Knowledge Architecture
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Transcript of Knowledge Architecture
A Knowledge Services Architecture:
People and TechnologyWorking Together
Albert SimardDefence R&D Canada
Presented toIEEE – ICC 2012
Ottawa, ON, June 10-15, 2012
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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
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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
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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
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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
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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)
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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
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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
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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
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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
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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
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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
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Community Behaviors
Positive• Dialogue• Trust• Safety• Meritocracy• Equality• Outliers
Negative• Discussion• Debating• Arguing• Agenda• Authority• Assuming• Majority• Consensus• Groupthink
Social
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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
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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
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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
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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
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Outline
• Organizational Views
• Social Structure
• Governance
• Intelligence
• Innovation
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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
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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
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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
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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
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Outline
• Organizational Views
• Social Structure
• Governance
• Intelligence
• Innovation
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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
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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
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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
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Outline
• Organizational Views
• Social Structure
• Governance
• Intelligence
• Innovation
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Innovation Meta-View
Need
Transfer
Commercialize
Implement
Operations
Produce?no
yes
Development
Innovation
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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
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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
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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
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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
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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
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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.
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A Knowledge Services Architecture:
Combines People and Technology
To Make Knowledge Work More Productive