SlideShare a Scribd company logo
1 of 83
Chapter 12:
Knowledge Management and Collaborative Systems
Business Intelligence and Analytics: Systems for Decision
Support
(10th Edition)
Business Intelligence and Analytics: Systems for Decision
Support
(10th Edition)
Copyright © 2014 Pearson Education, Inc.
12-‹#›
1
Learning Objectives
Define knowledge and describe the different types of knowledge
Describe the characteristics of KM
Describe the KM cycle
Describe the technologies that can be used in a knowledge
management system (KMS)
Describe different approaches to KM
Understand the basic concepts and processes of groupwork,
communication, and collaboration
…
(Continued…)
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Learning Objectives
Describe how computer systems facilitate communication and
collaboration in an enterprise
Explain the concepts and importance of the time/place
framework
Explain the underlying principles and capabilities of groupware
(group support systems—GSS)
Understand how the Web enables collaborative computing and
group support of virtual meetings
Describe the role of emerging technologies in supporting
collaboration
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Opening Vignette
Expertise Transfer System to Train Future Army Personnel
Background
Problem description
Proposed solution
Results
Answer & discuss the case questions...
Copyright © 2014 Pearson Education, Inc.
12-‹#›
4
Opening Vignette…
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Questions for
the Opening Vignette
What are the key impediments to the use of knowledge in a
knowledge management system?
What features are incorporated in a knowledge nugget in this
implementation?
Where else could such a system be implemented?
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Introduction to
Knowledge Management
Knowledge management concepts and definitions
Knowledge management
The active management of the expertise in an organization. It
involves collecting, categorizing, and disseminating knowledge
Intellectual capital
The invaluable knowledge of an organization’s employees
Copyright © 2014 Pearson Education, Inc.
12-‹#›
7
Introduction to
Knowledge Management
Knowledge is
information that is contextual, relevant, and actionable
understanding, awareness, or familiarity acquired through
education or experience
anything that has been learned, perceived, discovered, inferred,
or understood.
In a knowledge management system, “knowledge is information
in action”
Copyright © 2014 Pearson Education, Inc.
12-‹#›
8
Introduction to
Knowledge Management
Copyright © 2014 Pearson Education, Inc.
12-‹#›
9
Introduction to
Knowledge Management
Characteristics of knowledge
Extraordinary leverage and increasing returns
Fragmentation, leakage, and the need to refresh
Uncertain value
Uncertain value of sharing
Knowledge-based economy
The economic shift from natural resources to intellectual assets
Copyright © 2014 Pearson Education, Inc.
12-‹#›
10
Introduction to
Knowledge Management
Explicit and tacit knowledge
Explicit (leaky) knowledge
Knowledge that deals with objective, rational, and technical
material (data, policies, procedures, software, documents, etc.)
Easily documented, transferred, taught, and learned
Examples…
Copyright © 2014 Pearson Education, Inc.
12-‹#›
11
Introduction to
Knowledge Management
Explicit and tacit knowledge
Tacit (embedded) knowledge
Knowledge that is usually in the domain of subjective,
cognitive, and experiential learning.
It is highly personal and hard to formalize.
Hard to document, transfer, teach, & learn
Involves a lot of human interpretation
Examples…
Copyright © 2014 Pearson Education, Inc.
12-‹#›
12
Taxonomy of Knowledge
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Organizational Knowledge -
Learning and Transformation
Learning organization
An organization capable of learning from its past experience,
implying the existence of an organizational memory and a
means to save, represent, and share it through its personnel
Organizational memory
Repository of what the organization knows
Copyright © 2014 Pearson Education, Inc.
12-‹#›
14
Organizational Knowledge -
Learning and Transformation
Organizational culture
The aggregate attitudes in an organization concerning a certain
issue (e.g., technology, computers, DSS)
How do people learn the “culture”?
Is it explicit or implicit?
Can culture be changed? How?
Give some examples of corporate culture: Microsoft, Google,
Apple, HP, GM, …
Copyright © 2014 Pearson Education, Inc.
12-‹#›
15
Process approach to knowledge management attempts to codify
organizational knowledge through formalized controls,
processes and technologies
Focuses on explicit knowledge and IT
Practice approach focuses on building the social environments
or communities of practice necessary to facilitate the sharing of
tacit understanding
Focuses on tacit knowledge and socialization
Approaches to
Knowledge Management
Copyright © 2014 Pearson Education, Inc.
12-‹#›
16
Approaches to
Knowledge Management
Hybrid approaches to knowledge management
The practice approach is used so that a repository stores only
explicit knowledge that is relatively easy to document
Tacit knowledge initially stored in the repository is contact
information about experts and their areas of expertise
Increasing the amount of tacit knowledge over time eventually
leads to the attainment of a true process approach
Hybrid at
80/20
to
50/50
Copyright © 2014 Pearson Education, Inc.
12-‹#›
17
Approaches to
Knowledge Management
Best practices
In an organization, the best methods for solving problems.
These are often stored in the knowledge repository of a
knowledge management system
Knowledge repository is the actual storage location
of knowledge in a knowledge management system. Similar in
nature to a database, but generally text-oriented
Copyright © 2014 Pearson Education, Inc.
12-‹#›
18
Approaches to
Knowledge Management
A Comprehensive View to Knowledge Repository
Copyright © 2014 Pearson Education, Inc.
12-‹#›
19
Information Technology (IT) in Knowledge Management
The KMS cycle
KMS usually follow a six-step cycle:
Create knowledge
Capture knowledge
Refine knowledge
Store knowledge
Manage knowledge
Disseminate knowledge
Copyright © 2014 Pearson Education, Inc.
12-‹#›
20
Information Technology (IT) in Knowledge Management
The Cyclic Model of Knowledge Management
Copyright © 2014 Pearson Education, Inc.
12-‹#›
21
Information Technology (IT) in Knowledge Management
Components of KMS
KMS are developed using three sets of core technologies:
Communication
Collaboration
Storage and retrieval
Technologies that support KM
Artificial intelligence
Intelligent agents
Knowledge discovery in databases
Web 2.0, …
Copyright © 2014 Pearson Education, Inc.
12-‹#›
22
Characteristics of Groupwork
A group performs a task
Members may be located in different places
Group members may work at different times
Group members may work for the same organization or for
different organizations
A group can be permanent or temporary
A group can be at one managerial level or span several levels …
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Why Groupwork/Collaborate?
Review
Share Work
Share the Vision
Socialize
Build Consensus
Solve Problems
Make Decisions
Synergy
Share Information
Build Trust
Copyright © 2014 Pearson Education, Inc.
12-‹#›
24
Group Decision-Making Process
Why? Because no one has all the
Experience
Knowledge
Resources
Insight, and
Inspiration
… to do the job alone.
Difficult decisions require group of people
Virtual teams?
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Groupwork
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Groupwork –
Process Gains and Losses
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Goal: to support groupwork
Increase benefits / decrease losses
Based on traditional methods
Nominal Group Technique
“Individuals work alone to generate ideas which are pooled
under guidance of a trained facilitator”
Delphi Method
“A structured process for collecting and distilling knowledge
from a group of experts by means of questionnaires”
Electronic Meeting System (EMS)
Supporting Groupwork –
Group Support Systems
Copyright © 2014 Pearson Education, Inc.
12-‹#›
28
Lotus Notes / Domino Server
Includes Learning Space
Netscape Collabra Server
Microsoft NetMeeting
Novell Groupwise
GroupSystems
TCBWorks
WebEx
Groupware
Copyright © 2014 Pearson Education, Inc.
12-‹#›
29
A Time/Place Communication Framework for Groupwork
Copyright © 2014 Pearson Education, Inc.
12-‹#›
30
Tools for Indirect Support of Decision Making
Groupware products provide a way for groups to share resources
and opinions
Synchronous or Asynchronous
Examples
dropbox.com
drive.google.com
office.microsoft.com
…
See Table 12.5 for a list of examples
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Groupware…
Virtual Meeting Systems
webex.com, gotomeeting.com, Skype.com, …
GroupSystems (Groupsystems.com)
Collaborative Workflow
Web 2.0
Search, links, authoring, tags, extensions, signals
Wikis
Collaborative Networks
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Group Decision Support Systems
It is an interactive computer-based system that facilitates the
solution of semistructured or unstructured problems by a group
of decision makers
Goal – support group decision making
A specially designed IS to enhance collaborative decision
processes
It encourages generation of ideas, freedom of expression, and
resolution of conflicts
Copyright © 2014 Pearson Education, Inc.
12-‹#›
Gains:
Parallelism
Triggering
Synergy
Structure
Record keeping
Loses:
Free-riding
Flaming
GDSS – Pros and Cons
Copyright © 2014 Pearson Education, Inc.
12-‹#›
34
Decision room
Multiple-use facility
Web based
Facilities for GDSS
Copyright © 2014 Pearson Education, Inc.
12-‹#›
35
12 to 30 networked personal computers
Usually recessed into the desktop
Server PC
Large-screen projection system
Breakout rooms
Need a trained facilitator for success
The Decision Room
Copyright © 2014 Pearson Education, Inc.
12-‹#›
36
IBM Corp.
Cool Decision Rooms
Copyright © 2014 Pearson Education, Inc.
12-‹#›
37
US Air Force
Cooler Decision Rooms
Copyright © 2014 Pearson Education, Inc.
12-‹#›
38
Murraysville School District Bus
Mobile Decision Rooms
Copyright © 2014 Pearson Education, Inc.
12-‹#›
39
On-Demand Decision Rooms
Copyright © 2014 Pearson Education, Inc.
12-‹#›
40
High Cost
Need for a Trained Facilitator
Requires Specific Software Support for Different Cooperative
Tasks
Infrequent Use
Different Place / Different Time Needs
May Need More Than One
Very Few Organizations Use Decision Rooms
Copyright © 2014 Pearson Education, Inc.
12-‹#›
41
End-of-Chapter Application Case
Solving Crimes by Sharing Digital Forensic Knowledge
Background
Problem description
Proposed solution
Results
Copyright © 2014 Pearson Education, Inc.
12-‹#›
End of the Chapter
Questions, comments
Copyright © 2014 Pearson Education, Inc.
12-‹#›
43
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Copyright © 2014 Pearson Education, Inc.
12-‹#›
44
Processed
Relevant and
Actionable
Relevant and actionable processed-data
Database
PHASE 5
DEPT 4
DEPT 3
DEPT 2
DEPT 1
PHASE 4PHASE 3PHASE 2PHASE 1
