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Planning ahead – Why do it?
Leveraging  Knowledge Management  in  Product and Service Development Projects   Presented by:  Suzanne Hansen Copyright ©...
Agenda <ul><li>Vision  </li></ul><ul><li>Knowledge Management (KM) Overview </li></ul><ul><li>KM Program Project Considera...
<ul><li>Vision </li></ul><ul><li>Global Business Models … that embrace collaborative marketing and delivery systems built ...
Knowledge Management Overview Knowledge Qualification Classification Characteristics Definition Commercial Knowledge Asset...
Knowledge Management Overview Qualification Classification Definition <ul><li>Tacit knowledge </li></ul><ul><ul><li>Person...
Knowledge Management Overview Classification Characteristics Definition <ul><li>Knowledge Maps   </li></ul><ul><li>Maps to...
KM Program Project Considerations Process Components Organization and Culture Definition and Goal Interdependencies Knowle...
KM Program Project Considerations Process Components Organization and Culture Definition and Goal Interdependencies Knowle...
KM Program Project Considerations Knowledge Diffusion (Transfer) Knowledge Creation (Generation)  Knowledge Coding <ul><li...
KM Program Project Considerations Knowledge Coding <ul><li>Computer Supported  </li></ul><ul><li>Cooperative Work  (CSCW) ...
KM Program Project Considerations Knowledge Coding <ul><li>Hypertext  Principle </li></ul><ul><ul><li>Get in/out of multip...
KM Program Project Considerations Process Components Organization and Culture Definition Interdependencies Goal <ul><li>Ro...
KM Program Project Considerations Organization and Culture <ul><li>Values  knowledge and people </li></ul><ul><ul><li>Know...
<ul><li>Supporting executive goals to run business processes more efficiently & effectively </li></ul><ul><li>is  the most...
KM Program Project Considerations Process Components Organization Definition Enablers Interdependencies Goal Management Ac...
KM Program Project Considerations Management Accounting Human Resource Management Information Technology <ul><li>Knowledge...
KM Program Project Considerations Management Accounting Human Resource Management Information Technology <ul><li>Sample IT...
Implementing the Service Development  Framework Enterprise Strategy Implementing Knowledge Management (the project) Knowle...
Implementing the Service Development  Framework Assess Design Enterprise Strategy Implement Pre/post Project Consideration...
Implementing the Service Development    Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerati...
Implementing the Service Development    Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerati...
Implementing the Service Development  Framework Process Content People Culture Technology <ul><li>KM Process Project Plan ...
Implementing the Service Development  Framework Product or Service Software or Application   “What it is”  Support Mainten...
Implementing the Service Development  Framework Process Content People Culture Technology <ul><li>While authority decentra...
Implementing the Service Development  Framework Process Content People Culture Technology <ul><li>Inter- and Intranets  as...
Implementing the Service Development  Framework Technology Roadmap Considerations <ul><li>Design an Enterprise “open stand...
Implementing the Service Development  Framework Related Standards       BizTalk      DAV     ebXML     J2EE     RosettaNet...
Implementing the Service Development  Framework Technology Enterprise Architecture Strategies Sample Design Alternatives –...
Implementing the Service Development  Framework <ul><li>Technology Enterprise Architecture Strategies  </li></ul><ul><li>–...
Implementing the Service Development  Framework Enterprise Strategy Assess Design Implement Pre/post Project Consideration...
Implementing the Service Development  Framework Service Development Plan Components Competitive Profiles Requirements Cust...
Implementing the Service Development  Framework Enterprise Strategy Assess Design Implement Pre/post Project Consideration...
Technology Trends -  Portal Evolution Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
Technology Trends -    Net Portal Features Unified,  Ergonomic and experience-based  user interface design  Role-Based Con...
Technology Trends –  Knowledge Management Value Chain  Efficiency Connectivity Innovation <ul><li>Work Expert </li></ul><u...
Technology Trends –  “Best Practices” Content Management <ul><ul><li>KM Strategy tied to strategic Market/Business Models ...
Technology Trends –  “Best Practices” Content Management <ul><ul><ul><ul><li>Wireless and Web D ata Process Management </l...
Technology Trends –  “Best Practices” Content Management <ul><li>Adaptive, complex systems rely on  ”p eople ”   to create...
Examples - PLM Unigraphics Solutions (UGS) and Structural Dynamics  Research Corp. (SDRC) … P roduct lifecycle management ...
e-Logistics <ul><li>Asset  management </li></ul><ul><li>Contact Personalization </li></ul><ul><li>Customer Sat  </li></ul>...
<ul><li>Provide bar code traceability and tracking through each production and sequenced shipping station </li></ul><ul><l...
