Knowledge Management Semantic Web and Social NetworkingKnowledge Management

Dr. Bhavani Thuraisingham

June 2010

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Outline of Part I

0 What is Knowledge Management?0 Basic concepts: Components and Models0 Organizational Learning Process0 Knowledge management cycle0 Knowledge Management Architecture0 Directions0 Acknowledgement: Charts on Knowledge Management Architecture

have been obtained from the presentation of Prof. Larry Kerschberg at GMU http://eceb.gmu.edu/

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What is Knowledge Management

0 Knowledge management, or KM, is the process through which organizations generate value from their intellectual property and knowledge-based assets

0 KM involves the creation, dissemination, and utilization of knowledge

0 Reference: http://www.commerce-database.com/knowledge-management.htm?source=google

0 It is also viewed as the intersection between People, Processes and Technology

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Knowledge Management Components

Components:StrategiesProcessesMetrics

Cycle:Knowledge, CreationSharing, Measurement And Improvement

Technologies:Expert systemsCollaborationTrainingWeb

Components ofKnowledge Management: Components,Cycle and Technologies

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Identification Creation

Diffusion - Tacit, Explicit

Integration Modification

Action

Organizational Learning Process

Metrics

Source: Reinhardt and Pawlowsky

Incentives

also see: Tools in Organizational Learninghttp://duplox.wz-berlin.de/oldb/forslin.html

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Six Principals of Effective Learning

•Effective Learning Requires: Understanding

1) Mental models, paradigms, context, observation, assumptions, opinion, fact, truth

2) Systems Thinking - Variation Skills

3) Ability to challenge assumptions 4) Listen to Understand

Process5) Complete observe, assess (reflection, gain

understanding), design (develop theory, prediction, vision), implement (test), cycle

6) Teach others

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Knowledge Management Metrics - The Goal of Metrics

Measuring Success (How am I doing?) Benchmarking (How am I comparatively doing?) Tracking Improvement (Am I getting better?) Direct

future investment (technology, employees) strategy alignment (culture, incentives)

“One way to ensure your doing worse is to not measure” - Adapted from Pressman

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Learning By-Product Measures

Papers in Competitive Journals and Magazines Percentage New Technology compared to all Technology Process Cycle Time Employee Surveys

Involvement with decisions Recognition for work achieved Access to information Rewarding risk taking Overall Satisfaction

Employee Retention ‘Employee Suggestion Process

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Knowledge Management: Incentive-based Approaches

ReceiverPositive Incentives

• Knowledge Gained• Can teach others what is learned

TeacherPositive Incentives

• “Knowledge Transfer Champion” prestige•Can improve knowledge

Negative Incentives•Time•Unqualified teacher

Negative Incentives•Time•Students not willing to learn

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Effective Information Access Vision Available - If information exists, it is available for retrieval

Internal and External sources Processed from available data

Relevant - Information retrieved applies to information need If available, information is retrieved

Useful - Information has a positive impact Influences behavior to improve productivity - best

practices and techniques Raises understanding of a domain Not misinformation

Accessible - Information obtained during the time of need; In common language and ontology.

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Knowledge Management: Strategies, Processes, Metrics and Tools

Knowledge Management: Within and Across Corporations and Agencies

Strategiese.g., Management Plans; Policies;Data sharing vs. Privacy

Processese.g., best practices

Metricse.g., web usage, publications

Toolse.g., Semantic Web, Data mining, Multimedia

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Knowledge Management Cycle

Knowledge Creation and Acquisition Manager

Knowledge RepresentationManager

Knowledge ManipulationManager

Knowledge Dissemination and SharingManager

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Software Components“The KeanBeans Component Framework”

Provides the infrastructure for the creation of an open system for KMA

A pallet of JavaBeans components that facilitate the creation of web tracklets by power users, component integrators and developers

Uses industry standards to prompt reuse. Examples: JavaBeans, enterprise JavaBeans(EJB), infobus and Java Foundation Classes(JFC)

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The Three Versions of KEAN Architecture