DEPLOYMENT CHART
1
2
3
4
5
Data
Information
Knowledge
W
i
s
d
o
m
KNOWLEDGEMANAGEMENTPLATFORM(KMP)
Human Experts
KNOWLEDGE PORTAL
(Web-based End User Interface)
Intelligent Broker
KNOWLEDGE REPOSITORY
(Knowledge / Information / Data Nuggets)
Web CrawlerData/Text Mining Tools
�
Manual
Entries
DIVERSE INFORMATION / DATA SOURCES
(Weather / Medical Info / Finance / Agriculture /
Industrial)
Ad hoc
Search
K
N
O
W
L
E
D
G
E
C
R
E
A
T
I
O
N
K
N
O
W
L
E
D
G
E
U
T
I
L
I
Z
A
T
I
O
N
JUN
1
5
Capture
Knowledge
Refine
Knowledge
Store
Knowledge
Manage
Knowledge
Disseminate
Knowledge
Create
Knowledge
1
2
3
4
5
6
Capture Knowledge
Refine Knowledge
Store Knowledge
Manage Knowledge
Disseminate Knowledge
Create Knowledge
1
2
3
4
5
6
9
9
#
#
*#
4
4
Ventana Portable setup
Chapter 11:
Automated Decision Systems and Expert Systems
Business Intelligence and Analytics: Systems for Decision
Support
(10th Edition)
Business Intelligence and Analytics: Systems for Decision
Support
(10th Edition)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
1
Learning Objectives
Understand the concept and applications of automated rule-
based decision systems
Understand the importance of knowledge in decision support
Describe the concept and evolution of rule-based expert systems
(ES)
Understand the architecture of rule-based ES
Learn the knowledge engineering process used to build ES
(Continued…)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Learning Objectives
Explain the benefits and limitations of rule-based systems for
decision support
Identify proper applications of ES
Learn about tools and technologies for developing rule-based
DSS
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Opening Vignette…
InterContinental Hotel Group Uses
Decision Rules for Optimal Hotel Room Rates
Company background
Problem description
Proposed solution
Results
Answer & discuss the case questions...
Copyright © 2014 Pearson Education, Inc.
11-‹#›
4
Questions for
the Opening Vignette
Describe the challenges faced by IHG during development of
their retail price optimization system.
Besides the hotel business in the hospitality industry, explain at
least three other areas where an optimization model could be
used.
What other methods could be used to solve IHG’s price
optimization problem?
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Automated Decision Systems
A relatively new approach to supporting decision making
a.k.a. Decision Automation Systems (DAS)
Often a rule-based system that provides a solution in a
functional area
“If only 70 percent of the seats on a flight from LA to NY are
sold 3 days prior to departure, offer a discount of x to
nonbusiness travelers”
Applies to repetitive/structured decisions
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Application Case 11.1
Giant Food Stores Prices the Entire Store
Company background
Problem description
Proposed solution
Results
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Automated Decision-Making Framework
Copyright © 2014 Pearson Education, Inc.
11-‹#›
8
Architecture of the Airline Revenue Management Systems
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Artificial intelligence (AI)
A subfield of computer science, concerned with symbolic
reasoning and problem solving
AI has many definitions…
Behavior by a machine that, if performed by a human being,
would be considered intelligent
“…study of how to make computers do things at which, at the
moment, people are better
Theory of how the human mind works
Artificial Intelligence (AI)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
10
Make machines smarter (primary goal)
Understand what intelligence is
Make machines more intelligent & useful
Signs of intelligence…
Learn or understand from experience
Make sense out of ambiguous situations
Respond quickly to new situations
Use reasoning to solve problems
Apply knowledge to manipulate the environment
AI Objectives
Copyright © 2014 Pearson Education, Inc.
11-‹#›
11
Turing Test for Intelligence
A computer can be considered to be smart only when a human
interviewer, “conversing” with both an unseen human being and
an unseen computer, can not determine which is which.
- Alan Turing
Test for Intelligence
Copyright © 2014 Pearson Education, Inc.
11-‹#›
12
The AI Field…
AI provides the scientific foundation for many commercial
technologies
The Disciplines and Applications of AI.
Copyright © 2014 Pearson Education, Inc.
11-‹#›
13
Major…
Expert Systems
Natural Language Processing
Robotics and Sensory Systems
Computer Vision and Scene Recognition
Intelligent Computer-Aided Instruction
Automated Programming, Neural Computing
Additional…
Fuzzy Logic, Genetic Algorithms
Game Playing, Intelligent Software Agents …
AI Areas
Copyright © 2014 Pearson Education, Inc.
11-‹#›
14
Anti-lock Braking Systems (ABS)
Automatic Transmissions
Video Camcorders
Appliances
Washers, Toasters, Stoves, …
Help Desk Software
Subway Control
…
AI is Often Transparent in Many Commercial Products
Copyright © 2014 Pearson Education, Inc.
11-‹#›
15
Is a computer program that attempts to imitate expert’s
reasoning processes and knowledge in solving specific problems
Most Popular Applied AI Technology
Enhance Productivity
Augment Work Forces
Works best with narrow problem areas/tasks
Expert systems do not replace experts, but
Make their knowledge and experience more widely available,
and thus
Permit non-experts to work better
Expert Systems (ES)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
16
Expert
A human being who has developed a high level of proficiency in
making judgments in a specific domain
Expertise
The set of capabilities that underlines the performance of human
experts, including
extensive domain knowledge,
heuristic rules that simplify and improve approaches to problem
solving,
meta-knowledge and meta-cognition, and
compiled forms of behavior that afford great economy in a
skilled performance
Important Concepts in ES
Copyright © 2014 Pearson Education, Inc.
11-‹#›
17
Experts / Expertise
Degrees or levels of expertise
Ratio of non-experts to exper
Transferring Expertise
From expert to computer to nonexperts via acquisition,
representation, inferencing, transfer
Symbolic Reasoning / Inferencing
Deep Knowledge / Self Knowledge
Features and Concepts in ES
Copyright © 2014 Pearson Education, Inc.
11-‹#›
18
Conventional vs. Expert Systems
Continued…
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Conventional vs. Expert Systems
…
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Application Case 11.2
Expert System Helps in Identifying Sport Talents
Background
Problem description
Proposed solution
Results
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Applications of Expert Systems
Classical Applications
DENDRAL
Applied knowledge (i.e., rule-based reasoning)
Deduced likely molecular structure of compounds
MYCIN
A rule-based expert system
Used for diagnosing and treating bacterial infections
XCON
A rule-based expert system
Used to determine the optimal information systems
configuration
New applications: Credit analysis, Marketing, Finance,
Manufacturing, Human resources, Science and Engineering,
Education, …
Copyright © 2014 Pearson Education, Inc.
11-‹#›
22
Applications of Expert Systems
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Application Case 11.3
Expert System Aids in Identification of Chemical, Biological,
and Radiological Agents
Questions for Discussion
How can CBR Advisor assist in making quick decisions?
What characteristics of CBR Advisor make it an expert system?
What could be other situations where such expert systems can
be employed?
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Structure of Expert Systems
Development Environment
Consultation Environment
Major Components
Knowledge acquisition subsystem
Knowledge Engineer
Knowledge Base
Inference Engine
User Interface
Blackboard (workplace)
Explanation subsystem (justifier)
Knowledge-refining system
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Structures of Expert
Systems
Copyright © 2014 Pearson Education, Inc.
11-‹#›
26
Application Case 11.4
Diagnosing Heart Diseases by Signal Processing
Questions for Discussion
List the major components involved in building SIPMES and
briefly comment on them.
Do expert systems like SIPMES eliminate the need for human
decision making?
How often do you think that the existing expert systems, once
built, should be changed?
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Knowledge Engineering (KE)
A set of intensive activities encompassing the acquisition of
knowledge from human experts (and other information sources)
and converting this knowledge into a repository (commonly
called a knowledge base)
The primary goal of KE is to
help experts articulate how they do what they do, and
to document this knowledge in a reusable form
Narrow versus Broad definition of KE?
Copyright © 2014 Pearson Education, Inc.
11-‹#›
28
The Knowledge Engineering Process
Copyright © 2014 Pearson Education, Inc.
11-‹#›
29
Difficulties in KE
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Knowledge Engineering
Knowledge Validation/Verification
Evaluation is a broad concept - its objective is to assess an ES’s
overall value
Validation versus Verification
Validation is the part of evaluation that deals with the
performance of the system
Verification is building the system right or substantiating that
the system is correctly implemented to its specifications
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Knowledge Representation in ES
Expert knowledge must be represented in a computer-
understandable format and organized properly in the knowledge
base
The most common/popular way to represent human knowledge:
Production rules
Condition-Action pairs
IF … THEN … ELSE …
Copyright © 2014 Pearson Education, Inc.
11-‹#›
32
IF premise, THEN conclusion
IF your income is high, THEN your chance of being audited by
the IRS is high
Conclusion, IF premise
Your chance of being audited is high, IF your income is high
Inclusion of ELSE
IF your income is high, OR your deductions are unusual, THEN
your chance of being audited by the IRS is high, ELSE your
chance of being audited is low
More complex rules…
Forms of Production Rules
Copyright © 2014 Pearson Education, Inc.
11-‹#›
33
Knowledge and Inference Rules
Knowledge rules (declarative rules), state all the facts and
relationships about a problem
Knowledge rules are stored in the knowledge base
Inference rules (procedural rules), advise on how to solve a
problem, given that certain facts are known
Inference rules contain rules about rules (metarules)
Inference rules become part of the inference engine
Example:
IF needed data is not known THEN ask the user
IF more than one rule applies THEN fire the one with the
highest priority value first
Copyright © 2014 Pearson Education, Inc.
11-‹#›
34
Inferencing in ES
Inference is the process of chaining multiple rules together
based on available data
Forward chaining
A data-driven search in a rule-based system.
If the premise clauses match the situation, then the process
attempts to assert the conclusion.
Backward chaining
A goal-driven search in a rule-based system.