Unload Assembly Start (in sequence) Assembly Station Picklights Repair Needed Release Carrier Torque Station Test Stand RF...
eds.com Contact: Suzanne Hansen    [email_address] Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
Success Stories - Automotive Seat Supplier Build Line S Build Line E Rear Seat Sequencer Stripper/Loader PLANT FLOOR DIAGR...
Competitive Solutions Intellectual Capital vs Property <ul><li>Intellectual Capital </li></ul><ul><ul><ul><li>Open “Standa...
Knowledge :  Characteristics Qualification Classification Characteristics Definition <ul><li>Knowledge has to do with </li...
Sample IT Delivery Architecture Components - Configuration Release Management  … Modeling of the processes performed by th...
Integrated Enterprise IT Framework Strategy A Quality Systems  Perspective 4 Information and Analysis 1 Leadership 7  Resu...
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  • Vision Statement Slide When displaying our Vision Statement in a presentation, use this slide.
  • Note: Cognitive psychology constitutes learning For example, - Skills needed (=explicit) knowledge Transformed into procedural (=tacit) on the job knowledge
  • Market Customer Knowledge Customer needs/preferences and businesses to increase sales and tighten customer relationship Operations Infrastructure Management Business task Know-how to improve performance (e.g. reduce expense/increase revenue/productivity) Products and Core Re-usable Services Components Capture Ideas/design inside/outside the organization to foster innovation thus speeding time to market process (e.g. lessons learned)
  • Identify Structure knowledge domains in knowledge maps using a common language and standardization or Enterprise Architecture tacit knowledge - map knowledge sources (content cross functional specialists) explicit knowledge Seek relevance, completeness later
  • Alternate Layout In this layout, place photos on the top or the bottom of the slide.
  • Products (e.g. AI, DSS, Blue tooth) Process - manual to automated (e.g. iterative-incremental life-cycle, repository-based &amp; reuse-driven approach, design patterns, v-model revealing inherent feedback loops, empowered and cross – functional teams, …) Suite of Interoperable Standards (e.g. BPMI) that are tied to adaptive rules based, evolutionary roles/patterns
  • Baseline original business processes to identify gaps. Consider knowledge enabling… - Operational processes – ERP standard vs custom code/ role impacts - Corporate processes/policies R ealign roles for enterprise processes visability and measurement - Strategic Plan processes F ocus on long-term business objectives to optimize code-re-use
  • New Product Development Companies are facing shorter product and service life cycles. Correspondingly, they must accelerate value creation. Also, technology is empowering consumers with greater levels of choice increasing the need for companies to possess mass customization capabilities. A continuous dialogue with customers is now a necessity.           The Internet is connecting buyers with a larger selection of sellers, thus increasing choice. To maintain competitiveness, sellers must possess the ability to customize their goods and services to the preferences of their clients, today.           Companies are facing increasing pressure to develop new products at a more rapid rate. Proper management of knowledge and innovation would accelerate new product development and potentially lead to instant or “near-instant” offerings.
  • Bullet Slides On bullet slides without photos or graphs, text is centered on slide. Subtitles are 28 pt. Arial.
  • Knowledge Management In an increasingly digital world where people can be more remote from one another than ever, the concept of knowledge management has taken place as an important objective for any enterprise. Defined wistfully by the phrase “if only we knew what we know,” knowledge management is more than simply organizing an enterprise’s data in a certain way. Conceptually, “information” is organized data, while “knowledge” is analyzed and understood information. State-of-the-art knowledge management can be used to increase innovation, reduce costs, improve processes, and increase customer satisfaction. These effects are achieved by allowing the entire enterprise to capitalize on best practices—no matter where the practice is developed—and by enabling the entire enterprise to benefit from the aggregate experience of its people. The effective use of information technology and the management of enterprise data are critical as firms seek to improve speed and efficiency as well as manage innovation and knowledge. Specifically, these issues are manifested as follows:           In today’s competitive environment, first mover advantage in both marketing and innovation is becoming increasingly important. To effectively do this, companies must be able to synthesize both internal and external information quickly for faster, better decision-making. This has led to the increased importance of knowledge-management and/or business intelligence systems .           Enterprises of all sizes are faced with increasing amounts of information about their supply chains, customers, competitors, and so on. To be successful in the knowledge economy, companies must learn to capture this information and turn it into knowledge for strategic planning, offering development, and process improvement.
