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

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 http://eceb.gmu.edu/

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: http://www.commerce-database.com/knowledge- management.htm?source=google It is also viewed as the intersection between People, Processes and Technology

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

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, e-mail, 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 http://duplox.wz-berlin.de/oldb/forslin.html

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.

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.

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

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?

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.

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

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.

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)

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

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

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,

KM Architecture

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

Knowledge Management System

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

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

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

Trust Management for Negotiation

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

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.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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?

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?

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?

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?

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

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