1. Knowledge Management Systems Week 3 Schedule - Syllabus Updates - Web Site Discussion Weeks Assigned - System Analysis - Topic Selection - Readings Discussion - System Install and Configure (1)

2. Working Knowledge Knowledge Transfer Knowledge Roles and Skills Technologies for KM KM Projects in Practice Pragmatics of KM

3. Knowledge Transfer Knowledge Gets Transferred - Naturally - Unpredictably - Organizational Size vs. Finding Knowledge Methods for Transfer - Organized Meetings, Workshops, Training Liaisons and Leaders Structure of the Organization - Unorganized Neighbors, Elevators, Lunchrooms Water Coolers, Managers

4. New Technologies and KM Organizational Change - Cultural Changes - Flattened Hierarchies - Individual Responsibilities Distance Work - Telecommuting - Remote Meetings Technology-Driven Capture - Communication (email++) - Data-Driven Work Creates Detailed Records - Data Mining (ad hoc and batched) More Potential Tacit Knowledge, More Technology Use

5. Culture of Knowledge Transfer Trust – Relationships Different Cultures – Create Common Ground Time and Real Estate – Schedule Both Status of Knowledge Owners – Sharing Incentives Absorbing Knowledge – Education Knowledge Sources – Ideas, not Source Important Intolerance of Mistakes – Reward Creative Errors P 97

6. Knowledge Transfer Causes & Effects Crisis – Failure Shared Language (or lack thereof) Mismatch of Cultures Gaps in Expertise Solutions for Success through KM Training and Exposure to Culture(s) Encouraged Common Ground Gatekeepers Bridging Gaps

7. Knowledge Transfer Attributes Status of the Knower Completed, Absorbed Transfer - Measured - Acted Upon Velocity (if any) Viscosity (quality) - Transfer Medium - Source and Integration New or Best Doesn’t Always Transfer

8. CMS and KM New Technology and Documents New Technology and Conversations Discussions and Documents - Access - Transfer - Interpretation - Integration How is Knowledge Transfer Different in this Class from Others You’ve Had?

9. Knowledge Roles and Skills Additional or Refocused Roles for KM Integrated into an Organization - Not Separate - Not a Wholly New Culture - Consultants? Everyone doing KM including Transfer KM Specialists - Organizational (Networks) - Technical (Systems) - Both - Librarians, Editors, Writers, IT Staff, Managers

10. Knowledge Projects Manage Specific Forms of Knowledge Improve Practices Related to Knowledge - Objectives - Teams - Expectations - Budgets and Schedules - Identification and Resolution Our KM Project?

11. Chief Knowledge Officer - Executive Position Indicates Importance of Focus - Trendy? Evangelize KM Practices & Roles Make KMS Decisions Manage KMS Implementations Measure Knowledge Show KM Successes - Coordinate with Other Groups and Executives - Experience in One or Many of These

12. Technologies for KM Technology or Culture? - Protocols - Paradigms Systems that make leaps in: - Analysis - Communication - Coordination - ??? Repositories of Knowledge - Capture - Organization - Access

13. Barriers to KM Technology Implementation Isn’t Success Training with KMS is Essential Adaptation of Roles to Support and Promote KMS Measuring and Coordinating a Moving Target Early (even small) Problems Affect KMS Use ???

14. KM Projects in Practice Approaches to KM Projects - Market-based - Centrally Supported (and funded) - Stealth Types of KM Projects - Repository Building External (Competitive Intelligence, News) Structured Internal (Research, Reports, Methods) Informal Internal (Discussions, Messages) - Culture Changing Process Improvement Transforming & Creating KM Roles

15. Successful KM Projects Expert Network Internal Document Repositories New Knowledge Creation Methods “Lessons Learned” Knowledge Bases Improve IT to Promote KM Change Evaluation and Compensation to Influence Behavior

16. Measuring KM Success Growth in Staffing and Budgets over time Growth in Volume and Content of KM Systems Extended Projects, New Spinoff Projects KM Accepted as Normal and Routine Measurable Return on KM Investment For Our Class?

17. Successful KM Strategies Knowledge-Oriented Culture Technical Infrastructure Organizational Infrastructure Executive Management Support Process Adaptability and Focus Clarity of Project (Communication) Motivation for Success Structure for Knowledge to Coalesce Multiple Channels for Knowledge Transfer P 153

18. KM Pragmatics (common sense) Start with High-Value Knowledge Small, Focused Pilot, but Extendable Multiple Methods (Tech, Culture…) Tackle Difficulties Early Get Organizational Support Early Work with What’s in Place - Technology - Organization Don’t Advertise Until You’re Ready Find the Right Team (Self-Selecting) Organization as a System, a Network

19. Integrating Knowledge on the Web Ubiquitous medium for distributing computation, information and KM. Intuitive Interfaces for Linking Knowledge Elements in a Repository Open standards - Adaptable (upgrade paths) - Usable (already used) - Extendable (with other systems)

20. Frameworks for KM Creating and Managing - Tacit Communication Capture Organization - Explicit Measurable Processes (Projects, Warehouses) Transformed Data - Artifactual Enterprise - Infrastructure - Content (formats)

21. Organizational Processes Support Doc Mgmt Workflow Conferencing VoIP Digital/Visual Thinking Tools Data Warehouses/Repositories Groupware Intranets Table 1, p 33

22. KMS Objectives Find Knowledge Create New Knowledge Package and Assemble Knowledge Apply Knowledge Reuse and Revalidate Knowledge Table 2, p 33

23. Table 1

24. Table 2

25. Enterprise KM Components

26. KMS Issues Middleware - Information Processing - Knowledge Distillation Legacy Integrations - Leveraging Existing Information - Conversion “Wrappers” (KQML) Message Brokers - Middleware of Middleware? - Central Integration Point ETL – process not always replicatable HTML, SQL, XML, RDF

27. KMS Attributes Platform Independence and Portability Robust (System) Access Integration with Legacy and Existing Systems Security Scalability Distributed Connectivity, Flexibility and Customizability Ubiquitous, Consistent, Intuitive Client Interface System Interfaces? (Users as Knowledge Managers) Cultural Fit (Present and/or Future) ???