KM Initiatives at DePaul University


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  • KM Initiatives at DePaul University

    1. 1. Knowledge Management Initiatives at DePaul University May 9, 2006 Alan Burns School of Computer Science, Telecommunications and Information Systems (CTI) DePaul University 243 S. Wabash Ave. Chicago, IL 60604 312-362-8237
    2. 2. Outline <ul><li>Current KM initiatives at DePaul </li></ul><ul><ul><li>Teaching: Schools, Programs, Courses </li></ul></ul><ul><ul><li>Research </li></ul></ul><ul><li>Where DePaul is headed </li></ul><ul><ul><li>Emergent trends in IT and KM </li></ul></ul><ul><ul><li>Virtual workplace environments </li></ul></ul><ul><li>Questions / Request for Feedback </li></ul>
    3. 3. About Us <ul><li>DePaul </li></ul><ul><ul><li>Founded in 1898 by Vincentians and have grown to become the country’s largest Catholic university. </li></ul></ul><ul><ul><li>Well respected, student focused, diverse, committed to your success, connected to Chicago and flexible </li></ul></ul>
    4. 4. About Us <ul><li>School of Computer Science, Telecommunications and Information Systems (CTI) </li></ul><ul><ul><li>CTI is the largest technology school in the United States with about 4,300 students enrolled. </li></ul></ul><ul><ul><li>With 12 bachelor’s degrees, 15 master’s degrees, a Ph.D. in Computer Science, and 15 certificate programs, CTI offers the broadest range of Information Technology programs in the Chicago area. </li></ul></ul>
    5. 5. About Us <ul><li>School of CTI </li></ul><ul><ul><li>In the fall of 2006, for example, we will offer 196 courses across these areas: </li></ul></ul><ul><ul><ul><li>Computer Gaming </li></ul></ul></ul><ul><ul><ul><li>Computer Science </li></ul></ul></ul><ul><ul><ul><li>Computer, Information and Network Security </li></ul></ul></ul><ul><ul><ul><li>Digital Cinema </li></ul></ul></ul><ul><ul><ul><li>E-Commerce Technology </li></ul></ul></ul><ul><ul><ul><li>Graphics and Animation </li></ul></ul></ul><ul><ul><ul><li>Human-Computer Interaction </li></ul></ul></ul><ul><ul><ul><li>Information Systems </li></ul></ul></ul><ul><ul><ul><li>Information Technology </li></ul></ul></ul><ul><ul><ul><li>Instructional Technology Systems </li></ul></ul></ul><ul><ul><ul><li>Software Engineering </li></ul></ul></ul><ul><ul><ul><li>Telecommunications </li></ul></ul></ul>
    6. 6. Current KM initiatives at DePaul <ul><li>KM is embedded in programs and courses </li></ul><ul><ul><li>School of Computer Science, Telecommunications and Information Systems (CTI) </li></ul></ul><ul><ul><ul><li>KM concentration in the Masters of Science in Information Systems program </li></ul></ul></ul><ul><ul><li>School for New Learning (SNL) </li></ul></ul><ul><ul><ul><li>Focus areas / specially designed competencies in the Master of Arts in Applied Professional Studies program </li></ul></ul></ul><ul><ul><ul><li>Special topics focus in the Master of Arts in Applied Technology program </li></ul></ul></ul>
    7. 7. Current KM initiatives at DePaul <ul><li>CTI Courses </li></ul><ul><ul><li>IS456, Knowledge Management Systems </li></ul></ul><ul><ul><li>IS512, Groupware and Virtual Collaboration </li></ul></ul><ul><ul><li>ECT 480, Intranets and Portals </li></ul></ul><ul><ul><li>CSC594, Case-Based Reasoning tools </li></ul></ul><ul><ul><li>ECT584, Web Data Mining for Business Intelligence </li></ul></ul><ul><ul><li>IS549, Data Warehousing and Data Mining </li></ul></ul><ul><li>CTI Courses (Cont.) </li></ul><ul><ul><li>HCI454, Information Architecture </li></ul></ul><ul><ul><li>IS 575, Intelligent Information Retrieval </li></ul></ul><ul><ul><li>CSC480, Foundations of Artificial Intelligence </li></ul></ul><ul><ul><li>CSC457, Expert Systems </li></ul></ul><ul><li>Commerce Courses </li></ul><ul><ul><li>MIS689, Knowledge Management </li></ul></ul><ul><ul><li>MIS364, Knowledge Management (u/g) </li></ul></ul>
    8. 8. Current KM initiatives at DePaul <ul><li>CTI Research </li></ul><ul><ul><li>Artificial Intelligence Labs </li></ul></ul><ul><ul><ul><li>“...home to a number of active research projects, including studies in information retrieval, natural language processing, data mining and intelligent agents.” </li></ul></ul></ul><ul><ul><li>Virtual Workplace Environment Lab </li></ul></ul><ul><ul><ul><li>Currently in development (more later) </li></ul></ul></ul>
