© 2001-2005 franz j. kurfess introduction 1 cpe/csc 580: knowledge management dr. franz j. kurfess...
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© 2001-2005 Franz J. Kurfess Introduction 1
CPE/CSC 580: Knowledge Management
CPE/CSC 580: Knowledge Management
Dr. Franz J. Kurfess
Computer Science Department
Cal Poly
© 2001-2005 Franz J. Kurfess Introduction 2
Course OverviewCourse Overview Introduction Knowledge Processing
Knowledge Acquisition, Representation and Manipulation
Knowledge Organization Classification, Categorization Ontologies, Taxonomies, Thesauri
Knowledge Retrieval Information Retrieval Knowledge Navigation
Knowledge Presentation Knowledge Visualization
Knowledge Exchange Knowledge Capture, Transfer,
and Distribution Usage of Knowledge
Access Patterns, User Feedback
Knowledge Management Techniques Topic Maps, Agents
Knowledge Management Tools
Knowledge Management in Organizations
© 2001-2005 Franz J. Kurfess Introduction 3
Overview IntroductionOverview Introduction
Motivation Why do we need to know all
this stuff? Objectives
What you should know afterwards
Evaluation Criteria How I can find out if you know
what you should know Warm-Up
Review of relevant concepts Overview new topics Terminology
Case Study: My Personal Need for KM Finding and organizing
materials for this class Tools to support this
Case Study: KM at an Organization like Cal Poly
Important Concepts and Terms all the old and new terms
Chapter Summary If you know this, you may be
able to survive the class
© 2001-2005 Franz J. Kurfess Introduction 4
LogisticsLogistics Introductions Course Materials
textbook: none handouts: some Web pages: tons CourseInfo/Blackboard System and Alternatives
Term Project Knowlets and Knowledge Management
Lab and Homework Assignments Exams Grading
© 2001-2005 Franz J. Kurfess Introduction 5
The Proliferation of KnowledgeThe Proliferation of Knowledge Wall street
no physical assets make money by utilizing knowledge about investment opportunities
consultants have knowledge about some specialized tasks tell customers what to do may be gone by the time their solutions are found to be flawed
“energy brokers” companies that don’t own any physical facilities, but buy and sell
energy made enormous profits during the 2000/2001 energy crisis
© 2001-2005 Franz J. Kurfess Introduction 6
BackgroundBackground
How much knowledge do you manage? as a student in your job in your private life
© 2001-2005 Franz J. Kurfess Introduction 7
MotivationMotivation
the amount of information and knowledge available increases steadily it becomes difficult to keep track of relevant knowledge
the demands for applying knowledge to a particular task also become stronger job expectations competitive pressure
the benefits from utilizing knowledge become greater higher profits better products more knowledgeable people
© 2001-2005 Franz J. Kurfess Introduction 8
ObjectivesObjectives
be aware of the role of knowledge in professional and private life
understand the impact of knowledge (or lack of it) for important decisions
understand the necessity for knowledge management to deal with the large amount of knowledge and information
discuss the role of computer-based tools and technologies for knowledge management
© 2001-2005 Franz J. Kurfess Introduction 10
What is Knowledge Management?What is Knowledge Management?
information technology perspective computers as support tools for dealing with large quantities
of knowledge and information
business perspective benefits for organizations
philosophical perspective epistemology: what is knowledge?
© 2001-2005 Franz J. Kurfess Introduction 11
Knowledge Management in Perspective
Knowledge Management in Perspective
Knowledge Management
Track/Level information
technology:
knowledge
objects
people:
knowledge
processes
Organization
Level
management
information
systems (MIS)
organizational
processes
Individual
Level
Artificial
Intelligence,
expert systems
individual processes
[Sveiby 2000]
© 2001-2005 Franz J. Kurfess Introduction 12
Knowledge Management DefinitionsKnowledge Management Definitions
Karl-Erik Sveiby (Organization Theorist)Knowledge Management is the art of creating value from an organizations intangible assets.
John Gundy, Knowledge Ability (KM Company)Knowledge Management is the process of placing knowledge under management remit.
[Sveiby 2000]
© 2001-2005 Franz J. Kurfess Introduction 13
KM PhasesKM Phases 1992 - 1995: productivity enhancement
how can information technology used to share knowledge across organizations
Lotus Notes, Web pages, project databases, best practices, ...