  • Let’s look at the major components of a eCRM e-business model. Your customer support directly interacts with your customers in the front office. Your data warehousing, order management and distribution areas reside in the back office. CLICK There are several channels that go directly to the front-end systems and processes. These include the traditional phone contact, the web contact channels (VoIP, text chat and web collaboration), e-mail, Fax, and traditional mail. The customer interaction front-end applications are integrated with the back-end systems to provide catalogs, inventory levels, billing capabilities, pick, pack, and shipping of the products. This integration from front-end to back-end provides the contact agents with a “lifecycle” view of a customer’s interaction with a company. CLICK. In addition to the direct channels, several customer interactions go directly to the back-office. These include applications on the web, wireless communications, kiosks, as well as fax, e-mail, and traditional mail. CLICK All contact information and updates to the various applications throughout the customer’s “walk-though” the different departments of the corporation are stored in a data warehouse. By constantly uploading and downloading information to and from the data warehouse, customer transactions can be personalized, products can be recommended for upsell; cross sell opportunities and target audiences can be determined for campaign creation and management.
  • The Peregrine S5S Assembly area operated as follows seats were tied to conveyor carriers at the initial load station in broadcast sequence - carriers were identified using RF tags certain stations required picking of parts from bins. When the carriers arrived at the station, the RF ID was fed into Wonderware, Wonderware queried an ORACLE database for picklight information, and then Wonderware triggered a series of bits in the PLC to light certain picklights in the parts bin for picking. certain stations required torque information from the torque guns at the station. Key data was sent from these devices to Wonderware. Wonderware ensured that when the carrier left the station, enough good torque readings would be obtained. Otherwise it then marked the carrier for repair and tracked that information. all stations allowed operators to indicate the seat was in need of repair. Wonderware tracked this through a PLC push button trigger. Wonderware also got cycle times from the PLC at each of the stations and stored that data into the database for historical use. Wonderware also kept track of the seat test information and also marked the seat for repair if it did not receive positive confirmation from the seat testing system. Wonderware fed the repair area with a display of all of the repair information (torque, test, airbag traceability, etc.) if the seat was marked for repair. Much of the information stored was available for use in other areas of the plant.
  • The two build lines produced two different seats for the same car model. Seats needed to be shipped in sequence to assembly plant Because of varying build times and any necessary repairs, seats may not be produced in sequence, hence the sequencer area Fixed scanners read pallet ID and determined where pallet should go at various stations Hand scanners were used in manual inspection areas Stripper/loader would strip pallet and load seats in sequence on the truck bound to the assembly plant
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  • Transcript of "010802.ppt"

    1. 1. Planning ahead – Why do it?
    2. 2. Leveraging Knowledge Management in Product and Service Development Projects Presented by: Suzanne Hansen Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    3. 3. Agenda <ul><li>Vision </li></ul><ul><li>Knowledge Management (KM) Overview </li></ul><ul><li>KM Program Project Considerations </li></ul><ul><li>Implementing the Service Development Framework </li></ul><ul><ul><li>Service Development Plan Components </li></ul></ul><ul><ul><li>Technology Roadmap Considerations </li></ul></ul><ul><ul><li>Enterprise Architecture Strategies </li></ul></ul><ul><li>Technology Trends </li></ul><ul><li>Examples </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    4. 4. <ul><li>Vision </li></ul><ul><li>Global Business Models … that embrace collaborative marketing and delivery systems built on “best practices” open technology AND IT enterprise management systems </li></ul><ul><li>Data anytime, anyplace, anywhere with unbounded collaboration </li></ul><ul><li>To gain competitive edge </li></ul><ul><li>Through systems that swiftly reward performance excellence </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    5. 5. Knowledge Management Overview Knowledge Qualification Classification Characteristics Definition Commercial Knowledge Asset Comprised of people/teams/artifacts that, in a given situation , formulate the right goals , and right actions at right place/time and price Business Event stimulus Performance Situation Goal Desired State action Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    6. 