1. Knowledge Management Semantic Web and Social Networking
Dr. Bhavani Thuraisingham
June 2010

2. Outline of Part I What is Knowledge Management?
Basic concepts: Components and Models
Organizational Learning Process
Knowledge management cycle
Knowledge Management Architecture
Directions
Acknowledgement: Charts on Knowledge Management Architecture have been obtained from the presentation of Prof. Larry Kerschberg at GMU

3. What is Knowledge Management
Knowledge management, or KM, is the process through which organizations generate value from their intellectual property and knowledge-based assets
KM involves the creation, dissemination, and utilization of knowledge
Reference: management.htm?source=google
It is also viewed as the intersection between People, Processes and Technology

4. Knowledge Management Components
Components of
Management:
Components,
Cycle and
Technologies
Cycle:
Technologies:
Components:
Knowledge, Creation
Expert systems
Strategies
Sharing, Measurement
Collaboration
Processes
And Improvement
Training
None of these things were endorsed by military acquisitions, but all have gradually started happening out of necessity and user requirements.
Metrics
Web

5. Organizational Learning Process
Diffusion -
Tacit, Explicit
Incentives
Integration
Modification
Identification
Creation
Metrics
Action
Source:
Reinhardt and Pawlowsky
Overall focus is on learning actionable knowledge
Organizations successful at KM Generate and Generalize knowledge
Generate - Create new knowledge and Identify knowledge that exists inside and outside the organization
Generalize - Transfer Knowledge from person to person, group to group, organization to organization
Diffusion - tacit/explicit - Tacit - Dialogue, Explicit - someone creates an external representation of their understanding (Word, , PowerPoint)
Integration - Knowledge transfer only matters to the receiver. Person knowledge is transferred to must be open to new ideas, able to challenge assumptions to integrate into their mental model.
Modification - Knowledge is never received “pure”, typically the receiver takes out the pieces that work for him/her.
Action - Important experiential knowledge is built through action. Wouldn’t expect someone to be able to <choose example> by reading a book or paper. Need tacit knowledge built up in action.
Need metrics to determine success in each area and to provide incentive. Not measured it won’t get done.
Focus of this MSR is on metrics and incentives for the diffusion process.
Examine available tools and develop tools for each area. (I.e. Expert Finder (identification), CVW - diffusion, Invention Machine (integration), PowerSim (Action)
also see: Tools in Organizational Learning

6. 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
Process
5) Complete observe, assess (reflection, gain understanding), design (develop theory, prediction, vision), implement (test), cycle
6) Teach others
Focused on teaching others because good indicator of all other principles and gives a notion of tacit diffusion. Paper is available online.

7. 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
Why take Metrics? - they provide a normative direction. Give goals to an organization.

8. 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
Typical measures in the Learning and growth area. Suggested by products for management.
Percent of New Tech - ”3M”(Minnesota Mining and Manufacturing) came up with this idea. Notion 30% all sales to be on products developed in last two years.
Process Cycle Time - Number one KM metric at most companies. Clue that new knowledge has been discovered

9. Knowledge Management: Incentive-based Approaches
Receiver
Positive Incentives
Knowledge Gained
Can teach others what is learned
Teacher
Positive Incentives
“Knowledge Transfer Champion” prestige
Can improve knowledge
Negative Incentives
Time
Unqualified teacher
Negative Incentives
Time
Students not willing to learn
What do we mean by Knowledge Transfer Events?

10. 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.
Describes what kind of tools that we are looking for. Our research is focusing on the Useful aspect.

11. Knowledge Management: Strategies, Processes, Metrics and Tools
Knowledge Management: Within and Across
Corporations and Agencies
Strategies
e.g., Management
Plans; Policies;
Data sharing vs. Privacy
Processes
e.g., best
practices
Tools
e.g., Semantic Web, Data mining, Multimedia
Metrics
e.g., web usage,
publications

12. Knowledge Management Cycle
Knowledge Creation and Acquisition Manager
Knowledge Representation
Manager
Knowledge Dissemination and Sharing
Manager
Knowledge Manipulation
Manager
None of these things were endorsed by military acquisitions, but all have gradually started happening out of necessity and user requirements.