    9. 9. Current KM initiatives at DePaul <ul><li>Social networking example </li></ul><ul><ul><li>Celia Ross </li></ul></ul><ul><ul><ul><li>DePaul Reference & Instruction Librarian </li></ul></ul></ul><ul><ul><ul><li>Bibliographer for Finance </li></ul></ul></ul><ul><ul><ul><li>American Library Association member </li></ul></ul></ul><ul><ul><ul><ul><li>Also Business Reference and Services Section (BRASS) member </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Maintains a &quot;Best of the Best Business Web Sites&quot; guide for Knowledge Management </li></ul></ul></ul></ul>
    10. 10. Outline <ul><li>Current KM initiatives at DePaul </li></ul><ul><ul><li>Teaching: Schools, Programs, Courses </li></ul></ul><ul><ul><li>Research </li></ul></ul><ul><li>Where DePaul is headed </li></ul><ul><ul><li>Emergent trends in IT and KM </li></ul></ul><ul><ul><li>Virtual workplace environments </li></ul></ul><ul><li>Questions / Request for Feedback </li></ul>
    11. 11. Emerging Trends in IT and KM <ul><li>Globalization of customers, suppliers and organizations </li></ul><ul><li>Improved capacity for data processing, storage and transport </li></ul><ul><li>The Network Economy (virtual vs. vertical integration) </li></ul><ul><li>Movement toward knowledge work/workers </li></ul><ul><li>“ Brain Drain” of retiring Baby Boomers </li></ul><ul><li>Emphasis on knowledge as a strategic asset </li></ul><ul><ul><li>The basis for sustainable competitive advantage? </li></ul></ul><ul><ul><li>Reason for resource heterogeneity across firms? </li></ul></ul><ul><ul><li>See next slide </li></ul></ul><ul><li>Information overload and the loss of down time </li></ul>
    12. 12. Emerging Trends in IT and KM <ul><li>Technologies previously under the KM umbrella have become their own entity </li></ul><ul><li>Shift in IT investment focus </li></ul><ul><ul><li>Over the last 18 months or so </li></ul></ul><ul><ul><li>Goal is now to improve decision making and effectiveness </li></ul></ul><ul><ul><ul><li>Fewer opportunities for improving productivity and efficiencies </li></ul></ul></ul><ul><ul><ul><li>Workflow automation, B2B, etc. have matured </li></ul></ul></ul><ul><ul><ul><li>To grow, companies are turning toward innovation and creativity and to a lesser extent, M&A/system integration </li></ul></ul></ul>
    13. 13. The New KM: High Performance Workplace? from Systems Analysis & Design 5th Edition Shelley, Cashman and Rosenblatt TPS MIS DSS EIS A shift back to DSS?
    15. 15. The New KM: Organizational Intelligence (?) <ul><li>Has KM expanded? </li></ul><ul><li>Organizational Intelligence, defined. (S. LaFloer): </li></ul><ul><ul><li>The integration of content-, document-, information- and knowledge management processes and technologies into an adaptable and measurable solution </li></ul></ul><ul><li>What an organization’s intelligence strategy requires (Burns): </li></ul><ul><ul><li>Knowledge management, where knowledge is </li></ul></ul><ul><ul><ul><li>a stock of what we know </li></ul></ul></ul><ul><ul><ul><li>a process of knowing </li></ul></ul></ul><ul><ul><ul><li>a capacity for absorbing knowledge (intelligence) </li></ul></ul></ul><ul><ul><li>across individual, team and enterprise levels </li></ul></ul><ul><ul><li>for tacit and explicit dimensions of knowledge, considering </li></ul></ul><ul><ul><li>what we knew, what we know and what we will know </li></ul></ul>
    16. 16. Organizational Intelligence Lately, I think of Organizational Intelligence as the larger umbrella under which KM resides. The table is incomplete and the technologies can transcend cell borders. * For example, see past KM Chicago presentations by Jason Marty, Susan Lendri Explicit: Group Decision Support Systems (GDSS) Tacit: Communities of practice Explicit: Personal Knowledge Management (PKM) Tacit: Social Networks Telephones Directories of resident experts Process of knowing (the learning process) Explicit: Best Practices * (the morphing of KM?) Portals Content Management Systems Tacit: Conversational KM Explicit: Knowledge Based Systems Tacit: Learning Management Systems Web Logs Stock of what you know KNOWLEDGE AS Enterprise Individual SCOPE OF MANAGEMENT