6. Knowledge Management Overview Qualification Classification Definition <ul><li>Tacit knowledge </li></ul><ul><ul><li>Personal </li></ul></ul><ul><ul><li>Hard to formalize and to communicate </li></ul></ul><ul><ul><li>Demonstrated ‘here and now’ </li></ul></ul><ul><ul><li>Two dimensions: </li></ul></ul><ul><ul><ul><ul><li>- Technical (know-how) </li></ul></ul></ul></ul><ul><ul><ul><ul><li>- Cognitive (beliefs) </li></ul></ul></ul></ul><ul><li>Explicit knowledge </li></ul><ul><ul><li>Transmit in formal, systematic languages </li></ul></ul><ul><ul><li>Can be expressed in words and numbers </li></ul></ul><ul><ul><li>Tip of the iceberg of knowledge bodies </li></ul></ul><ul><ul><li>Oriented towards past events or objects ‘over there and past’ </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    7. 7. Knowledge Management Overview Classification Characteristics Definition <ul><li>Knowledge Maps </li></ul><ul><li>Maps to accessible content </li></ul><ul><li>Classifies roles, data & workflow process </li></ul><ul><li>Agile - adapts to change </li></ul><ul><li>(e.g. hyperlinks to related KM domains) </li></ul><ul><li>Includes tacit & explicit knowledge </li></ul><ul><li>Examples </li></ul><ul><li>- Customer Relationship Knowledge </li></ul><ul><li>- Operations Infrastructure Management </li></ul><ul><li>- Products and Core Re-usable Services Components </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    8. 8. KM Program Project Considerations Process Components Organization and Culture Definition and Goal Interdependencies Knowledge Management Process of leveraging individual knowledge through organizational learning, run by an organization aiming to perform better as a whole input input in in   Goal Add value to the company through continuously improving performance Result … learning organization Focus… - Baseline original business processes - F ree resources to contribute Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    9. 9. KM Program Project Considerations Process Components Organization and Culture Definition and Goal Interdependencies Knowledge Diffusion (Transfer) Knowledge Creation (Generation) Knowledge Coding Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    10. 10. KM Program Project Considerations Knowledge Diffusion (Transfer) Knowledge Creation (Generation) Knowledge Coding <ul><li>Four principles </li></ul><ul><li>Focus on B usiness goals </li></ul><ul><li>Needed to support knowledge body re-use </li></ul><ul><li>Identify Structure knowledge domains in knowledge maps using a common language and standardization or Enterprise Architecture </li></ul><ul><ul><li>- tacit knowledge </li></ul></ul><ul><ul><li>- explicit knowledge </li></ul></ul><ul><li>Evaluate </li></ul><ul><li>Publish – Access data/information Choose appropriate technology </li></ul><ul><li>(e.g. ETL vs EAI & report design) </li></ul>Codification a llows knowledge to be shared, stored, combined and manipulated Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    11. 11. KM Program Project Considerations Knowledge Coding <ul><li>Computer Supported </li></ul><ul><li>Cooperative Work (CSCW) technologies </li></ul><ul><li>- Supports communication/collaboration across time & space </li></ul><ul><li>- Tasks shift from personal toward workgroup computing - Emphasis shifts from the individual towards the enterprise </li></ul><ul><li>Web Technology </li></ul><ul><li>- Internets and intranets focused on publication </li></ul><ul><li>GroupWare - Focused on memory and collaboration </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    12. 12. KM Program Project Considerations Knowledge Coding <ul><li>Hypertext Principle </li></ul><ul><ul><li>Get in/out of multiple contextual layers </li></ul></ul><ul><ul><li>Provides flexible, multi - dimensional representation: (e.g drilldown to layer with a different context so knowledge content easily interpreted) </li></ul></ul><ul><ul><li>Reconciles structure with accessibility, enabling switching between contexts </li></ul></ul><ul><li>Push ( ex. mail groups) & pull (ex. repository) technology </li></ul><ul><li>Rules of thumb </li></ul><ul><ul><li>Establish enterprise standards </li></ul></ul><ul><ul><li>Match tools with objectives </li></ul></ul><ul><ul><li>Keep it simple </li></ul></ul><ul><ul><li>Remain flexible </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    13. 13. KM Program Project Considerations Process Components Organization and Culture Definition Interdependencies Goal <ul><li>Roles & Responsibilities </li></ul><ul><li>Knowledge Worker </li></ul><ul><ul><li>- Create, share, search, and use knowledge in daily routines </li></ul></ul><ul><li>Knowledge Functional/Technical Experts </li></ul><ul><ul><li>- Dedicated role combining both content knowledge and intuitive skills </li></ul></ul><ul><ul><li>- Integrate and administer knowledge </li></ul></ul><ul><li>Knowledge Program/Project Manager </li></ul><ul><ul><li>- Dedicated role that combines project management skills and organizational insight </li></ul></ul><ul><ul><li>- Manages program/project re-use </li></ul></ul><ul><li>Chief Knowledge Officer Sponsor </li></ul><ul><ul><li>- Builds knowledge culture, creates infrastructure, secures KM ROI </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    14. 