km lifecycle

7/28/2019 Km Lifecycle

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KNOWLEDGEMANAGEMENT SYSTEMS

LIFE CYCLE


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Chapter 3: Knowledge Management Systems Life Cycle

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CHALLENGES IN BUILDING KM

SYSTEMS Culture

getting people to share knowledge

Knowledge evaluation assessing the worth of knowledge

across the organization

Knowledge processing

documenting how decisions arereached

Knowledge implementationorganizing knowledge and

integrating it with the processingstrategy for final deployment


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ConventionalSystem Life Cycle

Recognition of Need andFeasibility Study

Logical Design (masterdesign plan)

Physical Design (coding)

Testing

Implementation (fileconversion, user training)

Operations and Maintenance

Functional RequirementsSpecifications

Iterative

KM SystemLife Cycle

Evaluate ExistingInfrastructure

Knowledge Capture

Design KMS Blueprint

Verify and validate the KMSystem

Implement the KM System

Manage Change andRewards Structure

Form the KM Team

Post-system evaluation

versus

Iterative


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Key Differences

Systems analys tsdeal with information from theuser; know ledge developersdeal withknowledge from domain experts

Usersknow the problem but not the solution;domain expertsknow both the problem and thesolution

Conventional SLC is primarily sequent ial; KM

SLC is incremental and interact ive. System testing normally at endof conventional

system life cycle; KM system testing evolvesf rom beginn ingof the cycle


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Key Differences (contd)

Conventional system lifecycle is process-dr iven

orspecify then build

KM system life cycle is

result-or ientedor startslow and grow


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Key Similarities

Both begin with a problem and

end with a solution

Both begin with information

gathering or knowledge capture Testing is essentially the same

to make sure the system is

right and it is the right system

Both developers must choosethe appropriate tool(s) for

designing their respective

systems


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Stages of KMSLC

Evaluate ExistingInfrastructure

Knowledge Capture

Design KM Blueprint

Verify and validate the KMSystem

Implement the KM System

Manage Change andRewards Structure

Form the KM Team

Post-system evaluation

Iterative RapidPrototyping


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(1) Evaluate Existing

InfrastructureSystem justifications:

What knowledge will be lost

through retirement, transfer, or

departure to other firms?

Is the proposed KM system

needed in several locations?

Are experts available and

willing to help in building a KMsystem?

Does the problem in question

require years of experience

and tacit reasoning to solve?


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The Scope Factor

Consider breadth and

depth of the project within

financial, human resource,

and operational constraints

Project must be completed

quickly enough for users to

foresee its benefits

Check to see how currenttechnology will match

technical requirements of

the proposed KM system


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Role of Strategic Planning

Risky to plunge into a KMS withoutstrategy

Knowledge developer shouldconsider:

Vision

Resources

Culture


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(2) Form the KM Team

Identify the key stakeho ldersof the prospective KM system.

Team success depends on:

Ability of team members

Team size

Complexity of the project

Leadership and teammotivation

Not promising more thancan be realisticallydelivered


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(3) Knowledge Capture

Explicitknowledgecaptured in repositoriesfrom various media

Tacit knowledge capturedfrom company expertsusing various tools andmethodologies

Knowledge developerscapture knowledge fromexperts in order to build theknowledge base


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Selecting an Expert

How does one know theexpert is in fact an expert?

How would one know thatthe expert will stay with theproject?

What backup should beavailable in case the

project loses the expert?How could we know what is

and what is not within theexperts area of expertise?


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(4) Design the KM BlueprintThe KM blueprint addresses

several issues:

Finalize scope of proposed KMsystem with realized net

benefits Decide on required system

components

Develop the key layers of the

KM software architecture tomeet company requirements

System interoperability andscalability with existing

company IT infrastructure


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(5)Testing the KM System

Verif icat ionprocedure:

ensures that the system

has the right functions

Validationprocedure:ensures that the system

has the right output

Validation of KMsystems is notfoolproof


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(6) Implement the KM System

Convertinga new KM system into actualoperation

includes conversion of data or files

also includes user training Quality assurance is important, which includes

checking for:

Reasoning errors

Ambiguity Incompleteness

False representation (false positive and falsenegative)


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(7) Manage Change and

Rewards Structure Goal is to minimize

resistance to change

Experts

Regular employees

(users)

Troublemakers Resistances via

projection, avoidance,

or aggression


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(8) Post-system Evaluation

Assess system impact in terms of effects

on:

People

Procedures

Performance of the business

Areas of concern:

Quality of decision making

Attitude of end users

Costs of Knowledge processing and update


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Key Questions

Has accuracy and timeliness of decision

making improved?

