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B. Information Technology (IS) CISB454: Introduction to Knowledge Management Knowledge Management Systems Life Cycle.

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Presentation on theme: "B. Information Technology (IS) CISB454: Introduction to Knowledge Management Knowledge Management Systems Life Cycle."— Presentation transcript:

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2 B. Information Technology (IS) CISB454: Introduction to Knowledge Management Knowledge Management Systems Life Cycle

3 Learning Objectives At the end of this lesson, you should be able to:  discuss the challenges in building KM Systems  compare CSLC and KMSLC  elaborate on the stages of KMSLC 2-2

4 Knowledge Management Systems Life Cycle Challenges in Building KM Systems

5 Culture  getting people to share knowledge Knowledge evalua- tion  assessing the worth of knowledge across the firm 2-4

6 Challenges in Building KM Systems Knowledge process- ing  documenting how de- cisions are reached Knowledge imple- mentation  organizing knowledge and integrating it with the processing stra- tegy for final deploy- ment 2-5

7 Knowledge Management Systems Life Cycle CSLC vs. KMSLC

8 2-7 Conventional System Life Cycle Recognition of Need and Feasibility Study Logical Design (Master Design Plan) Physical Design (coding) Testing Implementation (File Conversion, User Training) Operations and Maintenance Software Requirements Specifications Iterative KM System Life Cycle Evaluate Existing Infrastructure Knowledge Capture Design KMS Blueprint Verify and Validate the KM System Implement the KM System Manage Change and Rewards Structure Form KM Team Post-system evaluation versus Iterative

9 Key Differences Conventional SystemsKM Systems Systems analysts deal with information from the user Knowledge developers deal with knowledge from domain experts Users know the problem but not the solution Domain experts know both the problem and the solution System development is pri- marily sequential System development is inc- remental and interactive System testing normally at end of system life cycle KM system testing evolves from beginning of the cycle 8

10 Key Differences Conventional system life cycle is process- driven  specify then build KM system life cycle is result-oriented  start slow and grow 2-9

11 Key Similarities Both begin with a problem and end with a solution Both begin with infor- mation gathering or knowledge capture 2-10

12 Key Similarities Testing is essentially the same to make sure the system is right and it is the right system Both developers must choose the appro- priate tool(s) for de- signing their respec- tive systems 2-11

13 Knowledge Management Systems Life Cycle Stages of KMSLC

14 2-13 Evaluate Existing Infrastructure Knowledge Capture Design KM Blueprint Verify and validate the KM System Implement the KM System Manage Change and Rewards Structure Form the KM Team Post-system evaluation Iterative Rapid Prototyping

15 (1) Evaluate Existing Infrastructure Systems Justifications What knowledge will be lost through  retirement  transfer  departure to other firms? Is the proposed KM system needed in several locations? 2-14

16 (1) Evaluate Existing Infrastructure Systems Justifications Are experts  available  willing to help in building a KM sys- tem? Does the problem in question require  long years of expe- rience  tacit reasoning to solve? 2-15

17 (1) Evaluate Existing Infrastructure The Scope Factor Consider breadth and depth of the project within financial, hu- man resource, & ope- rational constraints Project must be com- pleted quickly enough for users to foresee its benefits 2-16

18 (1) Evaluate Existing Infrastructure The Scope Factor Check to see how the current technology will match technical requirements of the proposed KM system 2-17

19 (1) Evaluate Existing Infrastructure Role of Strategic Planning Risky to plunge into a KMS without strategy Knowledge developer should consider  Vision — Foresee what the business is trying to achieve, how it will be done, and how the new system will achieve goals  Resources — Check on the affordability of the business to invest in a new KM system  Culture — Is the company’s political and social environment amenable to adopting a new KM system? 2-18

20 (2) Form the KM Team Identify the key stake- holders of the prospec- tive KM system Team success depends on:  Ability of team members  Team size  Complexity of the project  Leadership and team mo- tivation  Not promising more than can be realistically deli- vered 2-19

21 (3) Knowledge Capture Explicit knowledge captured in reposito- ries from various media Tacit knowledge cap- tured from company experts using various tools and methodo- logies 2-20

22 (3) Knowledge Capture Knowledge develo- pers capture know- ledge from experts in order to build the knowledge base 2-21

23 (3) Knowledge Capture Selecting an Expert How does one know the expert is in fact an expert? How would one know that the expert will stay with the project? 2-22

24 (3) Knowledge Capture Selecting an Expert What backup should be available in case the project loses the expert? How could we know what is and what is not within the expert’s area of expertise? 2-23

25 (3) Knowledge Capture Role of the Knowledge Developer The architect of the system Job requires  excellent communica- tion skills  knowledge of capture tools  conceptual thinking  a personality that mo- tivates people 2-24

26 (3) Knowledge Capture Role of the Knowledge Developer Close contacts with the champion Rapport with top management for on- going support 2-25

27 (3) Knowledge Capture Role of the Knowledge Developer 26 Knowledge Developer Knowledge Worker Knowledge Base Champion Knower Interactive Interface Solutions User Acceptance Rules Testing Knowledge Prototypes Feedback Progress Reports Demos Support

28 (4) Design the KM Blueprint The KM blueprint addresses several issues  Finalize scope of proposed KM system with realized net benefits  Decide on required system components 2-27

29 (4) Design the KM Blueprint The KM blueprint add- resses several issues  Develop the key layers of the KM software architecture to meet company requirements  System interoperability and scalability with existing company IT infrastructure 2-28

30 (5) Testing the KM System Verification procedure  Ensures the system has the right func- tions Validation procedure  Ensures the system has the right output Validation of KM sys- tems is not foolproof 2-29

31 (6) Implement the KM System Converting a new KM system into actual operation This phase includes conversion of data or files This phase also includes user training 2-30

32 (6) Implement the KM System Quality assurance is important, which includes checking for  Reasoning errors  Ambiguity  Incompleteness  False representation (false positive and false negative) 2-31

33 (7)Manage Change and Rewards Structure Goal is to minimize resistance to change  Experts  Regular employees (users)  Troublemakers Resistances via pro- jection, avoidance, or aggression 2-32

34 (8) Post-system Evaluation Assess the system’s impact in terms of effects on  People  Procedures  Performance of the business 2-33

35 (8) Post-system Evaluation Areas of concern  Quality of decision making  Attitude of end users  Costs of Knowledge processing and up- date 2-34

36 Key Questions Has accuracy and timeliness of decision making improved? Has the KMS caused organizational changes? What are users’ reactions towards KMS? Has the KMS changed the cost of operating the business? Have relationships among users affected? Does KMS justify the cost of investment? 2-35

37 THE END Copyright © 2012 Mohd. Sharifuddin Ahmad, PhD College of Information Technology


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