Version 1 “beta version” No reuse Two-tiered Stored procedures

Version 2 “newest version” GUI reuse via JavaBeans Two-tiered JDBC access to database

Version 3 “final version” Logic reuse via Enterprise JavaBeans (EJB) Three-tiered CORBA access to objects

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Structure of Version 3

“thin” client middle tier server tier

•KeanBeans CORBA ORB

RDBMSs and

OODBMS

web Server

•EJB

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Knowledge Management Architecture0 Knowledge management requires several components:

- Access to both internal and external information sources,- Repositories that contain explicit knowledge,- Processes to acquire, refine, store, retrieve, disseminate and

present knowledge,- Organizational incentives and management roles to support

these activities,- People who facilitate, curate, and disseminate knowledge

within the organization.- Information technology to provide automation support for

many of the above activities,

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KM ArchitectureKnowledgeWorker's

View

KnowledgeWorker's

View

Communication,Collaboration, and Sharing

KnowledgePortal

KnowledgePresentationLayer

KnowledgeManagementLayer

DataSourcesLayer

Knowledge ManagementProcesses

TextRepository

E-mailRepository

WebRepository

ExternalSources

FTP

Acquisition Refinement Storage/Retrieval Distribution Presentation

DomainRepository

EnterpriseModel

KnowledgeFacilitators and

Knowledge Engineers

KnowledgeCurators

MediaRepository

KnowledgeRepository

Relational andOO Databases

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Knowledge Management Process Model.

AcquisitionAcquisition RefinementRefinement Storage/Storage/RetrievalRetrieval DistributionDistribution PresentationPresentation

• ExpertiseExpertise

• Domain ModelDomain Model

• Business RulesBusiness Rules

•Ownership;Ownership;Federation Federation Agreements, Data Agreements, Data SourcesSources

• External External Sources and Sources and Formats.Formats.

•WrappersWrappers

• Politics of dataPolitics of data

• Data Cleansing Data Cleansing

• IndexingIndexing

• Metadata Metadata TaggingTagging

•Concept Concept FormulationFormulation

• Information Information IntegrationIntegration

•Ontology & Ontology & Taxonomy Taxonomy

•Knowledge Knowledge Curation.Curation.

• Storage and Storage and indexing of indexing of KnowledgeKnowledge

• Concept-Concept-based based Retrieval Retrieval

• Retrieval by Retrieval by Author, Author, Content, Content, Threads, etc.Threads, etc.

• Knowledge Knowledge Security.Security.

• Intranet & Intranet & InternetInternet

• Knowledge Knowledge PortalsPortals

• XMLXML

• Active Active SubscriptionsSubscriptions

• Discussion Discussion Groups.Groups.

•Digital Rights Digital Rights ManagementManagement

• User Profiles User Profiles for dynamic for dynamic tailoring links.tailoring links.

• Knowledge Knowledge creation, update creation, update annotation, and annotation, and storage in storage in Knowledge Knowledge Repository.Repository.

•Collaboration Collaboration EnvironmentsEnvironments

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Knowledge Management System

KnowledgePortal &

Search Services

KnowledgePresentation& CreationLayer

KnowledgeManagementLayer

DataSourcesLayer

Collaborationand Messaging

Service

Video-Conferencing

Service

KnowledgeCreationServices

DataWarehouse

Information Integration Services

FederationServices

AgentServices

DataMiningServices

MetadataTaggingServices

KnowledgeCurationServices

DiscussionGroup

Services

Ontology &Taxonomy

Services

WorkflowManagement

Services

MediationServices

TextRepository

E-mailRepository

WebRepository

ExternalSources

FTP

DomainRepository

EnterpriseModel

MediaRepository

KnowledgeRepository

Relational &OO Databases

SecurityServices

DigitalRights

Management

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Aspects of Secure Knowledge Management (SKM)

0 Protecting the intellectual property of an organization0 Access control including role-based access control0 Security for process/activity management and workflow

- Users must have certain credentials to carry out an activity0 Composing multiple security policies across organizations0 Security for knowledge management strategies and processes0 Risk management and economic tradeoffs0 Digital rights management and trust negotiation