It begins with the action clause of a rule and works backward
through a chain of rules in an attempt to find a verifiable set of
condition clauses.
Copyright © 2014 Pearson Education, Inc.
11-‹#›
35
Inferencing with Rules:
Forward and Backward Chaining
Firing a rule
When all of the rule's hypotheses (the “if parts”) are satisfied, a
rule said to be FIRED
Inference engine checks every rule in the knowledge base in a
forward or backward direction to find rules that can be FIRED
Continues until no more rules can fire, or until a goal is
achieved
Copyright © 2014 Pearson Education, Inc.
11-‹#›
36
Goal-driven: Start from a potential conclusion (hypothesis),
then seek evidence that supports (or contradicts with) it
Often involves formulating and testing intermediate hypotheses
(or sub-hypotheses)
Inferencing – Backward Chaining
Investment Decision: Variable Definitions
A = Have $10,000
B = Younger than 30
C = Education at college level
D = Annual income > $40,000
E = Invest in securities
F = Invest in growth stocks
G = Invest in IBM stock
Knowledge Base
Rule 1: A & C -> E
Rule 2: D & C -> F
Rule 3: B & E -> F (invest in growth stocks)
Rule 4: B -> C
Rule 5: F -> G (invest in IBM)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
37
Data-driven: Start from available information as it becomes
available, then try to draw conclusions
Which One to Use?
If all facts available up front - forward chaining
Diagnostic problems - backward chaining
Inferencing – Forward Chaining
FACTS:
A is TRUE
B is TRUE
Knowledge Base
Rule 1: A & C -> E
Rule 2: D & C -> F
Rule 3: B & E -> F (invest in growth stocks)
Rule 4: B -> C
Rule 5: F -> G (invest in IBM)
Copyright © 2014 Pearson Education, Inc.
11-‹#›
38
Inferencing Issues
How do we choose between BC and FC
Follow how a domain expert solves the problem
If the expert first collect data then infer from it
=> Forward Chaining
If the expert starts with a hypothetical solution and then
attempts to find facts to prove it => Backward Chaining
How to handle conflicting rules
IF A & B THEN C
IF X THEN C
Establish a goal and stop firing rules when goal is achieved
Fire the rule with the highest priority
Fire the most specific rule
Fire the rule that uses the data most recently entered
Copyright © 2014 Pearson Education, Inc.
11-‹#›
39
Inferencing with Uncertainty
- Theory of Certainty
Certainty Factors and Beliefs
Uncertainty is represented as a Degree of Belief
Express the Measure of Belief
Manipulate degrees of belief while using knowledge-based
systems
Certainty Factors (CF) express belief in an event based on
evidence (or the expert's assessment)
1.0 or 100 = absolute truth (complete confidence)
0 = certain falsehood
CFs are NOT probabilities
CFs need not sum to 100
Copyright © 2014 Pearson Education, Inc.
11-‹#›
40
Inferencing with Uncertainty
Combining Certainty Factors
Combining Several Certainty Factors in One Rule where parts
are combined using AND and OR logical operators
AND
IF inflation is high, CF = 50 percent, (A), AND
unemployment rate is above 7, CF = 70 percent, (B), AND
bond prices decline, CF = 100 percent, (C)
THEN stock prices decline
CF(A, B, and C) = Minimum[CF(A), CF(B), CF(C)]
=> The CF for “stock prices to decline” = 50 percent
The chain is as strong as its weakest link
Copyright © 2014 Pearson Education, Inc.
11-‹#›
41
Inferencing with Uncertainty
Combining Certainty Factors
OR
IF inflation is low, CF = 70 percent, (A), OR
bond prices are high, CF = 85 percent, (B)
THEN stock prices will be high
CF(A, B) = Maximum[CF(A), CF(B)]
=> The CF for “stock prices to be high” = 85 percent
Notice that in OR only one IF premise need to be true
Copyright © 2014 Pearson Education, Inc.
11-‹#›
42
Combining two or more rules
Example:
R1:IF the inflation rate is less than 5 percent,
THEN stock market prices go up (CF = 0.7)
R2:IF unemployment level is less than 7 percent,
THEN stock market prices go up (CF = 0.6)
Inflation rate = 4 percent and the unemployment level = 6.5
percent
Combined Effect
CF(R1,R2) = CF(R1) + CF(R2)[1 - CF(R1)]; or
CF(R1,R2) = CF(R1) + CF(R2) -
Inferencing with Uncertainty
Combining Certainty Factors
Copyright © 2014 Pearson Education, Inc.
11-‹#›
43
Explanation
Human experts justify and explain their actions
… so should ES
Explanation: an attempt by an ES to clarify reasoning,
recommendations, other actions (asking a question)
Explanation facility = Justifier
Explanation Purposes…
Make the system more intelligible
Uncover shortcomings of the knowledge bases
Explain unanticipated situations
Satisfy users’ psychological and/or social needs, …
Explanation as a Metaknowledge
Copyright © 2014 Pearson Education, Inc.
11-‹#›
44
Two Basic Explanations
Why Explanations - Why is a fact requested?
How Explanations - To determine how a certain conclusion or
recommendation was reached
Some simple systems - only at the final conclusion
Most complex systems provide the chain of rules used to reach
the conclusion
Explanation is essential in ES
Used for training and evaluation
Copyright © 2014 Pearson Education, Inc.
11-‹#›
45
Problem Areas Suitable For Expert Systems
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Development of ES
Defining the nature and scope of the problem
Identifying proper experts
Acquiring knowledge
Knowledge engineer
Selecting the Building Tools
Shells versus Complete Development
Coding the system
Evaluating and Launching the System
Copyright © 2014 Pearson Education, Inc.
11-‹#›
47
A Popular Expert System Shell
Copyright © 2014 Pearson Education, Inc.
11-‹#›
48
Application Case 11.5
Clinical Decision Support System for Tendon Injuries
Questions for Discussion
Research other expert systems in other domains and list a few of
them.
Why is important to evaluate the expert systems before they are
put into use?
Copyright © 2014 Pearson Education, Inc.
11-‹#›
Interpretation systems
Prediction systems
Diagnostic systems
Repair systems
Design systems
Planning systems
Monitoring systems
Debugging systems
Instruction systems
Control systems, …
Problem Areas Addressed by ES
Copyright © 2014 Pearson Education, Inc.
11-‹#›
50
End of the Chapter
Questions, comments
Copyright © 2014 Pearson Education, Inc.
11-‹#›
51
All rights reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted, in any
form or by any means, electronic, mechanical, photocopying,
recording, or otherwise, without the prior written permission of
the publisher. Printed in the United States of America.
Copyright © 2014 Pearson Education, Inc.
Copyright © 2014 Pearson Education, Inc.
11-‹#›
52
Questions / Answers
Psychology
Philosophy
Logic
Sociology
Human Cognition
Linguistics
Neurology
Mathematics
Management Science
Information Systems
Statistics
Engineering
Robotics
Biology
Human Behavior
Pattern Recognition
Voice Recognition
Intelligent tutoring
Expert Systems
Neural Networks
Natural Language Processing
Intelligent Agents
Fuzzy Logic
Game Playing
Computer Vision
Automatic Programming
Genetic Algorithms
Machine Learning
Autonomous Robots
Speech Understanding
The AI
Tree
Computer Science
D
i
s
c
i
p
l
i
n
e
s
A
p
p
l
i
c
a
t
i
o
n
s
Inference Engine
Working
Memory
(Short Term)
Explanation
Facility
Knowledge
Refinement
Blackboard (Workspace)
External Data
Sources
(via WWW)
Knowledge
Engineer
Human
Expert(s)
Other Knowledge
Sources
Knowledge
Elicitation
Information
Gathering
Knowledge
Base(s)
(Long Term)
User
User
Interface
Facts
Questions
/ Answers
Rule
Firings
Knowledge
Rules
Inferencing
Rules
Facts
Data /
Information
Refined
Rules
D
e
v
e
l
o
p
m
e
n
t
E
n
v
i
r
o
n
m
e
n
t
C
o
n
s
u
l
t
a
t
i
o
n
E
n
v
i
r
o
n
m
e
n
t
Knowledge
Acquisition
Knowledge
Representation
Knowledge
Validation
Inferencing
(Reasoning)
Explanation &
JustificationFeedback loop (corrections and refinements)
Raw
knowledge
Codified
knowledge
Validated
knowledge
Meta
knowledge
Problem or
Opportunity
Solution
B
D
C
and
or
C&D
FG
B&E
and
B
EA&C
and
C
A
B
R4
R2
R3
R5
R1
R47
65
4
21
3
1, 2, 3, 4: Sequence of rule firings
R1, R2, R3, R4, R5: Rules
A, B, C, D, E, F, G: Facts
Legend
B
D
C
and
or
C&D
FG
B&E
and
B
EA&C
and
C
A
B
R4
R2
R3
R5
R1
R4
2
4
1
1
3
1, 2, 3, 4: Sequence of rule firings
R1, R2, R3, R4, R5: Rules
A, B, C, D, E, F, G: Facts
Legend
Paper Section 1: Reflection and Literature Review
Using Microsoft Word and Professional APA format, prepare a
professional written paper supported with three sources of
research that details what you have learned from chapters 11
and 12. This section of the paper should be a minimum of two
pages.
Paper Section 2: Applied Learning Exercises
In this section of the professional paper, apply what you have
learned from chapters 11 and 12 to descriptively address and
answer the problems below. Important Note : Dot not type the
actual written problems within the paper itself.
1. Search to find and possibly test some applications of
artificial intelligence and ES. Consider a fictional or real
organizational work environment for which you are currently
part of or what to be part of and think about a decision-making
problem that requires some expertise (but is not too
complicated) for this type of work environment. Based on
research, experience and or understanding of this work
environment, identify the problems that are supported or can
potentially be supported by rule-based systems. Some possible
example areas could include, and is not limited to, selection of
suppliers, selection of a new employee, job assignment,
computer selection, market contact method selection,
determination of admission into graduate school and or specific
ones more suited to the established work environment based on
experience and or desire.
2. How does knowledge management support decision-making?
Identify products or systems on the Web that help organizations
accomplish knowledge management. Start with brint.com and
knowledgemanagement.com. Try one out and report your
findings and learning experience.
3. Important Note: With limited time for a college class,
perfection is not expected but effort to be exposed to various
tools with attempts to learn about them is critical when
considering a career in information technology associated
disciplines.
Important Note : There is no specific page requirement for this
section of the paper but make sure any content provided fully
addresses each problem.
Paper Section 3: Conclusions
After addressing the problems, conclude your paper with details
on how you will use this knowledge and skills to support your
professional and or academic goals. This section of the paper
should be around one page including a custom and original
process flow or flow diagram to visually represent how you will
apply this knowledge going forward. This customized and
original flow process flow or flow diagram can be created using
the “Smart Art” tools in Microsoft Word.
Paper Section 4: APA Reference Page
The three or more sources of research used to support this
overall paper should be included in proper APA format in the
final section of the paper.
Paper Review and Preparation to submit for Grading
Please make sure to proof read your post prior to submission.
This professional paper should be well written and free of
grammatical or typographical errors. Also remember not to
plagiarize!!!!!!!!!!!!