13. 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)

14. The Three Versions of KEAN Architecture
Version 1 “beta version”
No reuse
Two-tiered
Stored procedures
Version 2 “newest version”
GUI reuse via JavaBeans
JDBC access to database
Version 3 “final version”
Logic reuse via Enterprise JavaBeans (EJB)
Three-tiered
CORBA access to objects

15. Structure of Version 3 web Server “thin” client middle tier
KeanBeans
RDBMSs
and
OODBMS
CORBA ORB
EJB
“thin” client
middle tier
server tier

16. Knowledge Management Architecture
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,

17. KM Architecture

18. Knowledge Management Process Model.
Acquisition
Refinement
Storage/ Retrieval
Distribution
Presentation
Expertise
Domain Model
Business Rules
Ownership; Federation Agreements, Data Sources
External Sources and Formats.
Wrappers
Politics of data
Data Cleansing
Indexing
Metadata Tagging
Concept Formulation
Information Integration
Ontology & Taxonomy
Knowledge Curation.
Storage and indexing of Knowledge
Concept-based Retrieval
Retrieval by Author, Content, Threads, etc.
Knowledge Security.
Intranet & Internet
Knowledge Portals
XML
Active Subscriptions
Discussion Groups.
Digital Rights Management
User Profiles for dynamic tailoring links.
Knowledge creation, update annotation, and storage in Knowledge Repository.
Collaboration Environments

19. Knowledge Management System

20. Aspects of Secure Knowledge Management (SKM)
Protecting the intellectual property of an organization
Access control including role-based access control
Security for process/activity management and workflow
Users must have certain credentials to carry out an activity
Composing multiple security policies across organizations
Security for knowledge management strategies and processes
Risk management and economic tradeoffs
Digital rights management and trust negotiation

21. SKM: Strategies, Processes, Metrics, Techniques
Security Strategies:
Policies and procedures for sharing data
Protecting intellectual property
Should be tightly integrated with business strategy
Security processes
Secure workflow
Processes for contracting, purchasing, order management, etc.
Metrics
What is impact of security on number of documents published and other metrics gathered
Techniques
Access control, Trust management

22. Knowledge Management for Coalitions
Knowledge for Coalition
Export
Export
Knowledge
Knowledge
Export
Knowledge
Component
Component
Knowledge for
Knowledge for
Agency A
Agency C
Component
Knowledge for
Agency B

23. Trust Management for Negotiation

24. Status and Directions Knowledge management has exploded due to the web
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
Tools are emerging
Need effective partnerships between business leaders, technologists and policy makers
Knowledge management may subsume information management and data management
Vague boundaries

25. Outline of Part II Different View Points of Knowledge Management
Knowledge Management Strategy, Process and Metrics
Examples from Knowledge management strategies
Examples from Knowledge management processes
Examples from Knowledge management metrics
Selected papers from Knowledge Management, Morey, Maybury and Thuraisingham (Editors) MIT Press, 2001.

26. What is Knowledge Management
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
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

27. Some Excerpts from Knowledge Management (Morey et al)
Knowledge is Created by Human Beings
Human needs and motivation lead us naturally to create knowledge
Everybody is a knowledge worker
People choose to share their knowledge
Knowledge management is not about technology
Knowledge is born in chaotic processes that take time

28. KM: Strategy, Process and Metrics
Motivation for KM and how to structure a KM program
Process
Use of KM to make existing practice more effective
Metrics
Measure the impact of KM on an organization

29. Knowledge Management Strategy: Examples
Building learning organizations
Developing a knowledge strategy: from management to leadership
Building intangible assets : A strategic framework for investing in intellectual capital