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SKM: Strategies, Processes, Metrics, Techniques

0 Security Strategies:- Policies and procedures for sharing data- Protecting intellectual property- Should be tightly integrated with business strategy

0 Security processes- Secure workflow- Processes for contracting, purchasing, order

management, etc.0 Metrics

- What is impact of security on number of documents published and other metrics gathered

0 Techniques- Access control, Trust management

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Knowledge Management for Coalitions

ExportKnowledge

ComponentKnowledge for

Agency A

Knowledge for Coalition

ExportKnowledge

ComponentKnowledge for

Agency C

ComponentKnowledge for

Agency B

ExportKnowledge

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Trust Management for Negotiation

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Status and Directions

0 Knowledge management has exploded due to the web0 Knowledge Management has different dimensions

- Technology, Business- Goal is to take advantage of knowledge in a corporation for

reuse- Services will play a key role in technology

0 Tools are emerging0 Need effective partnerships between business leaders, technologists

and policy makers0 Knowledge management may subsume information management

and data management- Vague boundaries

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Outline of Part II

0 Different View Points of Knowledge Management0 Knowledge Management Strategy, Process and Metrics0 Examples from Knowledge management strategies0 Examples from Knowledge management processes0 Examples from Knowledge management metrics0 Selected papers from Knowledge Management, Morey, Maybury and

Thuraisingham (Editors) MIT Press, 2001.

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What is Knowledge Management

0 Gartner group: KM is a discipline that promotes an integrated approach to identifying and sharing all of an enterprise's information assets, including databases, documents, policies and procedures as well as unarticulated expertise and experience resident in individual workers

0 Peter Sange: Knowledge is the capacity for effective action, this distinguishes knowledge from data and information; KM is just another term in the ongoing continuum of business management evolution

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Some Excerpts from Knowledge Management (Morey et al)

0 Knowledge is Created by Human Beings0 Human needs and motivation lead us naturally to create

knowledge0 Everybody is a knowledge worker0 People choose to share their knowledge0 Knowledge management is not about technology0 Knowledge is born in chaotic processes that take time

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KM: Strategy, Process and Metrics

0 Strategy- Motivation for KM and how to structure a KM program

0 Process- Use of KM to make existing practice more effective

0 Metrics- Measure the impact of KM on an organization

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Knowledge Management Strategy: Examples

0 Building learning organizations0 Developing a knowledge strategy: from management to

leadership0 Building intangible assets : A strategic framework for

investing in intellectual capital

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Building Learning Organizations

0 Adaptive learning and Generative learning- Need to adapt to the changing environment- Total quality movement (TQM) in Japan has migrated to a

generative learning model=Look at the world in a new way

0 Changing roles of the leader- Migrating from decision makers to designers, teachers

and stewards 0 Building a shared vision

- Encouraging ideas, Requesting support, Moving beyond blame, Effective communication

0 Learning tools- Learning laboratory

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Developing a Knowledge Strategy

0 Two thrusts of strategy- Thrust 1: Making known the knowledge that already exists

by sharing best practices- Thrust 2: Innovation: Convert ideas into products,

services, improved business processes0 Some Knowledge Levers

- Customer knowledge- Knowledge in people, products, services, processes,

relationships- Organizational memory- Knowledge assets- Some Knowledge Levers

0 Link Knowledge Strategy with Business strategy

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Building Intangible Assets

0 Elements of Intellectual Capital- Human capital, Structural capital, Social capital

0 Integrating three types of knowledge- Avoid focusing on one element of intellectual capital;

anticipate change in intellectual capital0 Where to invest?