More Related Content

Similar to Chapter 12Knowledge Management and Collaborative Systems

Redesigning Corporate Training in a Web 2.0 World
Redesigning Corporate Training in a Web 2.0 WorldRedesigning Corporate Training in a Web 2.0 World
Redesigning Corporate Training in a Web 2.0 WorldGreg SHIN
 
Assistive technology - tapping the potential
Assistive technology - tapping the potentialAssistive technology - tapping the potential
Assistive technology - tapping the potentialJISC RSC Southeast
 
Informal Learning: Broadening the Spectrum of Corporate Learning
Informal Learning: Broadening the Spectrum of Corporate LearningInformal Learning: Broadening the Spectrum of Corporate Learning
Informal Learning: Broadening the Spectrum of Corporate LearningHans de Zwart
 
10 Reasons Why: xAPI
10 Reasons Why: xAPI10 Reasons Why: xAPI
10 Reasons Why: xAPIMegan Bowe
 
Your learning ecosystem
Your learning ecosystemYour learning ecosystem
Your learning ecosystemNetDimensions
 
How Xerox Services is Driving Learning Culture with New L&D Technologies
How Xerox Services is Driving Learning Culture with New L&D TechnologiesHow Xerox Services is Driving Learning Culture with New L&D Technologies
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
 
Top 12 e learning phrases to get started!
Top 12 e learning phrases to get started!Top 12 e learning phrases to get started!
Top 12 e learning phrases to get started!Nine Lanterns
 
E Learning Case Study
E Learning Case StudyE Learning Case Study
E Learning Case Studywingfdeb
 
Introduction to Viva Topics #CCAS2022
Introduction to Viva Topics #CCAS2022Introduction to Viva Topics #CCAS2022
Introduction to Viva Topics #CCAS2022Kanwal Khipple
 
Data Presentation
Data PresentationData Presentation
Data PresentationJon Zurfluh
 
Designing for Just-In-Time Skills Acquisition
Designing for Just-In-Time Skills AcquisitionDesigning for Just-In-Time Skills Acquisition
Designing for Just-In-Time Skills AcquisitionKaterina Sorokina
 
Challenges In E Learning Adoption - Dec\'06
Challenges In E Learning Adoption - Dec\'06Challenges In E Learning Adoption - Dec\'06
Challenges In E Learning Adoption - Dec\'06Education e-Solutions
 
Dashe & Thomson Overview
Dashe & Thomson OverviewDashe & Thomson Overview
Dashe & Thomson Overviewpvjp1013
 
D&t overview new 2011-05-17
D&t overview new 2011-05-17D&t overview new 2011-05-17
D&t overview new 2011-05-17Jon Matejcek
 
D&T Overview
D&T OverviewD&T Overview
D&T Overviewcammb
 

Similar to Chapter 12Knowledge Management and Collaborative Systems (20)

Knowledge Management at Ernst & Young ppt
Knowledge Management at Ernst & Young pptKnowledge Management at Ernst & Young ppt
Knowledge Management at Ernst & Young ppt
 
Ppt 11
Ppt 11Ppt 11
Ppt 11
 
Redesigning Corporate Training in a Web 2.0 World
Redesigning Corporate Training in a Web 2.0 WorldRedesigning Corporate Training in a Web 2.0 World
Redesigning Corporate Training in a Web 2.0 World
 
Assistive technology - tapping the potential
Assistive technology - tapping the potentialAssistive technology - tapping the potential
Assistive technology - tapping the potential
 
Informal Learning: Broadening the Spectrum of Corporate Learning
Informal Learning: Broadening the Spectrum of Corporate LearningInformal Learning: Broadening the Spectrum of Corporate Learning
Informal Learning: Broadening the Spectrum of Corporate Learning
 
10 Reasons Why: xAPI
10 Reasons Why: xAPI10 Reasons Why: xAPI
10 Reasons Why: xAPI
 
Knowledge Management
Knowledge ManagementKnowledge Management
Knowledge Management
 
Your learning ecosystem
Your learning ecosystemYour learning ecosystem
Your learning ecosystem
 
How Xerox Services is Driving Learning Culture with New L&D Technologies
How Xerox Services is Driving Learning Culture with New L&D TechnologiesHow Xerox Services is Driving Learning Culture with New L&D Technologies
How Xerox Services is Driving Learning Culture with New L&D Technologies
 
Top 12 e learning phrases to get started!
Top 12 e learning phrases to get started!Top 12 e learning phrases to get started!
Top 12 e learning phrases to get started!
 
E Learning Case Study
E Learning Case StudyE Learning Case Study
E Learning Case Study
 
Hubert Managing The Content Explosion
Hubert Managing The Content ExplosionHubert Managing The Content Explosion
Hubert Managing The Content Explosion
 
What is e-learning?
What is e-learning?What is e-learning?
What is e-learning?
 
Introduction to Viva Topics #CCAS2022
Introduction to Viva Topics #CCAS2022Introduction to Viva Topics #CCAS2022
Introduction to Viva Topics #CCAS2022
 
Data Presentation
Data PresentationData Presentation
Data Presentation
 
Designing for Just-In-Time Skills Acquisition
Designing for Just-In-Time Skills AcquisitionDesigning for Just-In-Time Skills Acquisition
Designing for Just-In-Time Skills Acquisition
 
Challenges In E Learning Adoption - Dec\'06
Challenges In E Learning Adoption - Dec\'06Challenges In E Learning Adoption - Dec\'06
Challenges In E Learning Adoption - Dec\'06
 
Dashe & Thomson Overview
Dashe & Thomson OverviewDashe & Thomson Overview
Dashe & Thomson Overview
 
D&t overview new 2011-05-17
D&t overview new 2011-05-17D&t overview new 2011-05-17
D&t overview new 2011-05-17
 
D&T Overview
D&T OverviewD&T Overview
D&T Overview
 

More from EstelaJeffery653

Individual ProjectMedical TechnologyWed, 9617Num.docx
Individual ProjectMedical TechnologyWed, 9617Num.docxIndividual ProjectMedical TechnologyWed, 9617Num.docx
Individual ProjectMedical TechnologyWed, 9617Num.docxEstelaJeffery653
 
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docx
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docxIndividual ProjectThe Post-Watergate EraWed, 3817Numeric.docx
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docxEstelaJeffery653
 
Individual ProjectArticulating the Integrated PlanWed, 31.docx
Individual ProjectArticulating the Integrated PlanWed, 31.docxIndividual ProjectArticulating the Integrated PlanWed, 31.docx
Individual ProjectArticulating the Integrated PlanWed, 31.docxEstelaJeffery653
 
Individual Multilingualism Guidelines1)Where did the a.docx
Individual Multilingualism Guidelines1)Where did the a.docxIndividual Multilingualism Guidelines1)Where did the a.docx
Individual Multilingualism Guidelines1)Where did the a.docxEstelaJeffery653
 
Individual Implementation Strategiesno new messagesObjectives.docx
Individual Implementation Strategiesno new messagesObjectives.docxIndividual Implementation Strategiesno new messagesObjectives.docx
Individual Implementation Strategiesno new messagesObjectives.docxEstelaJeffery653
 
Individual Refine and Finalize WebsiteDueJul 02View m.docx
Individual Refine and Finalize WebsiteDueJul 02View m.docxIndividual Refine and Finalize WebsiteDueJul 02View m.docx
Individual Refine and Finalize WebsiteDueJul 02View m.docxEstelaJeffery653
 
Individual Cultural Communication Written Assignment  (Worth 20 of .docx
Individual Cultural Communication Written Assignment  (Worth 20 of .docxIndividual Cultural Communication Written Assignment  (Worth 20 of .docx
Individual Cultural Communication Written Assignment  (Worth 20 of .docxEstelaJeffery653
 
Individual ProjectThe Basic Marketing PlanWed, 3117N.docx
Individual ProjectThe Basic Marketing PlanWed, 3117N.docxIndividual ProjectThe Basic Marketing PlanWed, 3117N.docx
Individual ProjectThe Basic Marketing PlanWed, 3117N.docxEstelaJeffery653
 
Individual ProjectFinancial Procedures in a Health Care Organiza.docx
Individual ProjectFinancial Procedures in a Health Care Organiza.docxIndividual ProjectFinancial Procedures in a Health Care Organiza.docx
Individual ProjectFinancial Procedures in a Health Care Organiza.docxEstelaJeffery653
 
Individual Expanded Website PlanView more »Expand view.docx
Individual Expanded Website PlanView more  »Expand view.docxIndividual Expanded Website PlanView more  »Expand view.docx
Individual Expanded Website PlanView more »Expand view.docxEstelaJeffery653
 
Individual Expanded Website PlanDueJul 02View more .docx
Individual Expanded Website PlanDueJul 02View more .docxIndividual Expanded Website PlanDueJul 02View more .docx
Individual Expanded Website PlanDueJul 02View more .docxEstelaJeffery653
 
Individual Communicating to Management Concerning Information Syste.docx
Individual Communicating to Management Concerning Information Syste.docxIndividual Communicating to Management Concerning Information Syste.docx
Individual Communicating to Management Concerning Information Syste.docxEstelaJeffery653
 
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docx
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docxIndividual Case Analysis-MatavIn max 4 single-spaced total pag.docx
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docxEstelaJeffery653
 
Individual Assignment Report Format• Report should contain not m.docx
Individual Assignment Report Format• Report should contain not m.docxIndividual Assignment Report Format• Report should contain not m.docx
Individual Assignment Report Format• Report should contain not m.docxEstelaJeffery653
 
Include LOCO api that allows user to key in an address and get the d.docx
Include LOCO api that allows user to key in an address and get the d.docxInclude LOCO api that allows user to key in an address and get the d.docx
Include LOCO api that allows user to key in an address and get the d.docxEstelaJeffery653
 