14. KM Program Project Considerations Organization and Culture <ul><li>Values knowledge and people </li></ul><ul><ul><li>Knowledge respected as intellectual capital </li></ul></ul><ul><ul><li>Knowledge planned in corporate strategy </li></ul></ul><ul><ul><li>Sets criteria for subject matter experts </li></ul></ul><ul><ul><li>KM leadership encouraged </li></ul></ul><ul><ul><ul><li>- Recognition of experts in appraisal system </li></ul></ul></ul><ul><ul><ul><li>- Knowledge creation is seen as real work - Reward knowledge consulting/contributions </li></ul></ul></ul><ul><li>Enable exchanges </li></ul><ul><ul><li>Empowered, cross-functional teams </li></ul></ul><ul><ul><li>Compensation structure : reward information sharing, rather than withholding </li></ul></ul><ul><ul><li>Promote job rotation (freshens knowledge) and demote job protection (not sharing information) </li></ul></ul><ul><ul><li>Establish trust & confidence </li></ul></ul><ul><ul><ul><li>- Fear stifles creativity </li></ul></ul></ul><ul><ul><ul><li>- Encourage skill growth (I.e. don’t force) </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    15. 15. <ul><li>Supporting executive goals to run business processes more efficiently & effectively </li></ul><ul><li>is the most important challenge of IT </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    16. 16. KM Program Project Considerations Process Components Organization Definition Enablers Interdependencies Goal Management Accounting Human Resource Management Information Technology Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    17. 17. KM Program Project Considerations Management Accounting Human Resource Management Information Technology <ul><li>Knowledge management </li></ul><ul><li>Supports and enables IT and other operational processes </li></ul><ul><li>IT working towards enterprise goals, not just technology </li></ul><ul><li>Changing IT roles shifting from data/ task automation towards end user information delivery </li></ul><ul><li>Knowledge practitioners partner with IT to adapt the appropriate IT solutions that fit enterprise evolving needs </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    18. 18. KM Program Project Considerations Management Accounting Human Resource Management Information Technology <ul><li>Sample IT knowledge management Future Building Blocks </li></ul><ul><ul><li>Embedded Products/Services </li></ul></ul><ul><ul><li>Database Business rules, workflow & Process automation </li></ul></ul><ul><ul><li>Suite of interoperable standards, middleware and software/applications/ tool utilities </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    19. 19. Implementing the Service Development Framework Enterprise Strategy Implementing Knowledge Management (the project) Knowledge (the product) Knowledge Management (the process) Assess Design Implement Pre/post Project Considerations Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    20. 20. Implementing the Service Development Framework Assess Design Enterprise Strategy Implement Pre/post Project Considerations Transform the enterprise so that a knowledge management process is organized on top of existing business processes, yielding a learning organization performing Knowledge-enabled processes existing process input output current situation Added value Technology Culture People Process Content desired situation Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    21. 21. Implementing the Service Development Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerations <ul><li>Assess phase yields … ROI analysis </li></ul><ul><li>Find existing business processes needing improvement </li></ul><ul><li>Focus on value proposition </li></ul><ul><ul><ul><li>Customer Focused </li></ul></ul></ul><ul><ul><ul><li>Operational Productivity </li></ul></ul></ul><ul><ul><ul><li>Product-to-Market Excellence </li></ul></ul></ul><ul><li>Examine current process performance and seek KM opportunities </li></ul><ul><li>Perform investment analysis of KM effort Look for quick wins ! </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    22. 22. Implementing the Service Development Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerations The Design phase yields a transition project plan and considers… Process Content People Culture Technology Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    23. 23. Implementing the Service Development Framework Process Content People Culture Technology <ul><li>KM Process Project Plan </li></ul><ul><li>Baseline original business processes to identify gaps. Consider how to “ knowledge enable “ … </li></ul><ul><ul><li> - Operational processes </li></ul></ul><ul><ul><li> - Corporate processes </li></ul></ul><ul><ul><li>- Strategic Plan processes </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. <ul><li>Define elements to get to desired result </li></ul><ul><li>Determine actions needed for desired result </li></ul>
    24. 24. Implementing the Service Development Framework Product or Service Software or Application “What it is” Support Maintenance Price Channels Communication Plans Technology Re-use Roadmap Considerations Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Distribution Value Proposition