1995 - 2000: customer relations how can information about customers be utilized data warehousing, data mining
2000 - 2003: interaction interactive Web pages, e-commerce
2002 - ??? interoperability (XML, Web services and related technologies) interpretation (ontologies, Semantic Web)
[Sveiby 2000]
© 2001-2005 Franz J. Kurfess Introduction 14
The fundament of KM represents a set of Behavioural/Structural Conditions
The walls of KM represent a set of Operational Conditions
The roof of KM represents the corporate knowledge by which learning, innovation, speed and productivity will be enhanced
KM Analogy: Building a House
[KPMG 1999]
© 2001-2005 Franz J. Kurfess Introduction 15
Incentives for Knowledge Sharing
Open, Open, sharing sharing cultureculture
KNOWLEDGE
KNOWLEDGE
SHARING
SHARING
Non-Non-sharing sharing cultureculture
TEAMWORK
TEAMWORK
COMMITMENTCOMMITMENT
ORGANISATION STRUCTURE & ORGANISATION STRUCTURE & PROCESSESPROCESSES
HOW?HOW?• Performance metricsPerformance metrics• Science workshopsScience workshops• Technology exchange Technology exchange
networksnetworks• Extra budgetExtra budget
HOW?HOW?• Performance metricsPerformance metrics• Science workshopsScience workshops• Technology exchange Technology exchange
networksnetworks• Extra budgetExtra budget
[KPMG 1999]
© 2001-2005 Franz J. Kurfess Introduction 16
Integrated Systems for KMIntegrated Systems for KM
Separate Separate information information
systemssystems
INFORMATIONINFORMATIONRESEARCH RESEARCH
PROCESSPROCESS
ENABLING ENABLING TECHNOLOGIESTECHNOLOGIES
UPGRADINGUPGRADINGOF EXISTING OF EXISTING KNOWLEDGEKNOWLEDGE GENERATIONGENERATION
OF NEW OF NEW IDEAS IDEAS
Integrated Integrated Information Information
SystemSystem
HOW?HOW?• Database technologyDatabase technology• GroupwareGroupware• Web technologyWeb technology• User-interface User-interface
technologytechnology• IntranetIntranet
HOW?HOW?• Database technologyDatabase technology• GroupwareGroupware• Web technologyWeb technology• User-interface User-interface
technologytechnology• IntranetIntranet
[KPMG 1999]
© 2001-2005 Franz J. Kurfess Introduction 17
KM Behavioral and Structural Components
Preparing initiativePreparing initiative Initiative in placeInitiative in place
not i
n pl
ace
not i
n pl
ace
star
ting
star
ting
adva
nced
adva
nced
real
ised
real
ised
11 22 3 3 44
Hierarchical Hierarchical organisationorganisation
Process-orientedProcess-orientedorganisationorganisation
Power culturePower culture
Open & sharing Open & sharing cultureculture
Focus onFocus onindividualindividual
successsuccess
Focus on Focus on group group
successsuccess
No No understandingunderstandingof KMof KM
Top management Top management commitment commitment
2,32,3
2,02,0 2,12,1
1,91,9
• On the behavioural/structural axis, there is still enough On the behavioural/structural axis, there is still enough improvement potential.improvement potential.
[KPMG 1999]
© 2001-2005 Franz J. Kurfess Introduction 18
KM Operational Components
Preparing initiativePreparing initiative Initiative in placeInitiative in place
not i
n pl
ace
not i
n pl
ace
star
ting
star
ting
adva
nced
adva
nced
real
ised
real
ised
11 22 3 3 44
Knowledge stored Knowledge stored mentally and mentally and physicallyphysically
Integrated Integrated databases linkeddatabases linkedwith workflowwith workflow
Ad-hoc Ad-hoc knowledgeknowledge
creationcreation
Structured,Structured,strategicstrategic
knowledgeknowledgecreationcreation
Ad-hoc datacollection
2,1
2,0
2,1
Professional researchmethods
Knowledgesupporting
decision-making
Non-customizedNon-customizeddatadata
1,9
• A quick fix is not possible with regard to the implementation of KM.A quick fix is not possible with regard to the implementation of KM.• Step by step, the KM performance should be improved.Step by step, the KM performance should be improved.
[KPMG 1999]
© 2001-2005 Franz J. Kurfess Introduction 20
Case Study: KM for Course Preparation
Case Study: KM for Course Preparation
easy case: re-use existing material text book, presentation material, student assignments,
exams, projects
difficult case: brand-new course no existing material suitable for teaching purposes existing sources
research monographs, edited volumes, related text books, conference proceedings, journal special issues, articles, technical reports, white papers, company brochures, Web pages
© 2001-2005 Franz J. Kurfess Introduction 21
Course Development as KM Application
Course Development as KM Application
problem development of a course outline identification of relevant material extraction of relevant knowledge integration of various knowledge pieces
different representation media paper (books, journals) microfilm digital (electronic versions of books, journals, etc; Web pages; data bases, computer
programs)
presentation of knowledge presentation medium
identification of evaluation criteria development of exercises
© 2001-2005 Franz J. Kurfess Introduction 22
Tools for Course PreparationTools for Course Preparation course outline brain, paper, editor, spreadsheet identification of material brain, search engines, library catalog/DBs organization of material brain, folders, labels, directories, files extraction of knowledge brain, paper, text editor, helpers integration of pieces brain, presentation program, helpers presentation of knowledge brain, presentation program evaluation criteria brain, text editor development of exercises brain, text editor, helpers
Deficiencies of tools much of the tedious work is left to the instructor little support for important knowledge management activities primitive tools are used for high-level tasks
directories, file names for the categorization of knowledge items
© 2001-2005 Franz J. Kurfess Introduction 23
Knowledge Management at Cal PolyKnowledge Management at Cal Poly
what kind of knowledge is essential for such an organization
what are the tools in common use
© 2001-2005 Franz J. Kurfess Introduction 24
Knowledge Management for StudentsKnowledge Management for Students
what are important KM needs
what KM tasks do you perform
which tools and techniques do you use
what can be improved through smarter computers
© 2001-2005 Franz J. Kurfess Introduction 27
Important Concepts and TermsImportant Concepts and Terms presentation of knowledge tools
extraction of knowledge identification of knowledge information integration of knowledge knowledge knowledge management
© 2001-2005 Franz J. Kurfess Introduction 28
Summary IntroductionSummary Introduction
with the increase in the amount of information and knowledge, knowledge management will play a very important role in our professional and personal lives
although a lot of knowledge is available in digital form, computer support for KM is mediocre
many basic techniques and methods have been developed, but their integration into easily usable systems and tools is still missing