimize video.

Develop the access and authentication layer: Secure data, control access, and distribute control

Develop and integrate the application layer with the intelligence layer and the transport layer.

24



Develop the KM System (2)Develop the collaborative filtering and

intelligence layer.

Leverage the extant transport layer.

Develop the middleware and legacy integration layer to connect mainframe legacy. data, incompatible platforms, inconsistent data formats and retired systems

Integrate and enhance the repository layer.

Apply DMA (document management Alliance) and WebDAV standards to explicit content and documents.

Advance the system from a client/server to



Deployment



Deployment

8

9

25



Make an informed decision about the need for a pilot knowledge management deployment.

Select the right, nontrivial and representative pilot project.

Identify and isolate failure points in pilot projects.

Understand the knowledge management system life cycle.

Deploy, Using the Results-driven Incremental (RDI) Methodology(1)



Deploy, Using the Results-driven Incremental (RDI) Methodology(2)

Understand the scope of knowledge management system deployment.

Use the RDI methodology to deploy the system.

Identify and avoid the traps in the RDI methodology to maximize payoff.

26



Deployment



Deployment

8

9



Manage Change, Culture & Reward Structures (1)

Understand what exactly is a Chief Knowledge Officer’s (CKO) role.

Understand how a CKO is related to the CIO, and CEO.

Decide whether your company needs to have an “actual” CKO at all.

Understand the successful CKO’s technological and organizational functions.

27



Plan for knowledge management success using the CKO as an agent for selling fore-sight.

Manage and implement cultural change and process triggers to make knowledge management succeed.

Implement reward structures to complement successful knowledge management.

Manage Change, Culture & Reward Structures (2)



Evaluate Performance, Measure ROI, Incrementally Refine the KMs

Phase 4 :Evaluation

10

Evaluation

28



Metrics for Knowledge Work (1)

Calculate returns-on-investment (ROI) for knowledge management investments.

Evaluate benchmarking as a comparative knowledge metric.

Evaluate knowledge management ROI by using the Balanced Scorecard (BSC) method.

Use Quality Function Deployment for creating strategic knowledge metrics.



Identify what not to measure.

Understand alternative metrics such as the Skandia Navigator approach.

Classify and evaluate processes using The APQC Process Classification Framework.

Review and select software tools for tracking complex metrics, QFDs and BSCs.

Metrics for Knowledge Work (2)

29



Three beggars were begging in New York City, each with a small cup in his hand. The first one wrote “beg” on his broken steel cup and he received 10 bucks after one day.

The second one wrote “beg.com” on his cup and after one day he received hundreds of thousand dollars. Someone even wanted to take him to NASDAQ.

The third one wrote “e-beg” on his cup. Both IBM and HP sent vice presidents to talk to him about a strategic alliance and offered him free hardware and professional consulting while Larry Ellison claimed on CNBC that e-beg uses 95% Oracle technology and i2 announced e-beg Trade Matrix, a B2B industry portal to offer supply chain integration in the beggar community.

Exhibit 8 - 1 Anonymous e-Mail Dot-Com Joke

At Last …………At Last …………



At last ………..

the knowledge management toolkit,by Amrit Tiwana:

Practical techniques for buildinga knowledge management system

i

30



Distributeknowledg

e

Distributeknowledg

e

Word ProcessingDesktop PublishingWeb PublishingElectronic CalendarsPresentations

Word ProcessingDesktop PublishingWeb PublishingElectronic CalendarsPresentations

Word ProcessingDesktop Publishing

Web PublishingElectronic Calendars

Presentations



Presentations



Presentations



Presentations

Word ProcessingDesktop

PublishingWeb Publishing

Electronic Calendar

Presentations

Word ProcessingDesktop

PublishingWeb Publishing

Electronic Calendar

PresentationsShare

knowledgeShare

knowledgeGroupwareIntranetsNetworksE-mail

GroupwareIntranetsNetworksE-mail

GroupwareIntranetsNetworks

E-mail


E-mail


E-mail


E-mail

CaptureknowledgeCapture

knowledgeDatabasesData WarehousesDatabasesData Warehouses

DatabasesData

Warehouses

DatabasesData

Warehouses

Applyknowledge

Applyknowledge

Expert systemsNeural networksIntelligent agents

Expert systemsNeural networksIntelligent agents

roadmap-2005.pdf

Documents

existing infrastructure2phase

persuading people

companys existing networks

itits crazy

business strategyanalyze

stages great ideas

old ones

stages of reaction