    25. 25. Implementing the Service Development Framework Process Content People Culture Technology <ul><li>While authority decentralized, knowledge centralized as follows: </li></ul><ul><li>Establish knowledge domains Translate business strategy into key knowledge areas. </li></ul><ul><ul><li>- What is essential to realize strategy in a value-creating way? </li></ul></ul><ul><li>Link knowledge domains with processes </li></ul><ul><ul><li>- Seek process dependencies </li></ul></ul><ul><ul><li>- Link closed loops in organizations to act as business enablers (feedback) </li></ul></ul><ul><li>Develop a knowledge map </li></ul><ul><ul><li>Locate knowledge sources - Persons for tacit knowledge - Systems for explicit knowledge </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    26. 26. Implementing the Service Development Framework Process Content People Culture Technology <ul><li>Inter- and Intranets as well as GroupWare have limitations </li></ul><ul><li>Define enterprise common (modeling) language and standards ( key to re-use) </li></ul><ul><li>Consider push as well as pull technologies </li></ul><ul><li>Set-up time is part of the whole Knowledge life-cycle </li></ul><ul><li>Technology trial licenses or prototypes used to get end users familiar with tools </li></ul><ul><ul><li>Reading instructions and reports </li></ul></ul><ul><ul><li>Writing suggestions (feedback; buy-in) </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    27. 27. Implementing the Service Development Framework Technology Roadmap Considerations <ul><li>Design an Enterprise “open standards” roadmap </li></ul><ul><ul><ul><li>ERP data migration and decision support checkpoints (e.g. standard vs ad hoc reports) </li></ul></ul></ul><ul><ul><ul><li>Use Cases or traditional process/data models </li></ul></ul></ul><ul><ul><ul><li>(e.g. OMG UML and CWM framework) </li></ul></ul></ul><ul><ul><ul><li>Robust workflow automation and standards interoperability (e.g. www.bpmi.org) </li></ul></ul></ul><ul><ul><ul><li>Choose database & web network architecture based on mass storage flexibility, scalability and archival needs </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    28. 28. Implementing the Service Development Framework Related Standards    BizTalk    DAV    ebXML    J2EE    RosettaNet    SOAP    UDDI    WfMC    WSDL    XAML    XML Schema Literature      The XML eBusiness Contract http://www. forrester .com/ER/Research/Report/0,1338,10588,FF.html (subscription required)     E-Business Process Management http://www. amrresearch .com/EAS/reports/0002easbody1.asp (subscription required)     Integrating Business Processes http://www. forrester .com/ER/Research/Report/0,1338,5679,FF.html (subscription required) Technology Roadmap Considerations Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    29. 29. Implementing the Service Development Framework Technology Enterprise Architecture Strategies Sample Design Alternatives – Processes and Standards XML, J2EE Messaging & Workflow Vs Batch ETL MS or BPMI - Object Based Database Roles and Rules Based Inference- Based Software Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    30. 30. Implementing the Service Development Framework <ul><li>Technology Enterprise Architecture Strategies </li></ul><ul><li>– Value Management thru partners, competitors and supply chain </li></ul><ul><ul><li>- People </li></ul></ul><ul><ul><ul><li>Roles, Delivery Process and Incentives must = Strategic Plan enterprise team goals </li></ul></ul></ul><ul><ul><li>- Process </li></ul></ul><ul><ul><ul><li>Focus on core re-usable business rules based on process/trigger events identified in enterprise Business Plan </li></ul></ul></ul><ul><ul><li>Tools </li></ul></ul><ul><ul><ul><li>Select middleware, OS, applications, utilities that support re-usable delivery frameworks ( e.g. BEA vs Websphere vs MS .Net/biztalk) </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    31. 31. Implementing the Service Development Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerations <ul><li>Knowledge Workers </li></ul><ul><ul><li>Performs daily work with knowledge links </li></ul></ul><ul><li>Knowledge Functional/Technical Experts </li></ul><ul><ul><li>Update inventory of existing Knowledge, support knowledge workers for both process & content, and measures progress </li></ul></ul><ul><ul><li>Develop evolutionary, re-usable roadmaps </li></ul></ul><ul><li>Knowledge Program/Project manager </li></ul><ul><ul><li>Manages program/project, encourages people, and evaluates feedback/rewards </li></ul></ul><ul><li>Chief Knowledge Officer Sponsor </li></ul><ul><ul><li>Maintains communications (e.g success stories) and manages issues/ dependencies </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    32. 32. Implementing the Service Development Framework Service Development Plan Components Competitive Profiles Requirements Customer Data Match & Mix Offerings Marketing Industry Best Practices Plan Concepts Customer and Stakeholders Standards & Common Design Core Program Service Production Development Call Center/ Sales Channel Project Delivery Architecture Custom Service Solution Features EmbeddedHardware/ Network/ Software Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Product Manager Mass Customization Product Features