Include the title, the name of the composer (if known) and of the .docx
Include the title, the name of the composer (if known) and of the .docxInclude the title, the name of the composer (if known) and of the .docx
Include the title, the name of the composer (if known) and of the .docxEstelaJeffery653
 
include as many events as possible to support your explanation of th.docx
include as many events as possible to support your explanation of th.docxinclude as many events as possible to support your explanation of th.docx
include as many events as possible to support your explanation of th.docxEstelaJeffery653
 
Incorporate the suggestions that were provided by your fellow projec.docx
Incorporate the suggestions that were provided by your fellow projec.docxIncorporate the suggestions that were provided by your fellow projec.docx
Incorporate the suggestions that were provided by your fellow projec.docxEstelaJeffery653
 
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docx
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docxinal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docx
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docxEstelaJeffery653
 
include 1page proposal- short introduction to research paper and yo.docx
include 1page proposal- short introduction to research paper and yo.docxinclude 1page proposal- short introduction to research paper and yo.docx
include 1page proposal- short introduction to research paper and yo.docxEstelaJeffery653
 

More from EstelaJeffery653 (20)

Individual ProjectMedical TechnologyWed, 9617Num.docx
Individual ProjectMedical TechnologyWed, 9617Num.docxIndividual ProjectMedical TechnologyWed, 9617Num.docx
Individual ProjectMedical TechnologyWed, 9617Num.docx
 
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docx
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docxIndividual ProjectThe Post-Watergate EraWed, 3817Numeric.docx
Individual ProjectThe Post-Watergate EraWed, 3817Numeric.docx
 
Individual ProjectArticulating the Integrated PlanWed, 31.docx
Individual ProjectArticulating the Integrated PlanWed, 31.docxIndividual ProjectArticulating the Integrated PlanWed, 31.docx
Individual ProjectArticulating the Integrated PlanWed, 31.docx
 
Individual Multilingualism Guidelines1)Where did the a.docx
Individual Multilingualism Guidelines1)Where did the a.docxIndividual Multilingualism Guidelines1)Where did the a.docx
Individual Multilingualism Guidelines1)Where did the a.docx
 
Individual Implementation Strategiesno new messagesObjectives.docx
Individual Implementation Strategiesno new messagesObjectives.docxIndividual Implementation Strategiesno new messagesObjectives.docx
Individual Implementation Strategiesno new messagesObjectives.docx
 
Individual Refine and Finalize WebsiteDueJul 02View m.docx
Individual Refine and Finalize WebsiteDueJul 02View m.docxIndividual Refine and Finalize WebsiteDueJul 02View m.docx
Individual Refine and Finalize WebsiteDueJul 02View m.docx
 
Individual Cultural Communication Written Assignment  (Worth 20 of .docx
Individual Cultural Communication Written Assignment  (Worth 20 of .docxIndividual Cultural Communication Written Assignment  (Worth 20 of .docx
Individual Cultural Communication Written Assignment  (Worth 20 of .docx
 
Individual ProjectThe Basic Marketing PlanWed, 3117N.docx
Individual ProjectThe Basic Marketing PlanWed, 3117N.docxIndividual ProjectThe Basic Marketing PlanWed, 3117N.docx
Individual ProjectThe Basic Marketing PlanWed, 3117N.docx
 
Individual ProjectFinancial Procedures in a Health Care Organiza.docx
Individual ProjectFinancial Procedures in a Health Care Organiza.docxIndividual ProjectFinancial Procedures in a Health Care Organiza.docx
Individual ProjectFinancial Procedures in a Health Care Organiza.docx
 
Individual Expanded Website PlanView more »Expand view.docx
Individual Expanded Website PlanView more  »Expand view.docxIndividual Expanded Website PlanView more  »Expand view.docx
Individual Expanded Website PlanView more »Expand view.docx
 
Individual Expanded Website PlanDueJul 02View more .docx
Individual Expanded Website PlanDueJul 02View more .docxIndividual Expanded Website PlanDueJul 02View more .docx
Individual Expanded Website PlanDueJul 02View more .docx
 
Individual Communicating to Management Concerning Information Syste.docx
Individual Communicating to Management Concerning Information Syste.docxIndividual Communicating to Management Concerning Information Syste.docx
Individual Communicating to Management Concerning Information Syste.docx
 
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docx
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docxIndividual Case Analysis-MatavIn max 4 single-spaced total pag.docx
Individual Case Analysis-MatavIn max 4 single-spaced total pag.docx
 
Individual Assignment Report Format• Report should contain not m.docx
Individual Assignment Report Format• Report should contain not m.docxIndividual Assignment Report Format• Report should contain not m.docx
Individual Assignment Report Format• Report should contain not m.docx
 
Include LOCO api that allows user to key in an address and get the d.docx
Include LOCO api that allows user to key in an address and get the d.docxInclude LOCO api that allows user to key in an address and get the d.docx
Include LOCO api that allows user to key in an address and get the d.docx
 
Include the title, the name of the composer (if known) and of the .docx
Include the title, the name of the composer (if known) and of the .docxInclude the title, the name of the composer (if known) and of the .docx
Include the title, the name of the composer (if known) and of the .docx
 
include as many events as possible to support your explanation of th.docx
include as many events as possible to support your explanation of th.docxinclude as many events as possible to support your explanation of th.docx
include as many events as possible to support your explanation of th.docx
 
Incorporate the suggestions that were provided by your fellow projec.docx
Incorporate the suggestions that were provided by your fellow projec.docxIncorporate the suggestions that were provided by your fellow projec.docx
Incorporate the suggestions that were provided by your fellow projec.docx
 
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docx
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docxinal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docx
inal ProjectDUE Jun 25, 2017 1155 PMGrade DetailsGradeNA.docx
 
include 1page proposal- short introduction to research paper and yo.docx
include 1page proposal- short introduction to research paper and yo.docxinclude 1page proposal- short introduction to research paper and yo.docx
include 1page proposal- short introduction to research paper and yo.docx
 

Recently uploaded

Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...EduSkills OECD
 
Concept of Vouching. B.Com(Hons) /B.Compdf
Concept of Vouching. B.Com(Hons) /B.CompdfConcept of Vouching. B.Com(Hons) /B.Compdf
Concept of Vouching. B.Com(Hons) /B.CompdfUmakantAnnand
 
How to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxHow to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxmanuelaromero2013
 
Separation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and ActinidesSeparation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and ActinidesFatimaKhan178732
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityGeoBlogs
 
Accessible design: Minimum effort, maximum impact
Accessible design: Minimum effort, maximum impactAccessible design: Minimum effort, maximum impact
Accessible design: Minimum effort, maximum impactdawncurless
 
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptx
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptxContemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptx
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptxRoyAbrique
 
mini mental status format.docx
mini    mental       status     format.docxmini    mental       status     format.docx
mini mental status format.docxPoojaSen20
 
Presiding Officer Training module 2024 lok sabha elections
Presiding Officer Training module 2024 lok sabha electionsPresiding Officer Training module 2024 lok sabha elections
Presiding Officer Training module 2024 lok sabha electionsanshu789521
 
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdfssuser54595a
 
Hybridoma Technology ( Production , Purification , and Application )
Hybridoma Technology  ( Production , Purification , and Application  ) Hybridoma Technology  ( Production , Purification , and Application  )
Hybridoma Technology ( Production , Purification , and Application ) Sakshi Ghasle
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...Marc Dusseiller Dusjagr
 
The basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxThe basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxheathfieldcps1
 
Mastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionMastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionSafetyChain Software
 
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...M56BOOKSTORE PRODUCT/SERVICE
 
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK  LOOKBOOK(1) (1).pdfBASLIQ CURRENT LOOKBOOK  LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdfSoniaTolstoy
 
Class 11 Legal Studies Ch-1 Concept of State .pdf
Class 11 Legal Studies Ch-1 Concept of State .pdfClass 11 Legal Studies Ch-1 Concept of State .pdf
Class 11 Legal Studies Ch-1 Concept of State .pdfakmcokerachita
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Educationpboyjonauth
 

Recently uploaded (20)

Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
Presentation by Andreas Schleicher Tackling the School Absenteeism Crisis 30 ...
 
Concept of Vouching. B.Com(Hons) /B.Compdf
Concept of Vouching. B.Com(Hons) /B.CompdfConcept of Vouching. B.Com(Hons) /B.Compdf
Concept of Vouching. B.Com(Hons) /B.Compdf
 
How to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptxHow to Make a Pirate ship Primary Education.pptx
How to Make a Pirate ship Primary Education.pptx
 
Separation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and ActinidesSeparation of Lanthanides/ Lanthanides and Actinides
Separation of Lanthanides/ Lanthanides and Actinides
 
Paris 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activityParis 2024 Olympic Geographies - an activity
Paris 2024 Olympic Geographies - an activity
 
Accessible design: Minimum effort, maximum impact
Accessible design: Minimum effort, maximum impactAccessible design: Minimum effort, maximum impact
Accessible design: Minimum effort, maximum impact
 
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptx
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptxContemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptx
Contemporary philippine arts from the regions_PPT_Module_12 [Autosaved] (1).pptx
 
9953330565 Low Rate Call Girls In Rohini Delhi NCR
9953330565 Low Rate Call Girls In Rohini  Delhi NCR9953330565 Low Rate Call Girls In Rohini  Delhi NCR
9953330565 Low Rate Call Girls In Rohini Delhi NCR
 
mini mental status format.docx
mini    mental       status     format.docxmini    mental       status     format.docx
mini mental status format.docx
 
Presiding Officer Training module 2024 lok sabha elections
Presiding Officer Training module 2024 lok sabha electionsPresiding Officer Training module 2024 lok sabha elections
Presiding Officer Training module 2024 lok sabha elections
 
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
18-04-UA_REPORT_MEDIALITERAСY_INDEX-DM_23-1-final-eng.pdf
 
Hybridoma Technology ( Production , Purification , and Application )
Hybridoma Technology  ( Production , Purification , and Application  ) Hybridoma Technology  ( Production , Purification , and Application  )
Hybridoma Technology ( Production , Purification , and Application )
 
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
“Oh GOSH! Reflecting on Hackteria's Collaborative Practices in a Global Do-It...
 
The basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptxThe basics of sentences session 2pptx copy.pptx
The basics of sentences session 2pptx copy.pptx
 
Mastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory InspectionMastering the Unannounced Regulatory Inspection
Mastering the Unannounced Regulatory Inspection
 
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...
KSHARA STURA .pptx---KSHARA KARMA THERAPY (CAUSTIC THERAPY)————IMP.OF KSHARA ...
 
