Presentation on theme: "Knowledge Management Systems Life Cycle"— Presentation transcript:
1 Knowledge Management Systems Life Cycle B. Information Technology (IS) CISB454: Introduction to Knowledge ManagementKnowledge Management Systems Life Cycle
2 Learning Objectives At the end of this lesson, you should be able to: discuss the challenges in building KM Systemscompare CSLC and KMSLCelaborate on the stages of KMSLC
3 Knowledge Management Systems Life Cycle Challenges in Building KM Systems
4 Challenges in Building KM Systems Culturegetting people to share knowledgeKnowledge evalua-tionassessing the worth of knowledge across the firm
5 Challenges in Building KM Systems Knowledge process-ingdocumenting how de-cisions are reachedKnowledge imple-mentationorganizing knowledge and integrating it with the processing stra-tegy for final deploy-ment
6 Knowledge Management Systems Life Cycle CSLC vs. KMSLC
7 versus Conventional System Life Cycle KM System Life Cycle Recognition of Need and Feasibility StudyLogical Design(Master Design Plan)Physical Design (coding)TestingImplementation(File Conversion, User Training)Operations and MaintenanceSoftware Requirements SpecificationsIterativeKM System Life CycleEvaluate Existing InfrastructureKnowledge CaptureDesign KMS BlueprintVerify and Validate the KM SystemImplement the KM SystemManage Change and Rewards StructureForm KM TeamPost-system evaluationversus
8 Key Differences Conventional Systems KM Systems Systems analysts deal with information from the userKnowledge developers deal with knowledge from domain expertsUsers know the problem but not the solutionDomain experts know both the problem and the solutionSystem development is pri-marily sequentialSystem development is inc-remental and interactiveSystem testing normally at end of system life cycleKM system testing evolves from beginning of the cycle
9 Key Differences Conventional system life cycle is process-driven specify then buildKM system life cycle is result-orientedstart slow and grow
10 Key Similarities Both begin with a problem and end with a solution Both begin with infor-mation gathering or knowledge capture
11 Key SimilaritiesTesting is essentially the same to make sure the system is right and it is the right systemBoth developers must choose the appro-priate tool(s) for de-signing their respec-tive systems
12 Knowledge Management Systems Life Cycle Stages of KMSLC
13 Stages of KMSLC Iterative Rapid Prototyping Evaluate Existing InfrastructureForm the KM TeamKnowledge CaptureIterative Rapid PrototypingDesign KM BlueprintVerify and validate the KM SystemImplement the KM SystemManage Change and Rewards StructurePost-system evaluation
14 (1) Evaluate Existing Infrastructure Systems Justifications What knowledge will be lost throughretirementtransferdeparture to other firms?Is the proposed KM system needed in several locations?
15 (1) Evaluate Existing Infrastructure Systems Justifications Are expertsavailablewilling to help in building a KM sys-tem?Does the problem in question requirelong years of expe-riencetacit reasoning to solve?
16 (1) Evaluate Existing Infrastructure The Scope Factor Consider breadth and depth of the project within financial, hu-man resource, & ope-rational constraintsProject must be com-pleted quickly enough for users to foresee its benefits
17 (1) Evaluate Existing Infrastructure The Scope Factor Check to see how the current technology will match technical requirements of the proposed KM system
18 (1) Evaluate Existing Infrastructure Role of Strategic Planning Risky to plunge into a KMS without strategyKnowledge developer should considerVision — Foresee what the business is trying to achieve, how it will be done, and how the new system will achieve goalsResources — Check on the affordability of the business to invest in a new KM systemCulture — Is the company’s political and social environment amenable to adopting a new KM system?
19 (2) Form the KM TeamIdentify the key stake-holders of the prospec-tive KM systemTeam success depends on:Ability of team membersTeam sizeComplexity of the projectLeadership and team mo-tivationNot promising more than can be realistically deli-vered
20 (3) Knowledge CaptureExplicit knowledge captured in reposito-ries from various mediaTacit knowledge cap-tured from company experts using various tools and methodo-logies
21 (3) Knowledge CaptureKnowledge develo-pers capture know-ledge from experts in order to build the knowledge base
22 (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?
23 (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?
24 (3) Knowledge Capture Role of the Knowledge Developer The architect of the systemJob requiresexcellent communica-tion skillsknowledge of capture toolsconceptual thinkinga personality that mo-tivates people
25 (3) Knowledge Capture Role of the Knowledge Developer Close contacts with the championRapport with top management for on-going support
26 (3) Knowledge Capture Role of the Knowledge Developer WorkerChampionProgress ReportsPrototypesDemosFeedbackSupportKnowledgeDeveloperInteractive InterfaceUser AcceptanceSolutionsRulesTestingKnowledgeKnowledgeBaseKnower
27 (4) Design the KM Blueprint The KM blueprint addresses several issuesFinalize scope of proposed KM system with realized net benefitsDecide on required system components
28 (4) Design the KM Blueprint The KM blueprint add-resses several issuesDevelop the key layers of the KM software architecture to meet company requirementsSystem interoperability and scalability with existing company IT infrastructure
29 (5) Testing the KM System Verification procedureEnsures the system has the right func-tionsValidation procedureEnsures the system has the right outputValidation of KM sys-tems is not foolproof
30 (6) Implement the KM System Converting a new KM system into actual operationThis phase includes conversion of data or filesThis phase also includes user training
31 (6) Implement the KM System Quality assurance is important, which includes checking forReasoning errorsAmbiguityIncompletenessFalse representation (false positive and false negative)
32 (7) Manage Change and Rewards Structure Goal is to minimize resistance to changeExpertsRegular employees (users)TroublemakersResistances via pro-jection, avoidance, or aggression
33 (8) Post-system Evaluation Assess the system’s impact in terms of effects onPeopleProceduresPerformance of the business
34 (8) Post-system Evaluation Areas of concernQuality of decision makingAttitude of end usersCosts of Knowledge processing and up-date
35 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?