    17. 17. A need for VWE designers? <ul><li>Given the ever-increasing array of disparate KM/OI technologies, and their pace of development... </li></ul><ul><li>Is there a need for Virtual Workplace Environment designers? </li></ul><ul><ul><li>Who in the organization does this? </li></ul></ul><ul><ul><ul><li>A case for IT workers </li></ul></ul></ul><ul><ul><ul><li>A case for line managers </li></ul></ul></ul><ul><ul><li>Requires multidisciplinary approach, i.e. no one group (IT, Business, Information Science) owns the requisite knowledge </li></ul></ul>
    18. 18. Requisite skills/knowledge areas for VWE designers <ul><li>Design </li></ul><ul><li>Design of High Tech work environments (office of the future) </li></ul><ul><li>Design of High Tech educational environment (classroom of the future) </li></ul><ul><li>Workplace design (physical workplaces) </li></ul><ul><li>Community design (physical communities) </li></ul><ul><li>People </li></ul><ul><li>Leading virtual meetings </li></ul><ul><li>Leading virtual projects </li></ul><ul><li>Relationship building </li></ul><ul><li>Change management </li></ul><ul><li>Training </li></ul><ul><li>Technology </li></ul><ul><li>Knowledge Management systems </li></ul><ul><li>Portals </li></ul><ul><li>Content management systems </li></ul><ul><li>Conversational KM tools (wikis, blogs, CoP, etc.) </li></ul><ul><li>Personal KM tools </li></ul><ul><li>Collaboration, the tools, their selection and adoption </li></ul><ul><li>Information architecture </li></ul><ul><li>Taxonomies </li></ul><ul><li>Organizations </li></ul><ul><li>Diagnosing organizational problems </li></ul><ul><li>Root cause analysis </li></ul><ul><li>Organizational design </li></ul><ul><li>Organizational behavior </li></ul><ul><li>Prescribing OD, OB and technological solutions </li></ul>
    19. 19. Anticipated Outputs of DePaul’s VWE Project <ul><li>Certificate programs </li></ul><ul><li>Collaborative research with universities, organizations </li></ul><ul><li>Collaboration within CTI, inter-college within DePaul </li></ul><ul><li>Serendipitous others (?) </li></ul>
    20. 20. Summary <ul><li>Current KM initiatives at DePaul </li></ul><ul><ul><li>Teaching: Schools, Programs, Courses </li></ul></ul><ul><ul><li>Research </li></ul></ul><ul><li>Where DePaul is headed </li></ul><ul><ul><li>Emergent trends in IT and KM </li></ul></ul><ul><ul><li>Virtual workplace environments </li></ul></ul><ul><li>Questions / Request for Feedback </li></ul>
    21. 21. Questions <ul><li>Discussion </li></ul><ul><li>Feedback! </li></ul>
    22. 22. Supplemental material <ul><li>For discussion purposes </li></ul>
    23. 23. Ye Olde KM (?) <ul><li>KM is a process of capturing and making use of a firm’s collective expertise wherever it resides—in databases, on paper or in people’s heads—and distributing it to where it can help produce the biggest payoff (Hibbard, 1997) </li></ul><ul><li>KM is the art of creating value from an organization’s intangible assets (Sveiby, 2000) </li></ul><ul><li>KM is the classification, dissemination and categorization of information and people throughout the organization (Taft, 2000) </li></ul>
    24. 24. Knowledge Workers <ul><li>A narrow definition of knowledge workers includes only subject matter experts (SMEs) </li></ul><ul><ul><li>You might be a KW if: </li></ul></ul><ul><ul><ul><li>You are responsible for shaping their area, </li></ul></ul></ul><ul><ul><ul><li>You have a strong understanding of people/resources in your area </li></ul></ul></ul><ul><ul><ul><li>You have the power to make decisions in their area </li></ul></ul></ul><ul><li>More broadly, knowledge workers can be thought of as information workers or just skilled workers </li></ul><ul><li>The grassroots approach to KM focuses on elevating individual worker productivity </li></ul><ul><ul><ul><li>Rationale: Pareto principle </li></ul></ul></ul><ul><ul><ul><li>All employees do not contribute equally to performance </li></ul></ul></ul><ul><ul><ul><li>An argument against: Complexity of work has risen to a level where teams outperform experts? </li></ul></ul></ul>