- Understand core business processes and business drivers

- Knowledge that will support decision making at all levels0 Getting started

- Start with prototypes and build up

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Knowledge Management Process: Examples

0 Theory of Organizational Knowledge Management0 Knowledge Management: Linking Theory with Practice0 Enabling Complex Adaptive Processes through Knowledge

Management0 Evolution Through Knowledge Management: Implementing

Business quality Processes

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Theory of Organizational Knowledge Management

0 Two dimensions of knowledge creation- Ontological: knowledge is created by individuals not

about individuals- Epistemological: humans create knowledge by involving

them with objects0 Knowledge Conversion: Interaction between Tacit and

Explicit knowledge- Socialization: tacit to tacit- Externalization: tacit to explicit- Combination: explicit to explicit- Internatlization: explicit to tacit

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Linking Theory with Practice

0 Organizational learning theory- Learning levels- Learning modes- Learning types- Learning process

0 Practical Knowledge Management- Identification/creation- Diffusion- Integration/Modification - Action

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Knowledge Management in Process Management

0 Types of Processes- Simple processes: Low level operation- Complex and nonadapative processes: Systems that sue

the same rules- Complex and adaptive: Agents carrying out the processes

are intelligent and adaptive0 Linking knowledge management with processes

- Knowledge management is needed for all processes; critical for complex and adaptive processes

- Learn from experience and use the experience in unknown situations

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Knowledge Management Metrics: Examples

0 The Balanced Scorecard: Learning and Growth Perspective0 Measuring Intangibles and Intellectual Capital0 Knowledge Sharing Metrics for Large Organizations

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The Balanced Scorecard

0 Employee Capabilities: Measuring the following- Employee satisfaction- Employee retention- Employee productivity

0 Information system capabilities: Measuring the following- Whether each employee segment has information to carry

out its operations. 0 Motivation and Empowerment: Measuring the following

- Suggestions made and implemented- Improvement- Team performance

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Measuring Intangibles and Intellectual Capital

0 Identify the Intangible assets- External to an organization, Internal to the organization,

Individual0 Develop an approach to measure the intangible assets0 Measure the intangible assets

- Example: the flow of knowledge; the commercial value of knowledge; individual competence

0 Link to financial assets- Knowledge managers and economists have to work

together to determine the indicators

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Knowledge Sharing Metrics

0 Number of shared documents published0 Number of improvement suggestions made0 Number of patents approved0 Number of presentations made0 Number of web page hits 0 Number of subscriptions to journals0 Number of members in discussion lists0 Number of conferences attended0 Number of contacts made0 Number of times advice is sought

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In Conclusion:

0 An organization must determine its knowledge management strategies, processes and metrics

0 It must review its strategies., processes and metrics periodically0 Technology evolves rapidly. Therefore the strategies, processes and

metrics should not depend on technology0 Select appropriate technologies and evaluate them from time to time

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Outline of Part III

0 Where did knowledge management come from?0 Transformation of knowledge0 Evolving communities of practice0 Human and social factors of knowledge management0 Different perspectives of knowledge management0 Knowledge management for linking e-business and operating

processes0 Data Mining for Knowledge Management0 Knowledge resource exchange in strategies alliances

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Where did knowledge management come from

0 Is it a replacement for business process reengineering? Is it due to globalization?

0 Intellectual antecedents- Economics, Sociology, Philosophy and psychology- Rigor in economics, observational richness of sociology and the

understanding of philosophy and psychology give knowledge management its intellectual scope

0 Practices- Information management- Human factors/human capitol movement

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Transforming knowledge

0 Tacit to Tacit- E-meetings, Synchronous collaboration (chat)

0 Explicit to Tacit- Visualization, Browsable video/audio of representations

0 Tacit to Explicit- Answering questions, Annotations

0 Explicit to Explicit- Text search, Document categorization

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Evolving communities of practice

0 Communities of Practice- The concept of a community of practice (often abbreviated as CoP)

refers to the process of social learning that occurs when people who have a common interest in some subject or problem collaborate over an extended period to share ideas, find solutions, and build innovations. It refers as well to the stable group that is formed from such regular interactions.