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK  LOOKBOOK(1) (1).pdfBASLIQ CURRENT LOOKBOOK  LOOKBOOK(1) (1).pdf
BASLIQ CURRENT LOOKBOOK LOOKBOOK(1) (1).pdf
 
Class 11 Legal Studies Ch-1 Concept of State .pdf
Class 11 Legal Studies Ch-1 Concept of State .pdfClass 11 Legal Studies Ch-1 Concept of State .pdf
Class 11 Legal Studies Ch-1 Concept of State .pdf
 
Introduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher EducationIntroduction to ArtificiaI Intelligence in Higher Education
Introduction to ArtificiaI Intelligence in Higher Education
 
Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1Código Creativo y Arte de Software | Unidad 1
Código Creativo y Arte de Software | Unidad 1
 

Chapter 12Knowledge Management and Collaborative Systems

  • 1. Chapter 12: Knowledge Management and Collaborative Systems Business Intelligence and Analytics: Systems for Decision Support (10th Edition) Business Intelligence and Analytics: Systems for Decision Support (10th Edition) Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 2. 1 Learning Objectives Define knowledge and describe the different types of knowledge Describe the characteristics of KM Describe the KM cycle Describe the technologies that can be used in a knowledge management system (KMS) Describe different approaches to KM Understand the basic concepts and processes of groupwork, communication, and collaboration … (Continued…) Copyright © 2014 Pearson Education, Inc. 12-‹#› Learning Objectives Describe how computer systems facilitate communication and
  • 3. collaboration in an enterprise Explain the concepts and importance of the time/place framework Explain the underlying principles and capabilities of groupware (group support systems—GSS) Understand how the Web enables collaborative computing and group support of virtual meetings Describe the role of emerging technologies in supporting collaboration Copyright © 2014 Pearson Education, Inc. 12-‹#› Opening Vignette Expertise Transfer System to Train Future Army Personnel Background Problem description Proposed solution Results Answer & discuss the case questions... Copyright © 2014 Pearson Education, Inc.
  • 4. 12-‹#› 4 Opening Vignette… Copyright © 2014 Pearson Education, Inc. 12-‹#› Questions for the Opening Vignette What are the key impediments to the use of knowledge in a knowledge management system? What features are incorporated in a knowledge nugget in this
  • 5. implementation? Where else could such a system be implemented? Copyright © 2014 Pearson Education, Inc. 12-‹#› Introduction to Knowledge Management Knowledge management concepts and definitions Knowledge management The active management of the expertise in an organization. It involves collecting, categorizing, and disseminating knowledge Intellectual capital The invaluable knowledge of an organization’s employees Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 6. 7 Introduction to Knowledge Management Knowledge is information that is contextual, relevant, and actionable understanding, awareness, or familiarity acquired through education or experience anything that has been learned, perceived, discovered, inferred, or understood. In a knowledge management system, “knowledge is information in action” Copyright © 2014 Pearson Education, Inc. 12-‹#› 8
  • 7. Introduction to Knowledge Management Copyright © 2014 Pearson Education, Inc. 12-‹#› 9 Introduction to Knowledge Management Characteristics of knowledge Extraordinary leverage and increasing returns Fragmentation, leakage, and the need to refresh Uncertain value Uncertain value of sharing Knowledge-based economy The economic shift from natural resources to intellectual assets Copyright © 2014 Pearson Education, Inc.
  • 8. 12-‹#› 10 Introduction to Knowledge Management Explicit and tacit knowledge Explicit (leaky) knowledge Knowledge that deals with objective, rational, and technical material (data, policies, procedures, software, documents, etc.) Easily documented, transferred, taught, and learned Examples… Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 9. 11 Introduction to Knowledge Management Explicit and tacit knowledge Tacit (embedded) knowledge Knowledge that is usually in the domain of subjective, cognitive, and experiential learning. It is highly personal and hard to formalize. Hard to document, transfer, teach, & learn Involves a lot of human interpretation Examples… Copyright © 2014 Pearson Education, Inc. 12-‹#› 12 Taxonomy of Knowledge Copyright © 2014 Pearson Education, Inc.
  • 10. 12-‹#› Organizational Knowledge - Learning and Transformation Learning organization An organization capable of learning from its past experience, implying the existence of an organizational memory and a means to save, represent, and share it through its personnel Organizational memory Repository of what the organization knows Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 11. 14 Organizational Knowledge - Learning and Transformation Organizational culture The aggregate attitudes in an organization concerning a certain issue (e.g., technology, computers, DSS) How do people learn the “culture”? Is it explicit or implicit? Can culture be changed? How? Give some examples of corporate culture: Microsoft, Google, Apple, HP, GM, … Copyright © 2014 Pearson Education, Inc. 12-‹#› 15 Process approach to knowledge management attempts to codify organizational knowledge through formalized controls, processes and technologies Focuses on explicit knowledge and IT Practice approach focuses on building the social environments or communities of practice necessary to facilitate the sharing of
  • 12. tacit understanding Focuses on tacit knowledge and socialization Approaches to Knowledge Management Copyright © 2014 Pearson Education, Inc. 12-‹#› 16 Approaches to Knowledge Management Hybrid approaches to knowledge management The practice approach is used so that a repository stores only explicit knowledge that is relatively easy to document Tacit knowledge initially stored in the repository is contact information about experts and their areas of expertise Increasing the amount of tacit knowledge over time eventually leads to the attainment of a true process approach Hybrid at 80/20 to 50/50
  • 13. Copyright © 2014 Pearson Education, Inc. 12-‹#› 17 Approaches to Knowledge Management Best practices In an organization, the best methods for solving problems. These are often stored in the knowledge repository of a knowledge management system Knowledge repository is the actual storage location of knowledge in a knowledge management system. Similar in nature to a database, but generally text-oriented Copyright © 2014 Pearson Education, Inc.
  • 14. 12-‹#› 18 Approaches to Knowledge Management A Comprehensive View to Knowledge Repository Copyright © 2014 Pearson Education, Inc. 12-‹#› 19 Information Technology (IT) in Knowledge Management The KMS cycle KMS usually follow a six-step cycle: Create knowledge Capture knowledge
  • 15. Refine knowledge Store knowledge Manage knowledge Disseminate knowledge Copyright © 2014 Pearson Education, Inc. 12-‹#› 20 Information Technology (IT) in Knowledge Management The Cyclic Model of Knowledge Management Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 16. 21 Information Technology (IT) in Knowledge Management Components of KMS KMS are developed using three sets of core technologies: Communication Collaboration Storage and retrieval Technologies that support KM Artificial intelligence Intelligent agents Knowledge discovery in databases Web 2.0, … Copyright © 2014 Pearson Education, Inc. 12-‹#› 22
  • 17. Characteristics of Groupwork A group performs a task Members may be located in different places Group members may work at different times Group members may work for the same organization or for different organizations A group can be permanent or temporary A group can be at one managerial level or span several levels … Copyright © 2014 Pearson Education, Inc. 12-‹#› Why Groupwork/Collaborate?
  • 18. Review Share Work Share the Vision Socialize Build Consensus Solve Problems Make Decisions Synergy Share Information Build Trust Copyright © 2014 Pearson Education, Inc. 12-‹#› 24 Group Decision-Making Process Why? Because no one has all the
  • 19. Experience Knowledge Resources Insight, and Inspiration … to do the job alone. Difficult decisions require group of people Virtual teams? Copyright © 2014 Pearson Education, Inc. 12-‹#› Groupwork Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 20. Groupwork – Process Gains and Losses Copyright © 2014 Pearson Education, Inc. 12-‹#› Goal: to support groupwork Increase benefits / decrease losses Based on traditional methods Nominal Group Technique “Individuals work alone to generate ideas which are pooled under guidance of a trained facilitator” Delphi Method “A structured process for collecting and distilling knowledge from a group of experts by means of questionnaires” Electronic Meeting System (EMS) Supporting Groupwork – Group Support Systems Copyright © 2014 Pearson Education, Inc.
  • 21. 12-‹#› 28 Lotus Notes / Domino Server Includes Learning Space Netscape Collabra Server Microsoft NetMeeting Novell Groupwise GroupSystems TCBWorks WebEx Groupware Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 22. 29 A Time/Place Communication Framework for Groupwork Copyright © 2014 Pearson Education, Inc. 12-‹#› 30 Tools for Indirect Support of Decision Making Groupware products provide a way for groups to share resources and opinions Synchronous or Asynchronous Examples dropbox.com drive.google.com office.microsoft.com …
  • 23. See Table 12.5 for a list of examples Copyright © 2014 Pearson Education, Inc. 12-‹#› Groupware… Virtual Meeting Systems webex.com, gotomeeting.com, Skype.com, … GroupSystems (Groupsystems.com) Collaborative Workflow Web 2.0 Search, links, authoring, tags, extensions, signals Wikis Collaborative Networks Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 24. Group Decision Support Systems It is an interactive computer-based system that facilitates the solution of semistructured or unstructured problems by a group of decision makers Goal – support group decision making A specially designed IS to enhance collaborative decision processes It encourages generation of ideas, freedom of expression, and resolution of conflicts Copyright © 2014 Pearson Education, Inc. 12-‹#› Gains: Parallelism Triggering Synergy Structure Record keeping
  • 25. Loses: Free-riding Flaming GDSS – Pros and Cons Copyright © 2014 Pearson Education, Inc. 12-‹#› 34 Decision room Multiple-use facility Web based Facilities for GDSS Copyright © 2014 Pearson Education, Inc.
  • 26. 12-‹#› 35 12 to 30 networked personal computers Usually recessed into the desktop Server PC Large-screen projection system Breakout rooms Need a trained facilitator for success The Decision Room Copyright © 2014 Pearson Education, Inc. 12-‹#› 36
  • 27. IBM Corp. Cool Decision Rooms Copyright © 2014 Pearson Education, Inc. 12-‹#› 37 US Air Force Cooler Decision Rooms Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 28. 38 Murraysville School District Bus Mobile Decision Rooms Copyright © 2014 Pearson Education, Inc. 12-‹#› 39 On-Demand Decision Rooms Copyright © 2014 Pearson Education, Inc.
