Gic2011 aula1-ingles

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Gic2011 aula1-ingles

  1. 1. Information & Knowledge Management - Class 1 Marielba Zacarias Prof. Auxiliar DEEI FCT I, Gab 2.69, Ext. 7749 mzacaria@ualg.pt http://w3.ualg.pt/~mzacaria
  2. 2. SummaryIT, IS, InformationInformation ManagementKnowledge ManagmentKnowledge Engineering
  3. 3. InformationManagement
  4. 4. Three levels! SAH: Informação Sistema de Informação Tecnologia de Informação
  5. 5. SI vs TIInformation Technology means to build and operate SI (data, SW, HW and (tele)comunications)Information System activities related to collecting, storing, processing, distributing and using information manual (people!) and automated activities processes/procedures
  6. 6. SI/TI vs Information ClientESMIS ERPKS SCM CRMTPS Logística Manufatura Recursos Finanzas Contabilidade Vendas e Operações Humanos Marketing
  7. 7. Information EntitiesAny person, place, concept, thing orevent about which we need to haveinformationIn an enterprise, Client is an informationentityIn a university, Student is an informationentity
  8. 8. Information Architecture1. Informational Entities2. Relations among them3. Relation with IS
  9. 9. Information Architecture Financial Services ApplicationAcademic Services Application Payroll Application
  10. 10. Information Management ActivitiesCapture FilterCollect ClassifyStore CatalogueUpdate IntegrateDelete DistributeIndex Visualize
  11. 11. IT for information managementContent Management Learning ManagementSystems SystemsDocument Management Data warehousesSystems Analytical SystemsRecords ManagementSystems Enterprise Modeling SystemsDigital Asset Management ....Systems
  12. 12. Information Management RolesArchitects information Data management specialists application Data quality specialistsApplication designers Data integration specialistsData modelers Business analystsDatabase administrators Content management specialistsBusiness intelligencespecialists Professionals in security, compliance, privacy and related disciplines
  13. 13. Bottom line...Information management activities mustfocus on information entities rather thandocuments, images, data-base records,messages, etc....while addressing the relationshipbetween them
  14. 14. Knowledge Managementin Organizational andManagement Sciences
  15. 15. Types of knowledge“The Tacit Dimension”, M. Polanyi, 1966Tacit Individual knowledge embedded in experience and involves opinions, instincts, judgements and valuesExplicit Knowledge shared via oral or written means (for some, information)
  16. 16. Types of KnowledgeEmpirical: Conceptual:Tacit knowledge from Explicit knowledgeexperience articulated through language, symbols and imagesSkill & “know-how”,Atention, love and trust Designs, models, concepts aboutEnergy, passion and stress artifactsRoutines: Sistemic:Tacit knowledge routinized Explícit knowledgethrough work practices standardized, distributed and packagedKnow-how about daily Documents, Specifications,operations, organizational manuals, data bases, patentsroutines and culture and licences
  17. 17. Knowledge creation process (SECI)
  18. 18. Knowledge Chaininternal awareness know core skills and competencesinternal responsiveness explore and exploit them in value actionsexternal responsiveness capacity to satisfy market needsexternal awarenessability of perceiving how the market values product andservices
  19. 19. Chain dynamics Internal Internal AwarenessResponsiveness
  20. 20. Wrong chaininternal awareness external responsiveness extensive use of graphics, no feedback loops with management through clients, few predictive efforts memos, no knowledge sharing, static procedures external awareness and policies. Focus on product lines slow distribution channels, standardinternal responsiveness products, long innovation cycles, new ideas drowned by excessive focus on the hierarchical and excessively internal rate of return departamentalized structures
  21. 21. Right Chaininternal awareness external responsiveness awareness of strenghts and reduction of filters to access weaknesses, experiences are the market and capacity of openly communicated, focus creating partnerships with on compentencies and skills clients and competitors, proactive thinking and not on products behaviorinternal responsiveness external awareness ability of organizing competencies based on focus on service client internl awareness and market and using knowledge as needs a value-creating product
  22. 22. KM Processes (Frapaiolo)Intermediation link knowledge-person from provider to consumerExternalization link knowledge-knowledge store in repository organize within classification system
  23. 23. KM Processes II (Frapaiolo)Internalization link knowledge-query extraction & filtering by consumerCognition link knowledge-process application of knowledge in organizational activity
  24. 24. A model for KM
  25. 25. Another model KM Influences Govern Learning Recognition of Triggers KME, Achievement ofKnowledge need Knowledge Activities Projection Available for processing in Knowledge Resources
  26. 26. Another model Competition Fashion Markets KM Influences Technology Time Govern GEPSE climate Learning Recognition of Triggers KME, Achievement ofKnowledge need Knowledge Activities Projection Available for processing in Knowledge Resources
