1. The Knowledge Management Infrastructure
Prof.E.Vandijck

2. “ If we only knew what we know at TI “
Jerry Junkins
Former chairman ,
President and CEO of TI

3. Knowledge
Knowledge is a broader and more difficult to define concept than information.
We obtain knowledge when the information is also interpreted and therefore made usable. We get knowledge by creating associations and by earning insight.

4. The Pyramid
Wisdom
Knowledge
Information
Data

5. Types of Knowledge Tacit Knowledge Explicit Knowledge
We can distinguish between two major types of knowledge
Tacit Knowledge
Explicit Knowledge

6. Tacit Knowledge
Tacit knowledge: resides in someone´s head, it does not exist in explicit form and is not easily transferred to others.
Undocumented
In people´s heads
A source of explicit knowledge
The highest-value knowledge is that held by employees
Experience
Insight
expertise

7. Explicit Knowledge
Explicit knowledge is stored in digitized form so that it can be viewed, read, used and applied.
Structured
Books, reports
Databases
Drawings
Methodologies
Trend analysis
Unstructured
Illustrations
Articles
s, news
More directly usable

8. Forms of Knowledge Conversion
Tacit knowledge Explicit knowledge
Tacit
Knowledge
Explicit
Socialization
Externalization
Internalization
Combination

9. Externalization of Tacit Knowledge
Best for:
Advantage:
Limits:
Examples:
Provide guide to experts
Innovative
Unique solutions
Low KM solution cost
Demand on availability of experts
Investment banking
Strategic consulting
Capture and Codify Knowledge
Multiple,
Repeatable solutions
Sharable by many
Major conversion and maintenance
Supply chain mngt
SAP install
Source: Gartner group

10. Benefits of Explicit Knowledge
Payoff:
Internal
Sources:
External
Asset Management
Reuse elements
Protect from loss
Key employees
Critical databases
Critical business processes
Market analysis
Internet research
New Intelligence
Discover trends
Anticipate
Improve strategic action
Employees, product, service and customer analysis
E-commerce feedback
New feeds
Internet research
Source: Gartner group

11. Benefits of Tacit Plus Explicit Knowledge
Solution support
Applying pragmatic experience to replicate decision making for complex problems
Examples
Complex contracts or decisions
Diagnosis and treatment in healtcare
Building direct-marketing campaigns
Payoff
Improve process and service performance
Best practices databases

12. Knowledge Management

13. What is Knowledge Management ?
Knowledge management is not
The implementation of a technology
Knowledge management is
a multidisciplinary approach
that integrates
Business strategy
Cultural values
Work processes
Good technological support is crucial, but is not enough to create a good knowledge environment.

14. Knowledge Management
The broad process of identifying, capturing, organizing, transferring and using knowledge .
Knowledge management promotes collaborative approach and group work.
Framework:
Process
Enablers
Leadership
Leadership
Apply
Adapt
Create
Organizational
Knowledge
Measurement
Culture
Share
Identify
Organize
Collect
Technology
Source: American Productivity & Quality Center - Carla O’Dell, C.Jackson Grayson

15. Facts Enterprise invested in KM-relevant technology
Intranets
Groupware
Data warehouses
Data mining
Enterprises forgot the non-technical work
Aligning knowledge to business goals
Mapping knowledge content
Creating networks of knowledge users
Changing culture and defining KM role

16. Business Benefits of KM
KM generates economic and business benifits by:
Providing broad and easy access to enterprise knowledge
Leveraging knowledge trough improved collaboration processes and technologies
Integrating KM into work tasks and processes of employees
Stimulating innovation and the creation of new knowledge
Gartner group study showed that 60% of knowledge management programs resulted in success

17. Aspects of Knowledge Management
Knowledge discovery
Generating knowledge from data
Knowledge representation
Human-readable knowledge
Machine-readable knowledge
Ontologies (study of being, general properties)
Knowledge filtering
Knowledge searching
Search engines
Intelligent agents
Visualization models

18. Within the Company
Companies try to manage and use this knowledge in a more systematic way.
Required actions.
define which knowledge is required in order to define and execute the strategic business plan;
organizations must implement a system that assures a continuous flow from the members of the organization, the knowledge workers, towards the infrastructure that supports the knowledge management;
there has to be an integration of the strategy, the processes, the cultural and technical aspects of knowledge management .
Setup of an Enterprise Knowledge Architecture.  .

