1. Information & Knowledge
Management - Class 1
Marielba Zacarias
Prof. Auxiliar DEEI
FCT I, Gab 2.69, Ext. 7749
mzacaria@ualg.pt
http://w3.ualg.pt/~mzacaria

2. Summary
IT, IS, Information
Information Management
Knowledge Managment
Knowledge Engineering

3. Information
Management

4. Three levels!
SAH: Informação
Sistema de Informação
Tecnologia de Informação

5. SI vs TI
Information Technology
means to build and operate SI (data, SW, HW and
(tele)comunications)
Information System
activities related to collecting, storing, processing,
distributing and using information
manual (people!) and automated activities
processes/procedures

6. SI/TI vs Information
Client
ES
MIS
ERP
KS
SCM CRM
TPS
Logística Manufatura Recursos Finanzas Contabilidade Vendas e
Operações Humanos Marketing

7. Information Entities
Any person, place, concept, thing or
event about which we need to have
information
In an enterprise, Client is an information
entity
In a university, Student is an information
entity

8. Information
Architecture
1. Informational Entities
2. Relations among them
3. Relation with IS

9. Information
Architecture
Financial Services Application
Academic Services Application Payroll Application

10. Information Management
Activities
Capture Filter
Collect Classify
Store Catalogue
Update Integrate
Delete Distribute
Index Visualize

11. IT for information
management
Content Management Learning Management
Systems Systems
Document Management Data warehouses
Systems
Analytical Systems
Records Management
Systems Enterprise Modeling Systems
Digital Asset Management ....
Systems

12. Information
Management Roles
Architects
information Data management specialists
application Data quality specialists
Application designers Data integration specialists
Data modelers Business analysts
Database administrators Content management
specialists
Business intelligence
specialists Professionals in security,
compliance, privacy and
related disciplines

13. Bottom line...
Information management activities must
focus on information entities rather than
documents, images, data-base records,
messages, etc.
...while addressing the relationship
between them

14. Knowledge
Management
in Organizational and
Management Sciences

15. Types of knowledge
“The Tacit Dimension”, M. Polanyi, 1966
Tacit
Individual knowledge embedded in
experience and involves opinions,
instincts, judgements and values
Explicit
Knowledge shared via oral or written
means (for some, information)

16. Types of Knowledge
Empirical: Conceptual:
Tacit knowledge from Explicit knowledge
experience articulated through language,
symbols and images
Skill & “know-how”,
Atention, love and trust Designs, models, concepts about
Energy, passion and stress artifacts
Routines: Sistemic:
Tacit knowledge routinized Explícit knowledge
through work practices standardized, distributed and
packaged
Know-how about daily Documents, Specifications,
operations, organizational manuals, data bases, patents
routines and culture and licences

17. Knowledge creation
process (SECI)

18. Knowledge Chain
internal awareness
know core skills and competences
internal responsiveness
explore and exploit them in value actions
external responsiveness
capacity to satisfy market needs
external awareness
ability of perceiving how the market values product and
services

19. Chain dynamics
Internal Internal
Awareness
Responsiveness

20. Wrong chain
internal awareness external responsiveness
extensive use of graphics, no feedback loops with
management through clients, few predictive efforts
memos, no knowledge
sharing, static procedures external awareness
and policies. Focus on
product lines
slow distribution
channels, standard
internal responsiveness products, long
innovation cycles,
new ideas drowned by excessive focus on the
hierarchical and excessively internal rate of return
departamentalized structures

21. Right Chain
internal awareness external responsiveness
awareness of strenghts and reduction of filters to access
weaknesses, experiences are the market and capacity of
openly communicated, focus creating partnerships with
on compentencies and skills clients and competitors,
proactive thinking and
not on products
behavior
internal responsiveness external awareness
ability of organizing
competencies based on focus on service client
internl awareness and market and using knowledge as
needs a value-creating product

22. KM Processes
(Frapaiolo)
Intermediation
link knowledge-person
from provider to consumer
Externalization
link knowledge-knowledge
store in repository
organize within classification system

23. KM Processes II
(Frapaiolo)
Internalization
link knowledge-query
extraction & filtering by consumer
Cognition
link knowledge-process
application of knowledge in organizational
activity

24. A model for KM

25. Another model
KM Influences
Govern
Learning
Recognition of Triggers KME, Achievement of
Knowledge need Knowledge Activities
Projection
Available for processing in
Knowledge Resources

26. Another model
Competition
Fashion
Markets KM Influences
Technology
Time Govern
GEPSE climate
Learning
Recognition of Triggers KME, Achievement of
Knowledge need Knowledge Activities
Projection
Available for processing in
Knowledge Resources