    25. 25. Emerging Trends in IT and KM <ul><li>KM shifting away from enterprise productivity or enterprise-sanctioned systems to a focus on individual knowledge worker productivity. </li></ul><ul><li>Vendor offerings, such as smart enterprise suites that emphasize the integration of personal productivity tools into enterprise business applications will become popular. </li></ul><ul><ul><li>The dependence of knowledge workers on enterprise infrastructure will lessen. </li></ul></ul><ul><li>Grassroots KM represents a fundamental transfer of intellectual assets management from the enterprise to the individual knowledge worker. </li></ul>from Personal Knowledge Networks Emerge With Grassroots KM, Caldwell, F. (2002). Gartner ID: SPA-18-8059
    26. 26. Evolution of the Virtual Workplace Environment Project <ul><li>IS456, Knowledge Management Systems </li></ul><ul><ul><li>Past offerings </li></ul></ul><ul><ul><ul><li>Spring 2004 (special topics) </li></ul></ul></ul><ul><ul><ul><li>Winter 2005 (primarily a KBS course) </li></ul></ul></ul><ul><ul><ul><li>Summer 2005 (added wikis, PKM emphasis) </li></ul></ul></ul><ul><ul><ul><li>Winter 2006 (substantial expansion to wider array of technologies) </li></ul></ul></ul><ul><ul><ul><li>Summer 2006 (integrating KM with V W E) </li></ul></ul></ul>
    27. 27. Outline <ul><li>Current KM initiatives at DePaul </li></ul><ul><ul><li>Teaching: Schools, Programs, Courses </li></ul></ul><ul><ul><li>Research </li></ul></ul><ul><li>Where DePaul is headed </li></ul><ul><ul><li>Emergent trends in IT and KM </li></ul></ul><ul><ul><li>Virtual workplace environments </li></ul></ul><ul><li>Questions / Request for Feedback </li></ul>
    28. 28. Stages of the Knowledge Systems Development Life Cycle (KSDLC) <ul><li>The consistent theme is centered around KM Processes </li></ul><ul><ul><li>Capture </li></ul></ul><ul><ul><li>Structure </li></ul></ul><ul><ul><li>Store </li></ul></ul><ul><ul><li>Codify </li></ul></ul><ul><ul><li>Disseminate </li></ul></ul><ul><ul><li>Integrate </li></ul></ul><ul><ul><li>Use </li></ul></ul><ul><ul><li>Regenerate </li></ul></ul>
    29. 29. Knowledge vs. Information <ul><li>Information </li></ul><ul><ul><li>Objective </li></ul></ul><ul><ul><li>Measurable </li></ul></ul><ul><ul><li>Explicit, i.e. easily articulated </li></ul></ul><ul><ul><li>“ The message that we send” </li></ul></ul><ul><ul><li>Data in context, e.g. records in a database table </li></ul></ul><ul><li>Knowledge </li></ul><ul><ul><li>Subjective </li></ul></ul><ul><ul><li>Difficult to measure </li></ul></ul><ul><ul><li>Tacit, i.e. difficult to articulate </li></ul></ul><ul><ul><li>Context-dependent </li></ul></ul><ul><ul><li>The stock of what we know or how we come to know it </li></ul></ul><ul><ul><li>Patterns across records in a database table </li></ul></ul>
    30. 30. Tending to the usual suspects <ul><li>Some surveys indicate as many as 70% of KM initiatives fail to deliver promised returns. </li></ul><ul><li>Components important to successful KM initiatives </li></ul><ul><ul><li>People, Process, Technology </li></ul></ul><ul><ul><li>Workplace design </li></ul></ul><ul><ul><ul><li>see Davenport T.H., Thomas R.J., and Cantrell, S. (2002). The mysterious art and science of knowledge-worker performance, MIT Sloan Management Review, Fall 2002, 23-30. </li></ul></ul></ul><ul><ul><li>Revising compensation models </li></ul></ul><ul><ul><li>Resolving ownership issues </li></ul></ul><ul><ul><li>Valuation of KM systems </li></ul></ul><ul><ul><li>Others </li></ul></ul>
    31. 31. Organizational Learning and Knowledge Management from Handbook of Organizational Learning and Knowledge Management, Easterby-Smith, M. and Lyles, M. (2003)
    32. 32. Views of Knowledge Management <ul><li>Top-down approaches </li></ul><ul><ul><li>e.g. See Knowledge Support Hype Cycle </li></ul></ul><ul><ul><li>Knowledge based systems </li></ul></ul><ul><ul><li>Knowledge discovery in databases (data mining) </li></ul></ul><ul><ul><li>Content management </li></ul></ul><ul><ul><li>Workflow automation </li></ul></ul><ul><ul><li>Groupware </li></ul></ul><ul><li>Bottom-up / Grassroots (Personal KM) </li></ul><ul><ul><li>Wiki </li></ul></ul><ul><ul><li>Personal Pro </li></ul></ul><ul><ul><li>Blog </li></ul></ul><ul><ul><li>RSS aggregators (e.g. Pluck) </li></ul></ul><ul><ul><li>Concept mapping (Mindmapper, Mindmanager, Freemind, etc.) </li></ul></ul>