20. KM Success Is Focused on the Business
Do first
Determine role of knowledge in achieving company goals
Select mission-critical business areas for high KM impact
Knowledge-enable key processes and decision making
Try to make the link between improved knowledge and business results
Start small projects within the business culture
Do then
Encyclopedia of R&D or operations knowledge
Know-how of departing experts
Capture tacit knowledge in explicit form

21. Enterprise Architecture Business Architecture Knowledge Architecture
Information Architecture
Data Architecture
IT Architecture

22. The Enterprise Architecture
The IT architecture: basis for the other components.
Hardware.
Network and communication environment.
The system management tools.
The middleware and the basic software.
The data architecture.
How data will be collected, stored and distributed.
Those data are raw data in an updateable form, needed for later interpretation and usage.
Important aspects here are reliability, integrity and security.

23. The Enterprise Architecture
In the information architecture: basis and the guideline for the ICT-management.
The ICT-strategy of the enterprise is captured.
It is the translation of the enterprise business strategy into high-level information needs.
A set of applications that are build to fulfil business needs.
The knowledge architecture.
How and where the organization creates and distributes knowledge in all the forms.
The business architecture.
The way the enterprise planned to achieve its business strategy.
This strategy includes goals and objectives, seen in the context of the environment of stakeholders, employees, competitors and other internal and external factors.

24. Management Infrastructure
Gathering.
Document management.
Office systems.
Data entry.
Dissemination.
, voice mail, …
Web.
Inquiry systems.
Data warehouse, data mart.
Networks.
Lan, wan,
Internet, intranet, extranet.
Storage.
Databases, files, ...
Meta data, dictionaries, …
Groupware.
Collaboration tools.
Conferencing tools.
Analysis.
Data mining.
OLAP.
Visualization.
Knowledge
Management Infrastructure
extract
combine
transform
derive
analyze
present
Knowledge
Architecture

25. Data Layer Metadata - Data Structure - Taxonomy
Data Content Knowledge maps
Thesaurus
Data Sources
Groupware repository
Document management
Intranets
File servers
WWW …
Data Types
Relational databases
Text files
Audio/video
Web pages s …
Data Formats
XML
HTML
ASCII
GIF
MPEG …

26. Portals
Provide a window into information, systems and processes of an organization
Portals are essential to support KM
Enterprise portals
Personal portals
A portal provides a uniform access to
Documents (unstructured data)
Databases (structured data)
Applications …
Based on a knowledge map, repositories and indexes
Build-in filtering mechanisme
To be combined with  Push Technology

27. The Knowledge Framework in Practice
The components of a technologic knowledge architecture
Knowledge repositories and libraries
Knowledge carthography
Communities of knowledge workers

28. The Knowledge Flow The Knowledge Flow Knowledge- repositories and
Technological applications for exchanging tacit
knowledge
Knowledge-
repositories
and
Libraries
Communities of
knowledge-
workers
The
Knowledge
Flow
Organizing available
Explicit knowledge
e.g. case based reasoning
Also tacit knowledge
of specific experts
Technology that supports
conversion from tacit to explicit knowledge and the other way around
Knowledge
Carthography
Meta-knowledge.
Map of knowledge
domains
Source:Borghoff 1998

29. Explicit Knowledge in Document Format
Documents is a traditional method for the codification of knowledge
Better usage of already available documents
On-line document databases
Lessons-learned archives
Best practices databases
Document knowledge bases for knowledge domains without unique answers
Development of a knowledge repository

30. Setup of a Knowledge Repository
What documents are we going to store, and why?
Manuals to support maintenance
Client documentation for marketing …
Avoid overload
Selection based on predefined criteria
Alternatives
Special task to select documents
Everybody can add documents

31. Organizing Documents Values in an index or meta-knowledge
Attributes of a knowledge document
Activities
Keywords
Type of document
Product or service
Authority (owner, usability, quality, …) of the knowledge
Time and validity period

32. The Knowledge Flow
Support the knowledge flow is the basic goal of knowledge management.
It is the central component in the framework, and the the link between the three other components.
It stimulates the interaction between:
The tacit knowledge generated and exchanged between the community of the knowledge workers;
The explicit knowledge in the knowledge repositories;
The explicit meta-knowledge used as the corporate knowledge map.
The basis for the technological structure.
are the itelligent agents.