  27. 27. KM Activities 1 External Sources AcquiringUsing Internalizing
  28. 28. KM Activities 1 External Sources Identifying knowledge in the environment and transforming it into a representation for usage and/or internalization Acquiring Identifying CapturingUsing Organizing Transferring Internalizing
  29. 29. KM Activities 2 External Sources Acquiring Knowledge ResourcesUsing Selecting Internalizing
  30. 30. KM Activities 2 External Sources Participants’ knowledge Artifacts Culture Strategy … Acquiring Knowledge ResourcesUsing Selecting Internalizing
  31. 31. KM Activities 2 External Sources Participants’ knowledge Artifacts Culture Strategy Identifying knowledge within … the organization’s KR and providing it in an appropriate Acquiring representation to an activity that needs it Knowledge ResourcesIdentifying Using SelectingCapturingOrganizingTransferring Internalizing
  32. 32. KM Activities 3 External Sources Acquiring Knowledge ResourcesUsing Selecting Internalizing
  33. 33. KM Activities 3 External Sources Acquiring Knowledge Resources Using Selecting Internalizing Incorporating knowledge into the organization. Culminating activity in organizational learningAssessingTargetingStructuringDelivering
  34. 34. KM Activities 3 External Sources Acquiring Knowledge Resources Using Selecting Generating Internalizing ExternalizingExternal Targets
  35. 35. KM Activities 3 External Sources GeneratingApplying existing knowledge to generate new (or not new) knowledge Acquiring Monitoring Knowledge Resources Evaluating Using Selecting Producing Transferring Generating Internalizing Externalizing External Targets
  36. 36. KM Activities 3 External Sources GeneratingApplying existing knowledge to generate new (or not new) knowledge Acquiring Monitoring Knowledge Resources Evaluating Using Selecting Producing Transferring Generating Externalizing Internalizing Externalizing Making some knowledgeavailable in an outward form Targeting Producing External Targets Transferring
  37. 37. Knowledge ManagementActivities that we do not do in IMsocialize synthesizeinternalize designexternalize learncombine sharing“sensemaking” tomar decisõescreate
  38. 38. Knowledge Managementin Information Systems
  39. 39. Knowledge Management (Laudon & Laudon)Capture, Codification and Discovery Expert Systems, Neuronal networks, fuzzy logic, data mining, genetic algorithms, intelligent agentsCreation CAD, Virtual Reality, Investment workstationsSharing Tools supporting individual and collaborative work (e- mail, groupware, intranets)Distribution word processing, worksheets, publishing tools
  40. 40. CommonKADSMethodology to carry out structuredknowledge Management, KnowledgeAnalysis and Knowledge-intensivesystem developmentProduct from Artificial Intelligence
  41. 41. CommonKADS PremisesKnowledge is a valuable assetKnowledge engineering lies at the heartof development, distribution andmaintenance of knowledge assets
  42. 42. Knowledge in CommonKADSData, information and knowledgeslightly different meaningsData is uninterpreted signalsInformation is data with meaningData and information that people bringabout to practical use in action
  43. 43. Knowledge Engineering Discipline devoted to the analysis, design and implementation of knowledge systems knowledge systems = expert systems, knowledge-based systems, knowledge-intensive information systems
  44. 44. First Architecture ofKnowledge Systems Reasoning Mechanism Domain Knowledge (facts, rules)
  45. 45. Knowledge Engineering Principles Constructing different aspect models of human knowledge Modeling activity First concentrate on the conceptual structure of knowledge, leave programming details for later Knowledge has a stable structure analyzable through knowledge types and roles Knowledge Project must be managed in a controlled “spiral” way (iterative and incremental)
  46. 46. CommonKADS Model Suiteorganization task model agent model model knowledge communication model model design model
  47. 47. Organizational & Task ModelsMayor features of an organization todiscover problems and opportunities,feasibility and impact of knowledgesystemsTask layout. Inputs and outputs, pre-conditions, performance criteria, neededresources and competences
  48. 48. Agent & Knowledge ModelsHuman and automated agents.Competences, authority and constraintsto act. Communication links amongagents.Knowledge Types and Structures in alanguage understandable by humans.Vehicle of communication with expertsand users about problem-solving aspects
  49. 49. Knowledge RepresentationSemantic Networks, FramesConceptual mapsClass diagramsTopic MapsGraphsRules, Scripts....
  50. 50. Communication and Design ModelsCommunicative transactions Language-Action Perspective modeling approachesTechnical specifications in terms ofarchitecture, implementation platformand software modules based on the previous models
  51. 51. CommonKADS rolesKnowledge provider/expertKnowledge engineer/analystKnowledge-system developerKnowledge userProject ManagerKnowledge Manager architecture + management issues

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