  • 29. 12-‹#› 40 High Cost Need for a Trained Facilitator Requires Specific Software Support for Different Cooperative Tasks Infrequent Use Different Place / Different Time Needs May Need More Than One Very Few Organizations Use Decision Rooms Copyright © 2014 Pearson Education, Inc. 12-‹#›
  • 30. 41 End-of-Chapter Application Case Solving Crimes by Sharing Digital Forensic Knowledge Background Problem description Proposed solution Results Copyright © 2014 Pearson Education, Inc. 12-‹#› End of the Chapter Questions, comments Copyright © 2014 Pearson Education, Inc.
  • 31. 12-‹#› 43 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2014 Pearson Education, Inc. 12-‹#› 44
  • 32. Processed Relevant and Actionable Relevant and actionable processed-data Database PHASE 5 DEPT 4 DEPT 3 DEPT 2 DEPT 1 PHASE 4PHASE 3PHASE 2PHASE 1 DEPLOYMENT CHART 1 2 3 4 5 Data Information Knowledge W i s d o m KNOWLEDGEMANAGEMENTPLATFORM(KMP) Human Experts KNOWLEDGE PORTAL (Web-based End User Interface) Intelligent Broker KNOWLEDGE REPOSITORY (Knowledge / Information / Data Nuggets) Web CrawlerData/Text Mining Tools �
  • 33. Manual Entries DIVERSE INFORMATION / DATA SOURCES (Weather / Medical Info / Finance / Agriculture / Industrial) Ad hoc Search K N O W L E D G E C R E A T I O N K N O W L E D G E U T I
  • 36. Ventana Portable setup Chapter 11: Automated Decision Systems and Expert Systems Business Intelligence and Analytics: Systems for Decision Support (10th Edition) Business Intelligence and Analytics: Systems for Decision Support (10th Edition) Copyright © 2014 Pearson Education, Inc.
  • 37. 11-‹#› 1 Learning Objectives Understand the concept and applications of automated rule- based decision systems Understand the importance of knowledge in decision support Describe the concept and evolution of rule-based expert systems (ES) Understand the architecture of rule-based ES Learn the knowledge engineering process used to build ES (Continued…) Copyright © 2014 Pearson Education, Inc. 11-‹#› Learning Objectives
  • 38. Explain the benefits and limitations of rule-based systems for decision support Identify proper applications of ES Learn about tools and technologies for developing rule-based DSS Copyright © 2014 Pearson Education, Inc. 11-‹#› Opening Vignette… InterContinental Hotel Group Uses Decision Rules for Optimal Hotel Room Rates Company background Problem description Proposed solution Results Answer & discuss the case questions... Copyright © 2014 Pearson Education, Inc.
  • 39. 11-‹#› 4 Questions for the Opening Vignette Describe the challenges faced by IHG during development of their retail price optimization system. Besides the hotel business in the hospitality industry, explain at least three other areas where an optimization model could be used. What other methods could be used to solve IHG’s price optimization problem? Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 40. Automated Decision Systems A relatively new approach to supporting decision making a.k.a. Decision Automation Systems (DAS) Often a rule-based system that provides a solution in a functional area “If only 70 percent of the seats on a flight from LA to NY are sold 3 days prior to departure, offer a discount of x to nonbusiness travelers” Applies to repetitive/structured decisions Copyright © 2014 Pearson Education, Inc. 11-‹#› Application Case 11.1 Giant Food Stores Prices the Entire Store Company background Problem description Proposed solution Results Copyright © 2014 Pearson Education, Inc.
  • 41. 11-‹#› Automated Decision-Making Framework Copyright © 2014 Pearson Education, Inc. 11-‹#› 8 Architecture of the Airline Revenue Management Systems Copyright © 2014 Pearson Education, Inc.
  • 42. 11-‹#› Artificial intelligence (AI) A subfield of computer science, concerned with symbolic reasoning and problem solving AI has many definitions… Behavior by a machine that, if performed by a human being, would be considered intelligent “…study of how to make computers do things at which, at the moment, people are better Theory of how the human mind works Artificial Intelligence (AI) Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 43. 10 Make machines smarter (primary goal) Understand what intelligence is Make machines more intelligent & useful Signs of intelligence… Learn or understand from experience Make sense out of ambiguous situations Respond quickly to new situations Use reasoning to solve problems Apply knowledge to manipulate the environment AI Objectives Copyright © 2014 Pearson Education, Inc. 11-‹#› 11 Turing Test for Intelligence A computer can be considered to be smart only when a human
  • 44. interviewer, “conversing” with both an unseen human being and an unseen computer, can not determine which is which. - Alan Turing Test for Intelligence Copyright © 2014 Pearson Education, Inc. 11-‹#› 12 The AI Field… AI provides the scientific foundation for many commercial technologies The Disciplines and Applications of AI. Copyright © 2014 Pearson Education, Inc.
  • 45. 11-‹#› 13 Major… Expert Systems Natural Language Processing Robotics and Sensory Systems Computer Vision and Scene Recognition Intelligent Computer-Aided Instruction Automated Programming, Neural Computing Additional… Fuzzy Logic, Genetic Algorithms Game Playing, Intelligent Software Agents … AI Areas Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 46. 14 Anti-lock Braking Systems (ABS) Automatic Transmissions Video Camcorders Appliances Washers, Toasters, Stoves, … Help Desk Software Subway Control … AI is Often Transparent in Many Commercial Products Copyright © 2014 Pearson Education, Inc. 11-‹#› 15 Is a computer program that attempts to imitate expert’s reasoning processes and knowledge in solving specific problems Most Popular Applied AI Technology Enhance Productivity Augment Work Forces Works best with narrow problem areas/tasks
  • 47. Expert systems do not replace experts, but Make their knowledge and experience more widely available, and thus Permit non-experts to work better Expert Systems (ES) Copyright © 2014 Pearson Education, Inc. 11-‹#› 16 Expert A human being who has developed a high level of proficiency in making judgments in a specific domain Expertise The set of capabilities that underlines the performance of human experts, including extensive domain knowledge, heuristic rules that simplify and improve approaches to problem solving, meta-knowledge and meta-cognition, and compiled forms of behavior that afford great economy in a skilled performance
  • 48. Important Concepts in ES Copyright © 2014 Pearson Education, Inc. 11-‹#› 17 Experts / Expertise Degrees or levels of expertise Ratio of non-experts to exper Transferring Expertise From expert to computer to nonexperts via acquisition, representation, inferencing, transfer Symbolic Reasoning / Inferencing Deep Knowledge / Self Knowledge Features and Concepts in ES Copyright © 2014 Pearson Education, Inc.
  • 49. 11-‹#› 18 Conventional vs. Expert Systems Continued… Copyright © 2014 Pearson Education, Inc. 11-‹#› Conventional vs. Expert Systems …
  • 50. Copyright © 2014 Pearson Education, Inc. 11-‹#› Application Case 11.2 Expert System Helps in Identifying Sport Talents Background Problem description Proposed solution Results Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 51. Applications of Expert Systems Classical Applications DENDRAL Applied knowledge (i.e., rule-based reasoning) Deduced likely molecular structure of compounds MYCIN A rule-based expert system Used for diagnosing and treating bacterial infections XCON A rule-based expert system Used to determine the optimal information systems configuration New applications: Credit analysis, Marketing, Finance, Manufacturing, Human resources, Science and Engineering, Education, … Copyright © 2014 Pearson Education, Inc. 11-‹#› 22 Applications of Expert Systems
  • 52. Copyright © 2014 Pearson Education, Inc. 11-‹#› Application Case 11.3 Expert System Aids in Identification of Chemical, Biological, and Radiological Agents Questions for Discussion How can CBR Advisor assist in making quick decisions? What characteristics of CBR Advisor make it an expert system? What could be other situations where such expert systems can be employed? Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 53. Structure of Expert Systems Development Environment Consultation Environment Major Components Knowledge acquisition subsystem Knowledge Engineer Knowledge Base Inference Engine User Interface Blackboard (workplace) Explanation subsystem (justifier) Knowledge-refining system Copyright © 2014 Pearson Education, Inc. 11-‹#› Structures of Expert Systems Copyright © 2014 Pearson Education, Inc.
  • 54. 11-‹#› 26 Application Case 11.4 Diagnosing Heart Diseases by Signal Processing Questions for Discussion List the major components involved in building SIPMES and briefly comment on them. Do expert systems like SIPMES eliminate the need for human decision making? How often do you think that the existing expert systems, once built, should be changed? Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 55. Knowledge Engineering (KE) A set of intensive activities encompassing the acquisition of knowledge from human experts (and other information sources) and converting this knowledge into a repository (commonly called a knowledge base) The primary goal of KE is to help experts articulate how they do what they do, and to document this knowledge in a reusable form Narrow versus Broad definition of KE? Copyright © 2014 Pearson Education, Inc. 11-‹#› 28 The Knowledge Engineering Process
  • 56. Copyright © 2014 Pearson Education, Inc. 11-‹#› 29 Difficulties in KE Copyright © 2014 Pearson Education, Inc. 11-‹#› Knowledge Engineering Knowledge Validation/Verification
  • 57. Evaluation is a broad concept - its objective is to assess an ES’s overall value Validation versus Verification Validation is the part of evaluation that deals with the performance of the system Verification is building the system right or substantiating that the system is correctly implemented to its specifications Copyright © 2014 Pearson Education, Inc. 11-‹#› Knowledge Representation in ES Expert knowledge must be represented in a computer- understandable format and organized properly in the knowledge base The most common/popular way to represent human knowledge: Production rules Condition-Action pairs IF … THEN … ELSE … Copyright © 2014 Pearson Education, Inc.
  • 58. 11-‹#› 32 IF premise, THEN conclusion IF your income is high, THEN your chance of being audited by the IRS is high Conclusion, IF premise Your chance of being audited is high, IF your income is high Inclusion of ELSE IF your income is high, OR your deductions are unusual, THEN your chance of being audited by the IRS is high, ELSE your chance of being audited is low More complex rules… Forms of Production Rules Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 59. 33 Knowledge and Inference Rules Knowledge rules (declarative rules), state all the facts and relationships about a problem Knowledge rules are stored in the knowledge base Inference rules (procedural rules), advise on how to solve a problem, given that certain facts are known Inference rules contain rules about rules (metarules) Inference rules become part of the inference engine Example: IF needed data is not known THEN ask the user IF more than one rule applies THEN fire the one with the highest priority value first Copyright © 2014 Pearson Education, Inc. 11-‹#› 34