30. Building Learning Organizations
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
Changing roles of the leader
Migrating from decision makers to designers, teachers and stewards
Building a shared vision
Encouraging ideas, Requesting support, Moving beyond blame, Effective communication
Learning tools
Learning laboratory

31. Developing a Knowledge Strategy
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 processes
Some Knowledge Levers
Customer knowledge
Knowledge in people, products, services, processes, relationships
Organizational memory
Knowledge assets
Link Knowledge Strategy with Business strategy

32. Building Intangible Assets
Elements of Intellectual Capital
Human capital, Structural capital, Social capital
Integrating three types of knowledge
Avoid focusing on one element of intellectual capital; anticipate change in intellectual capital
Where to invest?
Understand core business processes and business drivers
Knowledge that will support decision making at all levels
Getting started
Start with prototypes and build up

33. Knowledge Management Process: Examples
Theory of Organizational Knowledge Management
Knowledge Management: Linking Theory with Practice
Enabling Complex Adaptive Processes through Knowledge Management
Evolution Through Knowledge Management: Implementing Business quality Processes

34. Theory of Organizational Knowledge Management
Two dimensions of knowledge creation
Ontological: knowledge is created by individuals not about individuals
Epistemological: humans create knowledge by involving them with objects
Knowledge Conversion: Interaction between Tacit and Explicit knowledge
Socialization: tacit to tacit
Externalization: tacit to explicit
Combination: explicit to explicit
Internatlization: explicit to tacit

35. Linking Theory with Practice
Organizational learning theory
Learning levels
Learning modes
Learning types
Learning process
Practical Knowledge Management
Identification/creation
Diffusion
Integration/Modification
Action

36. Knowledge Management in Process Management
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 adaptive
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

37. Knowledge Management Metrics: Examples
The Balanced Scorecard: Learning and Growth Perspective
Measuring Intangibles and Intellectual Capital
Knowledge Sharing Metrics for Large Organizations

38. The Balanced Scorecard
Employee Capabilities: Measuring the following
Employee satisfaction
Employee retention
Employee productivity
Information system capabilities: Measuring the following
Whether each employee segment has information to carry out its operations.
Motivation and Empowerment: Measuring the following
Suggestions made and implemented
Improvement
Team performance

39. Measuring Intangibles and Intellectual Capital
Identify the Intangible assets
External to an organization, Internal to the organization, Individual
Develop an approach to measure the intangible assets
Measure the intangible assets
Example: the flow of knowledge; the commercial value of knowledge; individual competence
Link to financial assets
Knowledge managers and economists have to work together to determine the indicators

40. Knowledge Sharing Metrics
Number of shared documents published
Number of improvement suggestions made
Number of patents approved
Number of presentations made
Number of web page hits
Number of subscriptions to journals
Number of members in discussion lists
Number of conferences attended
Number of contacts made
Number of times advice is sought

41. In Conclusion:
An organization must determine its knowledge management strategies, processes and metrics
It must review its strategies., processes and metrics periodically
Technology evolves rapidly. Therefore the strategies, processes and metrics should not depend on technology
Select appropriate technologies and evaluate them from time to time

42. Outline of Part III Where did knowledge management come from?
Transformation of knowledge
Evolving communities of practice
Human and social factors of knowledge management
Different perspectives of knowledge management
Knowledge management for linking e-business and operating processes
Data Mining for Knowledge Management
Knowledge resource exchange in strategies alliances

43. Where did knowledge management come from
Is it a replacement for business process reengineering? Is it due to globalization?
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
Practices
Information management
Human factors/human capitol movement

44. Transforming knowledge
Tacit to Tacit
E-meetings, Synchronous collaboration (chat)
Explicit to Tacit
Visualization, Browsable video/audio of representations
Tacit to Explicit
Answering questions, Annotations
Explicit to Explicit
Text search, Document categorization