33. Intelligent Agents Intelligent agents:
perform tasks on behalf of something else like e.g. a person, a system or a business proces;.
it is a small computerprogram that can perform tasks on his own, including take some decissions;
an agent can react on events;
it can contain simple rules or it can be based on more complex techniques like neural networks;
they run in background, often without being seen by the users.
Useful in two of the components of the framework:
in knowledge repositories;
in knowledge carthography.

34. Intelligent Agents in Knowledge Repositories
Personal agents
To master information overload;
To switch from pull to push mode;
Personalized content filtering;
User profile, based on a personal thesaurus and intelligent search algorithms;
Technical agents
Automatic document indexing;
Important in case-based reasoning systems;

35. Intelligent Agents in Communities of Knowledge Workers
Personal agents
Responsible for activity planning (workflow environments);
Interaction with actor agents that define the role of the worker in the business process;
A workflow agent
tries to find a personal agent that can perform a certain task;
Asks the personal agent whether this task fits in planning of the specific knowledge worker;
A deliberation agent
will check the requests against the availability of the personal agents;
An instance of the actor, containing the goals and activities of the task, is added to the personal agents.

36. Integration of the Components Using Intelligent Agents
Knowledge repositories
Technical agent
(e.g.indexing)
Personal agents
Explicit  Explicit
Knowledge Workers
Technical agent
(e.g.workflow agent)
Personal agents
Tacit  Tacit
2. Inquiry for explicit knowledge
1. Add explicit knowledge
4. Input for profiles
of people and
communities
6. Input for profiles
of people,
communities
and processes
Dynamic adaption and creation
5. Inquiry for profiles
of people,
communities
and processes
3. Inquiry for profiles
of people and
communities
Knowledge carthography
Agents / Profiles
Definition
Personal agents
Communities
Processes

37. Building the Environment

38. Decision Framework for KM-project
Identify Key Values
Define KM strategy
Evaluate Enterprise
Strategy/direction for KM
« Values »
Business model
Service goals
Identify business goals for KM
Select a knowledge recovery
strategy
Evaluate potential for Cultural
and business shift
Evaluate potential benefits
Analyse Benefits/measures
Set KM performance goals
Set performance measures
Determine cost and other
resources for KM
Ensure business unit support
and funding
Explicit knowledge apps.
Tacit knowledge apps.
Combined apps.
Set performance goals
Source: Gartner Group

39. Critical Success Factors
KM strategy
Mission, goals, vision, alternatives, responsibilities, …
Resources
Budget for staff, development, …
Technology
Network, user delivery, tools, maintenance, storage
Motivation
For sharing knowledge
Promotion and Training

40. Cultural Success Factors
Combine value contributed by individual with value of contributions by groups.
Face-to-face meetings are still required to bring contributers together.
Consistent terminology and models are critical.
Communities of practice and experience on processes and knowledge.
Cultural change is required.

41. Citation
There is nothing more difficult to plan , more doubtful of success, nor more dangerous to manage than the creation of a new system.
For the initiator has the enmity of all who would profit by the preservation of the old system and merely lukewarm defenders in those who would gain by the new one.
Machiavelli, 1513

42. Computer Technologies for KM
Groupware: mail, Lotus Notes, Intranet,Chat boxes, …
Multimedia, video, …
Documentation systems and XML
Expert systems
Artificial Intelligence systems
Data Warehousing, OLAP, data mining, statistics
Search engins, encyclopedia, in-text search
Case-based reasoning
Agents
Computer based training

43. Mentioned reasons for KM
In decreasing order of importance:
Integrate multiple sources of data
Marketing and sales
Growth and innovation
Business process inprovement
People orientation
Service improvement
IT orientation
Information Management orientation
Cost savings
Source: Gartner group

44. Knowledge management technology for the same reason that
Think about this !
Knowledge management technology
does not equal
Knowledge management
for the same reason that
an exercise machine
exercise