0 Communities of Interest- A Community of interest is a community of people who share a common

interest or passion 0 Relationship between

- Communities of Action, Communities of Circumstance, Communities of Position, Communities of Practice, Communities of Purpose, Community of inquiry

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Evolving communities of practice: Model0 Potential stage

- A community is formed; E.g., connection0 Building stage

- The community defines itself and formalizes its operating principles; E.g., Memory and context creation

0 Engaged stage- The community executes and improves its processes; e.g., Access and

learning0 Active stage

- The community understands and demonstrates benefits from knowledge management and the collective work of the community; e.g., Collaboration

0 Adaptive stage- The community and its supporting organizations are using knowledge for

competitive advantage; e.g., Innovation and generation

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Human and social factors

0 Some consider knowledge management to consist of capturing, organizing, and retrieving information (e.g., data mining, text clustering, databases, etc.)

0 Its important to realize that knowledge is closely bound together with human cognition, and the management of knowledge occurs within a structured social context

0 Therefore some strongly argue that those designing knowledge management systems must take into consideration the human and social factors

0 Therefore what we need is socially informed knowledge management – combining social computing and knowledge socialization

0 Therefore theories must include economic, behavioral and social models

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Different perspectives of knowledge management

0 Knowledge management to some is intellectual capital while some others focus on technology. Yet a third group focuses on community building

0 Technology dimensions will focus on groupware, collaboration tools and mining products

0 Logistical dimensions will focus on knowledge capture, storage, retrieval, etc.

0 The social dimension will focus on sharing knowledge between communities, coaching, mentoring etc.

0 We need all three dimensional for successful knowledge management

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Linking E-business with Operating processes: Some key questions: What, How, Why

0 What is the current and potential impact of e-business on the firm’s operating processes?

0 How can a firm use e-business to create and leverage desired operating processes

0 Why is e-business affecting operating processes in particular ways0 How is e-business giving rise to new subprocesses, creating new

linkages across subprocesses?0 Does the firm possess the know-how to diagnose the impact of e-

business on operating processes0 Why does the firm needs to electronically configure each operating

process?0 What specific technologies are involved?0 Does the firm know how to acquire each technology?0 Does the firm know why each technology works?

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Linking E-business with Operating processes: Customer Relationship Management

0 What does your customer want and what does he need?0 How can you collect the information your customer needs?0 Why is the CRM process changing?0 How do you integrate the existing operations to improve customer

focus? 0 How is your web-enabled CRM improving customer focus? Why do

you need to change to improve your customer focus?0 How are your competitors meeting customer needs?0 Why are your competitors changing the way they are to meet

customer needs?

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Linking E-business with Operating processes: Supply Chain Management

0 What changes are needed within the supply chain to lower costs?0 How do you enable communication and collaboration across supply

chain while maintaining confidentiality?0 Why ahs supply chain become an important aspect of market

intelligence?0 What areas of supply chain can benefit from e-business

enablement?0 How can you leverage your relationships with vendors to improve

supply chain processes?0 Why is it necessary to re-evaluate your supply chain processes?0 What types of outsourcing relationship between supply chain has

been successful?0 How can one improve the outsourcing relationships?0 Why are your outsourcing relationships not as efficient as needed?

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Linking E-business with Operating processes: Product Management

0 What level of speed is necessary to share new product ideas across the organization?

0 How can you share the ideas for new products?0 Why are new products or product enhancements becoming important to

your survival?0 What key product development processes are dependent on inter-

departmental collaboration?0 How have products changed as a result of e-business?0 Why is e-business effecting product development0 Have your competitors leveraged collaboration capabilities for product

management?0 How can an organization meet individual customers needs in addition to

aggregate demands?0 Why will collaboration and communication enhance product development

practices?

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Data Mining for Knowledge Management

0 Data Mining is a key technology for knowledge management0 Mine the data to determine the competitor strategy to improve

business; also to enhance one’s own strategy0 Targeted marketing to customers to improve sales0 Determine strategies for employee retention and benefits0 In summary data mining is key to better business intelligence

and business intelligence is key to effective knowledge management

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Knowledge resource exchange

0 The challenge is create value through alliances and collaborations0 The partner resource exchange model:

- Two partner resource exchange in which the resources each partner contributes can be measured against the dimensions of tacitness, specificity, and complexity.

- A variable is defined that reflects the degree to which a given partner contributes tacit, specific and complex knowledge resources to an alliance

0 The concepts can be extended to include multiple partners and multiple dimensions