    33. 33. Personal Knowledge Management (PKM) <ul><li>A grassroots KM approach, i.e. bottom up from the knowledge worker </li></ul><ul><li>Some definitions of PKM: </li></ul><ul><ul><li>A conceptual framework to organize and integrate information that we, as individuals, feel is important so that it becomes part of our personal knowledge base... a strategy for transforming what might be random pieces of information into something that can be systematically applied and that expands our personal knowledge (Frand & Dixon, 1999) </li></ul></ul><ul><ul><li>A set of skills and practices that allows an individual to effectively and efficiently process data, information and knowledge that have come into his/her possession. In theory, these skills will allow one to be able to make better-informed decisions and more rapidly solve problems (Dorsey, 2000) </li></ul></ul><ul><ul><li>The process and associated tools that knowledge workers can use to help them manage their personal knowledge (Burns, 2005) </li></ul></ul>
    34. 34. Similar terms <ul><li>PKM should not be confused with </li></ul><ul><ul><li>Personal Information Management (PIM) , which refers to a set of software tools for managing email, address books, meetings, etc. </li></ul></ul><ul><ul><li>Personal Knowledge Networks (PKN) . PKNs are “virtual networks centered on individual knowledge workers that provide connectivity and information according to his or her role, location and device in use (Casanota, 2004). </li></ul></ul><ul><ul><ul><li>PKN refers to accessing the location of knowledge bases, whereas PKM refers primarily to evaluating, organizing and analyzing information. </li></ul></ul></ul><ul><li>See Stefan LaFloer’s excellent presentation last month :^) </li></ul>
    35. 35. Similar terms <ul><li>PKM and Learning </li></ul><ul><ul><li>Learning </li></ul></ul><ul><ul><ul><li>is the creation of knowledge structures </li></ul></ul></ul><ul><ul><ul><li>takes time, reflection </li></ul></ul></ul><ul><ul><ul><li>the result of education </li></ul></ul></ul><ul><ul><li>PKM </li></ul></ul><ul><ul><ul><li>is the management of diverse information streams </li></ul></ul></ul><ul><ul><ul><li>an ongoing process, once knowledge structures are in place </li></ul></ul></ul><ul><ul><ul><li>seemingly follows learning, although adaptation of knowledge structures is inevitable </li></ul></ul></ul>
    36. 36. Knowledge as Conversations <ul><li>Conversational knowledge creation (e.g. discussion forums, online communities) is becoming a popular way to manage knowledge. </li></ul><ul><li>Several desirable features include: </li></ul><ul><ul><li>Economical and technology undemanding. Many on-line communities are built on little more than a listserv or a (freely available) web- based discussion forum. </li></ul></ul><ul><ul><li>Fast, potentially taking only as long as required for one person to post a question and others to post or e-mail a response. Particularly useful for environments where ad-hoc knowledge creation is required. </li></ul></ul><ul><ul><li>Particularly suitable for environments where knowledge is not centralized, but resides with multiple owners who may be located far apart. </li></ul></ul>
    37. 37. Some Conversational KM Tools <ul><li>E-mail </li></ul><ul><li>Static and database backed web pages </li></ul><ul><li>Discussion forums </li></ul><ul><li>Instant messaging </li></ul><ul><li>Internet chat </li></ul><ul><li>Group decision support systems </li></ul><ul><li>Video/audio streaming </li></ul><ul><li>Video/audio conferencing </li></ul><ul><li>Web logs (blogs) </li></ul><ul><li>Wikis </li></ul>from Wagner, C. (2003). Wiki: A Technology for Conversational Knowledge Management and Group Collaboration, Communications of the AIS, 13 (19).
    38. 38. Conversational KM Technologies from Wagner, C. (2003). Wiki: A Technology for Conversational Knowledge Management and Group Collaboration, Communications of the AIS, 13 (19).