Has KMS caused organizational changes?What are users reactions towards KMS?

Has KMS changed the cost of operating

the business? Have relationships among users affected?

Does KMS justify the cost of investment?


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End of Lecture 2


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Basic Knowledge-Related

DefinitionsCommonSense

Inborn ability to sense, judge, or perceive

situations; grows stronger over time

Fact A statement that relates a certain element

of truth about a subject matter or a domain

Heuristic A rule of thumb based on years ofexperience

Knowledge Understanding gained through experience;

familiarity with the way to perform a task;an accumulation of facts, procedural rules,

or heuristics

Intelligence The capacity to acquire and apply

knowledge


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Types (Categorization) of

KnowledgeShallow(readily recalled) and deep

(acquired through years of experience)

Explicit (already codified) and tacit(embedded in the mind)

Procedural (repetitive, stepwise) versusEpisodical(grouped by episodes)

Knowledge exist in chunks

h l d if l


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What makes someone an

expert?An expert in a specialized area

masters the requisite knowledge

The unique performance of aknowledgeable expert is clearlynoticeable in decision-making quality

Knowledgeable experts are moreselective in the information theyacquire

Experts are beneficiaries of theknowledge that comes fromexperience

Ch 3 K l d M S Lif C l


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1. Purpose2. Statement of Scope & Objectives

2.1 System functions

2.2 Users and characteristics2.3 Operating environment

2.4 User environment

2.5 Design/implementation constraints

2.6 Assumptions and dependencies

3. Functional Requirements3.1 User interfaces3.2 Hardware interfaces

3.3 Software interfaces

3.4 Communication protocols and interfaces

4. Nonfunctional Requirements4.1 Performance requirements4.2 Safety requirements

4.3 Security requirements

4.4 Software quality attributes

4.5 Project documentation

4.6 User documentation

Ch t 3 K l d M t S t Lif C l


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Users Versus Experts

Att r ibute User ExpertDependence on system High Low to nil

Cooperation Usually cooperative Cooperation not

required

Tolerance for ambiguity Low High

Knowledge of problem High Average/low

Contribution to system Information Knowledge/expertise

System user Yes No

Availability for system

builder Readily available Not readily available



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Rapid Prototyping Process?

Build

a Task

Structure

a Task

Structure

the Problem

MakeModifications

Reformulatethe Problem

Repeated

Cycle(s)

Repeated

Cycle(s)



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User Interface(Web browser software installed on each users PC)

Authorized access control(e.g., security, passwords, firewalls, authentication)

Collaborative intelligence and filtering(intelligent agents, network mining, customization, personalization)

Knowledge-enabling applications(customized applications, skills directories, videoconferencing, decision support systems,

group decision support systems tools)

Transport(e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow)

Middleware(specialized software for network management, security, etc.)

The Physical Layer(repositories, cables)

. . . . .

Databases Data warehousing(data cleansing,

data mining)

Groupware(document exchange,

collaboration)

Legacy applications(e.g., payroll)

1

2

3

4

5

6

7

Layers of KM Architecture



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Knowledge Capture and

Transfer Through TeamsTeam performs

a specialized task

Knowledge

transfer

methodselected

Evaluate relat ions hip

between act ion and

ou tcome

Outcome

Achieved

Knowledge

Developer

Knowledge

stored in a

form usab le by

others in the

organizat ion

Feedback



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An illustration

Zero Low Medium High Very High

Value

InformationData

H T H T TH H H T H

T T T H T

pH = 0.40pT = 0.60RH = +$10RT = -$8

nH = 40nT = 60

EV = -$0.80

Knowledge

CountingpH = nH/(nH+nT)pT = nT/(nH+nT)

EV=pH RH+ pT RT



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CHALLENGES IN BUILDING KM

SYSTEMS Culture

getting people to share knowledge

Knowledge evaluation assessing the worth of knowledge

across the organization

Knowledge processing

documenting how decisions arereached

Knowledge implementationorganizing knowledge and

integrating it with the processingstrategy for final deployment



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Vision

Foresee what the businessis trying to achieve, how it

will be done, and how the

new system will achievegoals



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Resources

Check on the affordability of the

business to invest in a new KM

system



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Culture

Is the companys

political and social

environment open and

responsive to adopting

a new KM system?

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