  • 60. Inferencing in ES Inference is the process of chaining multiple rules together based on available data Forward chaining A data-driven search in a rule-based system. If the premise clauses match the situation, then the process attempts to assert the conclusion. Backward chaining A goal-driven search in a rule-based system. It begins with the action clause of a rule and works backward through a chain of rules in an attempt to find a verifiable set of condition clauses. Copyright © 2014 Pearson Education, Inc. 11-‹#› 35 Inferencing with Rules: Forward and Backward Chaining Firing a rule When all of the rule's hypotheses (the “if parts”) are satisfied, a rule said to be FIRED
  • 61. Inference engine checks every rule in the knowledge base in a forward or backward direction to find rules that can be FIRED Continues until no more rules can fire, or until a goal is achieved Copyright © 2014 Pearson Education, Inc. 11-‹#› 36 Goal-driven: Start from a potential conclusion (hypothesis), then seek evidence that supports (or contradicts with) it Often involves formulating and testing intermediate hypotheses (or sub-hypotheses) Inferencing – Backward Chaining Investment Decision: Variable Definitions A = Have $10,000 B = Younger than 30 C = Education at college level D = Annual income > $40,000 E = Invest in securities F = Invest in growth stocks G = Invest in IBM stock
  • 62. Knowledge Base Rule 1: A & C -> E Rule 2: D & C -> F Rule 3: B & E -> F (invest in growth stocks) Rule 4: B -> C Rule 5: F -> G (invest in IBM) Copyright © 2014 Pearson Education, Inc. 11-‹#› 37 Data-driven: Start from available information as it becomes available, then try to draw conclusions Which One to Use? If all facts available up front - forward chaining Diagnostic problems - backward chaining Inferencing – Forward Chaining FACTS: A is TRUE B is TRUE
  • 63. Knowledge Base Rule 1: A & C -> E Rule 2: D & C -> F Rule 3: B & E -> F (invest in growth stocks) Rule 4: B -> C Rule 5: F -> G (invest in IBM) Copyright © 2014 Pearson Education, Inc. 11-‹#› 38 Inferencing Issues How do we choose between BC and FC Follow how a domain expert solves the problem If the expert first collect data then infer from it => Forward Chaining If the expert starts with a hypothetical solution and then attempts to find facts to prove it => Backward Chaining How to handle conflicting rules IF A & B THEN C IF X THEN C Establish a goal and stop firing rules when goal is achieved
  • 64. Fire the rule with the highest priority Fire the most specific rule Fire the rule that uses the data most recently entered Copyright © 2014 Pearson Education, Inc. 11-‹#› 39 Inferencing with Uncertainty - Theory of Certainty Certainty Factors and Beliefs Uncertainty is represented as a Degree of Belief Express the Measure of Belief Manipulate degrees of belief while using knowledge-based systems Certainty Factors (CF) express belief in an event based on evidence (or the expert's assessment) 1.0 or 100 = absolute truth (complete confidence) 0 = certain falsehood CFs are NOT probabilities CFs need not sum to 100 Copyright © 2014 Pearson Education, Inc.
  • 65. 11-‹#› 40 Inferencing with Uncertainty Combining Certainty Factors Combining Several Certainty Factors in One Rule where parts are combined using AND and OR logical operators AND IF inflation is high, CF = 50 percent, (A), AND unemployment rate is above 7, CF = 70 percent, (B), AND bond prices decline, CF = 100 percent, (C) THEN stock prices decline CF(A, B, and C) = Minimum[CF(A), CF(B), CF(C)] => The CF for “stock prices to decline” = 50 percent The chain is as strong as its weakest link Copyright © 2014 Pearson Education, Inc.
  • 66. 11-‹#› 41 Inferencing with Uncertainty Combining Certainty Factors OR IF inflation is low, CF = 70 percent, (A), OR bond prices are high, CF = 85 percent, (B) THEN stock prices will be high CF(A, B) = Maximum[CF(A), CF(B)] => The CF for “stock prices to be high” = 85 percent Notice that in OR only one IF premise need to be true Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 67. 42 Combining two or more rules Example: R1:IF the inflation rate is less than 5 percent, THEN stock market prices go up (CF = 0.7) R2:IF unemployment level is less than 7 percent, THEN stock market prices go up (CF = 0.6) Inflation rate = 4 percent and the unemployment level = 6.5 percent Combined Effect CF(R1,R2) = CF(R1) + CF(R2)[1 - CF(R1)]; or CF(R1,R2) = CF(R1) + CF(R2) - Inferencing with Uncertainty Combining Certainty Factors Copyright © 2014 Pearson Education, Inc. 11-‹#› 43 Explanation Human experts justify and explain their actions
  • 68. … so should ES Explanation: an attempt by an ES to clarify reasoning, recommendations, other actions (asking a question) Explanation facility = Justifier Explanation Purposes… Make the system more intelligible Uncover shortcomings of the knowledge bases Explain unanticipated situations Satisfy users’ psychological and/or social needs, … Explanation as a Metaknowledge Copyright © 2014 Pearson Education, Inc. 11-‹#› 44 Two Basic Explanations Why Explanations - Why is a fact requested? How Explanations - To determine how a certain conclusion or recommendation was reached Some simple systems - only at the final conclusion Most complex systems provide the chain of rules used to reach the conclusion
  • 69. Explanation is essential in ES Used for training and evaluation Copyright © 2014 Pearson Education, Inc. 11-‹#› 45 Problem Areas Suitable For Expert Systems Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 70. Development of ES Defining the nature and scope of the problem Identifying proper experts Acquiring knowledge Knowledge engineer Selecting the Building Tools Shells versus Complete Development Coding the system Evaluating and Launching the System Copyright © 2014 Pearson Education, Inc. 11-‹#› 47 A Popular Expert System Shell Copyright © 2014 Pearson Education, Inc.
  • 71. 11-‹#› 48 Application Case 11.5 Clinical Decision Support System for Tendon Injuries Questions for Discussion Research other expert systems in other domains and list a few of them. Why is important to evaluate the expert systems before they are put into use? Copyright © 2014 Pearson Education, Inc. 11-‹#›
  • 72. Interpretation systems Prediction systems Diagnostic systems Repair systems Design systems Planning systems Monitoring systems Debugging systems Instruction systems Control systems, … Problem Areas Addressed by ES Copyright © 2014 Pearson Education, Inc. 11-‹#› 50 End of the Chapter
  • 73. Questions, comments Copyright © 2014 Pearson Education, Inc. 11-‹#› 51 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2014 Pearson Education, Inc. Copyright © 2014 Pearson Education, Inc.
  • 74. 11-‹#› 52 Questions / Answers Psychology Philosophy Logic Sociology Human Cognition Linguistics Neurology Mathematics Management Science Information Systems Statistics Engineering Robotics Biology Human Behavior Pattern Recognition Voice Recognition Intelligent tutoring Expert Systems Neural Networks Natural Language Processing Intelligent Agents Fuzzy Logic Game Playing Computer Vision Automatic Programming
  • 75. Genetic Algorithms Machine Learning Autonomous Robots Speech Understanding The AI Tree Computer Science D i s c i p l i n e s A p p l i c a t i o n s Inference Engine Working Memory (Short Term) Explanation Facility
  • 76. Knowledge Refinement Blackboard (Workspace) External Data Sources (via WWW) Knowledge Engineer Human Expert(s) Other Knowledge Sources Knowledge Elicitation Information Gathering Knowledge Base(s) (Long Term) User User Interface Facts Questions / Answers Rule Firings Knowledge Rules Inferencing Rules Facts Data / Information Refined Rules
  • 78. v i r o n m e n t Knowledge Acquisition Knowledge Representation Knowledge Validation Inferencing (Reasoning) Explanation & JustificationFeedback loop (corrections and refinements) Raw knowledge Codified knowledge Validated knowledge Meta knowledge Problem or Opportunity Solution
  • 80. 3 1, 2, 3, 4: Sequence of rule firings R1, R2, R3, R4, R5: Rules A, B, C, D, E, F, G: Facts Legend B D C and or C&D FG B&E and B EA&C and C A B R4 R2 R3 R5 R1
  • 81. R4 2 4 1 1 3 1, 2, 3, 4: Sequence of rule firings R1, R2, R3, R4, R5: Rules A, B, C, D, E, F, G: Facts Legend Paper Section 1: Reflection and Literature Review Using Microsoft Word and Professional APA format, prepare a professional written paper supported with three sources of research that details what you have learned from chapters 11 and 12. This section of the paper should be a minimum of two pages. Paper Section 2: Applied Learning Exercises In this section of the professional paper, apply what you have learned from chapters 11 and 12 to descriptively address and answer the problems below. Important Note : Dot not type the actual written problems within the paper itself. 1. Search to find and possibly test some applications of artificial intelligence and ES. Consider a fictional or real organizational work environment for which you are currently
  • 82. part of or what to be part of and think about a decision-making problem that requires some expertise (but is not too complicated) for this type of work environment. Based on research, experience and or understanding of this work environment, identify the problems that are supported or can potentially be supported by rule-based systems. Some possible example areas could include, and is not limited to, selection of suppliers, selection of a new employee, job assignment, computer selection, market contact method selection, determination of admission into graduate school and or specific ones more suited to the established work environment based on experience and or desire. 2. How does knowledge management support decision-making? Identify products or systems on the Web that help organizations accomplish knowledge management. Start with brint.com and knowledgemanagement.com. Try one out and report your findings and learning experience. 3. Important Note: With limited time for a college class, perfection is not expected but effort to be exposed to various tools with attempts to learn about them is critical when considering a career in information technology associated disciplines. Important Note : There is no specific page requirement for this section of the paper but make sure any content provided fully addresses each problem.
  • 83. Paper Section 3: Conclusions After addressing the problems, conclude your paper with details on how you will use this knowledge and skills to support your professional and or academic goals. This section of the paper should be around one page including a custom and original process flow or flow diagram to visually represent how you will apply this knowledge going forward. This customized and original flow process flow or flow diagram can be created using the “Smart Art” tools in Microsoft Word. Paper Section 4: APA Reference Page The three or more sources of research used to support this overall paper should be included in proper APA format in the final section of the paper. Paper Review and Preparation to submit for Grading Please make sure to proof read your post prior to submission. This professional paper should be well written and free of grammatical or typographical errors. Also remember not to plagiarize!!!!!!!!!!!!