45. Evolving 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.
Communities of Interest
A Community of interest is a community of people who share a common interest or passion
Relationship between
Communities of Action, Communities of Circumstance, Communities of Position, Communities of Practice, Communities of Purpose, Community of inquiry

46. Evolving communities of practice: Model
Potential stage
A community is formed; E.g., connection
Building stage
The community defines itself and formalizes its operating principles; E.g., Memory and context creation
Engaged stage
The community executes and improves its processes; e.g., Access and learning
Active stage
The community understands and demonstrates benefits from knowledge management and the collective work of the community; e.g., Collaboration
Adaptive stage
The community and its supporting organizations are using knowledge for competitive advantage; e.g., Innovation and generation

47. Human and social factors
Some consider knowledge management to consist of capturing, organizing, and retrieving information (e.g., data mining, text clustering, databases, etc.)
Its important to realize that knowledge is closely bound together with human cognition, and the management of knowledge occurs within a structured social context
Therefore some strongly argue that those designing knowledge management systems must take into consideration the human and social factors
Therefore what we need is socially informed knowledge management – combining social computing and knowledge socialization
Therefore theories must include economic, behavioral and social models

48. Different perspectives of knowledge management
Knowledge management to some is intellectual capital while some others focus on technology. Yet a third group focuses on community building
Technology dimensions will focus on groupware, collaboration tools and mining products
Logistical dimensions will focus on knowledge capture, storage, retrieval, etc.
The social dimension will focus on sharing knowledge between communities, coaching, mentoring etc.
We need all three dimensional for successful knowledge management

49. Linking E-business with Operating processes: Some key questions: What, How, Why
What is the current and potential impact of e-business on the firm’s operating processes?
How can a firm use e-business to create and leverage desired operating processes
Why is e-business affecting operating processes in particular ways
How is e-business giving rise to new subprocesses, creating new linkages across subprocesses?
Does the firm possess the know-how to diagnose the impact of e- business on operating processes
Why does the firm needs to electronically configure each operating process?
What specific technologies are involved?
Does the firm know how to acquire each technology?
Does the firm know why each technology works?

50. Linking E-business with Operating processes: Customer Relationship Management
What does your customer want and what does he need?
How can you collect the information your customer needs?
Why is the CRM process changing?
How do you integrate the existing operations to improve customer focus?
How is your web-enabled CRM improving customer focus? Why do you need to change to improve your customer focus?
How are your competitors meeting customer needs?
Why are your competitors changing the way they are to meet customer needs?

51. Linking E-business with Operating processes: Supply Chain Management
What changes are needed within the supply chain to lower costs?
How do you enable communication and collaboration across supply chain while maintaining confidentiality?
Why ahs supply chain become an important aspect of market intelligence?
What areas of supply chain can benefit from e-business enablement?
How can you leverage your relationships with vendors to improve supply chain processes?
Why is it necessary to re-evaluate your supply chain processes?
What types of outsourcing relationship between supply chain has been successful?
How can one improve the outsourcing relationships?
Why are your outsourcing relationships not as efficient as needed?

52. Linking E-business with Operating processes: Product Management
What level of speed is necessary to share new product ideas across the organization?
How can you share the ideas for new products?
Why are new products or product enhancements becoming important to your survival?
What key product development processes are dependent on inter- departmental collaboration?
How have products changed as a result of e-business?
Why is e-business effecting product development
Have your competitors leveraged collaboration capabilities for product management?
How can an organization meet individual customers needs in addition to aggregate demands?
Why will collaboration and communication enhance product development practices?

53. Data Mining for Knowledge Management
Data Mining is a key technology for knowledge management
Mine the data to determine the competitor strategy to improve business; also to enhance one’s own strategy
Targeted marketing to customers to improve sales
Determine strategies for employee retention and benefits
In summary data mining is key to better business intelligence and business intelligence is key to effective knowledge management

54. Knowledge resource exchange
The challenge is create value through alliances and collaborations
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
The concepts can be extended to include multiple partners and multiple dimensions