    33. 33. Implementing the Service Development Framework Enterprise Strategy Assess Design Implement Pre/post Project Considerations Enterprise Architecture Delivery <ul><ul><li>Delivery Excellence </li></ul></ul><ul><ul><li>Change Management integration </li></ul></ul><ul><ul><li>Governance </li></ul></ul><ul><ul><li>Metrics - continuous improvement </li></ul></ul><ul><ul><ul><li>Product/Service Mgr Development Solution re-use </li></ul></ul></ul><ul><ul><ul><li>Program/Project Mgt. Methodologies (e.g. SEI methods) </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    34. 34. Technology Trends - Portal Evolution Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    35. 35. Technology Trends - Net Portal Features Unified, Ergonomic and experience-based user interface design Role-Based Content and Tools Desktop Dynamic Content Distribution and Instant Messaging Integration with back end enterprise applications and workflow Knowledge Mgt Content Management and Distribution Intelligent, User-Friendly Search Engines Classifying Content for Intuitive Access Directory Services and Single Sign-On Enterprise Application Integration to supply chain systems Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Personalization Collaboration Process Content Management Search Presentation Categorization Integration Security
    36. 36. Technology Trends – Knowledge Management Value Chain Efficiency Connectivity Innovation <ul><li>Work Expert </li></ul><ul><li>Knows who knows & where </li></ul><ul><li>Easy Content to access </li></ul><ul><li>Prevents re-inventing the wheel </li></ul><ul><li>Exploits “How” to do </li></ul><ul><li>Benefits all </li></ul><ul><li>Cross division/ LOB Knowledge </li></ul><ul><li>Know “ how “ to deliver Power </li></ul><ul><li>Develops Corporate Potential </li></ul><ul><li>Encourages Best Practices </li></ul><ul><li>Promotes Future Value </li></ul><ul><li>Knows why, what & when of knowledge </li></ul><ul><li>Inspires and Connects </li></ul><ul><li>Develops new ideas </li></ul><ul><li>Generates knowledge wealth </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    37. 37. Technology Trends – “Best Practices” Content Management <ul><ul><li>KM Strategy tied to strategic Market/Business Models </li></ul></ul><ul><ul><li> - International Industry proprietary or generic open standards </li></ul></ul><ul><ul><ul><li>- Evolve from manual to automated </li></ul></ul></ul><ul><ul><ul><li>Global Executive Enterprise Process Management </li></ul></ul></ul><ul><ul><ul><li>Integrate ISO, CMM, Balanced Scorecard and Malcolm Baldridge processes first, then automate with corporate enterprise processes (e.g. Start with ERP industry specific best practices process automation ) </li></ul></ul></ul><ul><ul><ul><li>- Work Systems </li></ul></ul></ul><ul><ul><ul><ul><li>Collaborative and incented to share information </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Cross functional high performance teams support re-use </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Incentives/rewards based on Global Market Plan Goals </li></ul></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    38. 38. Technology Trends – “Best Practices” Content Management <ul><ul><ul><ul><li>Wireless and Web D ata Process Management </li></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>ERP vs external data/content source mgt </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>CRM vs Internal Help Desk wireless convergence </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Supply Chain Interoperability enabled by … EDI to XML/ebXML with CWM/UDDI </li></ul></ul></ul></ul></ul><ul><ul><li>Enterprise Value Chain </li></ul></ul><ul><ul><ul><li>- Executive Portal Management and private E – Marketplace procurement supply chains - Point of purchase commodity content downloads </li></ul></ul></ul><ul><ul><ul><li>- Content Distribution matures to overcome system constraints with people and KM technologies </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    39. 39. Technology Trends – “Best Practices” Content Management <ul><li>Adaptive, complex systems rely on ”p eople ” to create innovative, synergistic results… How? </li></ul><ul><ul><li>Skilled roles and interactions </li></ul></ul><ul><ul><ul><li>Enabling best practices process, tools and consulting teams </li></ul></ul></ul><ul><ul><ul><li>Preserve institutional knowledge </li></ul></ul></ul><ul><ul><li>Quality, minimal defects and user friendly applications </li></ul></ul><ul><ul><li>Customer relationship management/infrastructure call center business intelligence evolving to utility model </li></ul></ul><ul><ul><ul><li>Application code framework commodity priced </li></ul></ul></ul><ul><ul><ul><li>Custom service development strategist – Premium Priced </li></ul></ul></ul><ul><ul><li>Dynamic Planning and Re-use Checkpoint Prioritization </li></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    40. 40. Examples - PLM Unigraphics Solutions (UGS) and Structural Dynamics Research Corp. (SDRC) … P roduct lifecycle management (PLM) “ PLM Solutions’ products are used to help manufacturing companies optimize their product lifecycle process by digitally producing and sharing product planning, design, manufacturing and distribution information via local networks and the Internet.” “ PLM Solutions is in a prime position to deliver digitized product lifecycle management solutions that ensure our customers are on the leading edge in creating next-generation products at Internet speed.” Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    41. 