27. KM Activities 1
External Sources
Acquiring
Using
Internalizing

28. KM Activities 1
External Sources
Identifying knowledge in the
environment and transforming
it into a representation for
usage and/or internalization
Acquiring
Identifying
Capturing
Using Organizing
Transferring
Internalizing

29. KM Activities 2
External Sources
Acquiring
Knowledge Resources
Using Selecting
Internalizing

30. KM Activities 2
External Sources Participants’ knowledge
Artifacts
Culture
Strategy
…
Acquiring
Knowledge Resources
Using Selecting
Internalizing

31. KM Activities 2
External Sources Participants’ knowledge
Artifacts
Culture
Strategy
Identifying knowledge within …
the organization’s KR and
providing it in an appropriate Acquiring
representation to an activity
that needs it
Knowledge Resources
Identifying Using Selecting
Capturing
Organizing
Transferring
Internalizing

32. KM Activities 3
External Sources
Acquiring
Knowledge Resources
Using Selecting
Internalizing

33. KM Activities 3
External Sources
Acquiring
Knowledge Resources
Using Selecting
Internalizing
Incorporating knowledge into the
organization. Culminating activity
in organizational learning
Assessing
Targeting
Structuring
Delivering

34. KM Activities 3
External Sources
Acquiring
Knowledge Resources
Using Selecting
Generating
Internalizing
Externalizing
External Targets

35. KM Activities 3
External Sources
Generating
Applying existing knowledge to
generate new (or not new)
knowledge Acquiring
Monitoring
Knowledge Resources
Evaluating Using Selecting
Producing
Transferring Generating
Internalizing
Externalizing
External Targets

36. KM Activities 3
External Sources
Generating
Applying existing knowledge to
generate new (or not new)
knowledge Acquiring
Monitoring
Knowledge Resources
Evaluating Using Selecting
Producing
Transferring Generating
Externalizing Internalizing
Externalizing
Making some knowledge
available in an outward form
Targeting
Producing External Targets
Transferring

37. Knowledge Management
Activities that we do not do in IM
socialize synthesize
internalize design
externalize learn
combine sharing
“sensemaking” tomar decisões
create

38. Knowledge
Management
in Information Systems

39. Knowledge Management
(Laudon & Laudon)
Capture, Codification and Discovery
Expert Systems, Neuronal networks, fuzzy logic, data
mining, genetic algorithms, intelligent agents
Creation
CAD, Virtual Reality, Investment workstations
Sharing
Tools supporting individual and collaborative work (e-
mail, groupware, intranets)
Distribution
word processing, worksheets, publishing tools

40. CommonKADS
Methodology to carry out structured
knowledge Management, Knowledge
Analysis and Knowledge-intensive
system development
Product from Artificial Intelligence

41. CommonKADS
Premises
Knowledge is a valuable asset
Knowledge engineering lies at the heart
of development, distribution and
maintenance of knowledge assets

42. Knowledge in
CommonKADS
Data, information and knowledge
slightly different meanings
Data is uninterpreted signals
Information is data with meaning
Data and information that people bring
about to practical use in action

43. Knowledge Engineering
Discipline devoted to the analysis,
design and implementation of
knowledge systems
knowledge systems =
expert systems, knowledge-based
systems, knowledge-intensive
information systems

44. First Architecture of
Knowledge Systems
Reasoning
Mechanism
Domain
Knowledge
(facts, rules)

45. Knowledge Engineering
Principles
Constructing different aspect models of human
knowledge
Modeling activity
First concentrate on the conceptual structure of
knowledge, leave programming details for later
Knowledge has a stable structure analyzable through
knowledge types and roles
Knowledge Project must be managed in a controlled
“spiral” way (iterative and incremental)

46. CommonKADS
Model Suite
organization
task model agent model
model
knowledge communication
model model
design
model

47. Organizational & Task
Models
Mayor features of an organization to
discover problems and opportunities,
feasibility and impact of knowledge
systems
Task layout. Inputs and outputs, pre-
conditions, performance criteria, needed
resources and competences

48. Agent & Knowledge
Models
Human and automated agents.
Competences, authority and constraints
to act. Communication links among
agents.
Knowledge Types and Structures in a
language understandable by humans.
Vehicle of communication with experts
and users about problem-solving aspects

49. Knowledge
Representation
Semantic Networks, Frames
Conceptual maps
Class diagrams
Topic Maps
Graphs
Rules, Scripts....

50. Communication and
Design Models
Communicative transactions
Language-Action Perspective modeling
approaches
Technical specifications in terms of
architecture, implementation platform
and software modules
based on the previous models

51. CommonKADS
roles
Knowledge provider/expert
Knowledge engineer/analyst
Knowledge-system developer
Knowledge user
Project Manager
Knowledge Manager
architecture + management issues