41. e-Logistics <ul><li>Asset management </li></ul><ul><li>Contact Personalization </li></ul><ul><li>Customer Sat </li></ul><ul><li>Process and EAI automation </li></ul><ul><li>Procurement & Acquisitions </li></ul><ul><li>Pick/Pack/Ship Logistics </li></ul><ul><li>Defect/Returns Processing </li></ul>Distribution <ul><li>Web </li></ul><ul><li>Wireless </li></ul><ul><li>Kiosk </li></ul><ul><li>Fax </li></ul><ul><li>E-mail </li></ul><ul><li>Mail </li></ul>Customer Support <ul><li>Customer Interaction Centers </li></ul><ul><li>Knowledge Mgmt </li></ul><ul><li>Web Self-Service </li></ul>Data Workflow Product/Program Mgt <ul><li>Phone </li></ul><ul><li>VoIP </li></ul><ul><li>Text Chat </li></ul><ul><li>Web Collaboration </li></ul><ul><li>E-Mail </li></ul><ul><li>Fax </li></ul><ul><li>Mail </li></ul><ul><li>Tagged Asset Catalog </li></ul><ul><li>Inventory & mass customization </li></ul><ul><li>Procure/Payment Process/Bill </li></ul><ul><li>Track product/service requirements </li></ul>Examples - Enterprise Relationship Management Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Front Office Back Office
    42. 42. <ul><li>Provide bar code traceability and tracking through each production and sequenced shipping station </li></ul><ul><li>Route carriers and store information based on scanner, torque device, function test, and manual input data </li></ul><ul><li>Wonderware and Oracle </li></ul><ul><li>Develop mass customization logic to address the needs of each type of client station </li></ul><ul><li>Configure software to address function(s) performed at each station based on the current plant floor layout </li></ul><ul><li>Complete traceability of each seat available </li></ul><ul><li>Real time routing improved efficiency, throughput </li></ul><ul><li>Highly flexible design allows for line re-design to improve quality and efficiency </li></ul>Challenge: Approach: Results: Examples - Auto Seat Supplier Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    43. 43. Unload Assembly Start (in sequence) Assembly Station Picklights Repair Needed Release Carrier Torque Station Test Stand RF Reader Loaded Carrier Examples - Auto Seat Supplier Copyright ©2001 Electronic Data Systems Corporation. All rights reserved. Repair List Failed Tests Repair Pressed Incomplete Operations
    44. 44. eds.com Contact: Suzanne Hansen [email_address] Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    45. 45. Success Stories - Automotive Seat Supplier Build Line S Build Line E Rear Seat Sequencer Stripper/Loader PLANT FLOOR DIAGRAM Fixed Scanner Pallet Hand Scanner Legend Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    46. 46. Competitive Solutions Intellectual Capital vs Property <ul><li>Intellectual Capital </li></ul><ul><ul><ul><li>Open “Standards” Based Knowledge </li></ul></ul></ul><ul><ul><ul><li>New unpatented ideas not shared with company </li></ul></ul></ul><ul><ul><ul><li>Tacit unstructured knowledge sharing </li></ul></ul></ul><ul><li>Intellectual Property </li></ul><ul><ul><ul><li>Corporate Resources - “Know How” to perform job </li></ul></ul></ul><ul><ul><ul><li>Patents/Copyrights </li></ul></ul></ul><ul><ul><ul><li>Re-usable significant or tagged assets </li></ul></ul></ul><ul><ul><ul><li>Explicit Knowledge </li></ul></ul></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    47. 47. Knowledge : Characteristics Qualification Classification Characteristics Definition <ul><li>Knowledge has to do with </li></ul><ul><li>Truth (correctness) </li></ul><ul><li>Abstraction (reduction of complexity) </li></ul><ul><li>Experience (history) </li></ul><ul><li>Openness (self-awareness & self-criticism) </li></ul><ul><li>Rules of thumb (behavioral patterns) </li></ul><ul><li>Intuition (decreasing response time) </li></ul><ul><li>Trust (values & beliefs) </li></ul><ul><li>Meaning (context-specific understanding) </li></ul><ul><li>Knowledge is an asset </li></ul><ul><li>originating 2/3 from face-to-face conversations and 1/3 from lecture </li></ul><ul><li>increasing with use </li></ul><ul><li>still remaining, after having it given away </li></ul><ul><li>not valuable if inaccessible </li></ul><ul><li>giving confidence and leading to commitment </li></ul>Copyright ©2001 Electronic Data Systems Corporation. All rights reserved.
    48. 48. Sample IT Delivery Architecture Components - Configuration Release Management … Modeling of the processes performed by the enterprise to meet its objectives and showing the inter-relationships between the processes and the resources required Definition of the scope of automated systems and their inter-relationships. It represents a high-level design of the application solution defining how core-usable standards, business process components will be supported with systems. Definition of the types of data required to support the business process Definition of the integrated hardware, software and communications components which provides the technical platform to support the business systems and data structures. Includes operating system, middleware, and system pre/co-reqs Definition of how people are/should be organized to carry out the defined business processes Business Process Architecture Application Architecture Information Architecture Organization Architecture Technology Architecture
    49. 49. Integrated Enterprise IT Framework Strategy A Quality Systems Perspective 4 Information and Analysis 1 Leadership 7 Results Customer and Market Focused Strategy and Action Plans 5 Human Resource Focus 3 Customer & Market Focus 6 Process Management 2 Strategic Planning Information and Analysis
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