EPANDING THE CONTENT OF AN OUTLINE using notes.pptx
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Knowledge Architecture
1. A Knowledge Services
Architecture:
People and Technology
Working Together
Albert Simard
Defence R&D Canada
Presented to
IEEE β ICC 2012
Ottawa, ON, June 10-15, 2012
6. Knowledge Management Levels Views
Transfer National Defence,
Markets
National Security,
Public Safety
Work Application
Creation
Collaboration Defence
R&D
Flow Canada
Sharing
Assets Stock
Infrastructure Resources Government
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8. Management Regimes Views
Authoritative Organizational Negotiated Responsible
Hierarchy Structure Agreement Autonomy
Purpose (Why) Authorize Organize Collaborate Create
Entity (What) Decisions & Objects & People & Environment
Actions Tasks Connectivity & Interests
Process (How) Decide & Act Capture & Connect Engage
Structure Communities people
Interactions Hierarchy Work Process Agreements Dialogue
Knowledge Authoritative Explicit Tacit Innate
Knowledge
Authority
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9. Knowledge Agenda Views
Management Regimes
Management Authoritative Organizational Negotiated Responsible
levels Hierarchy Infrastructure Agreement Autonomy
Transfer Direction Products & Exchange Knowledge
Services markets
Work Mandate Structure Agreement Self-interest
Collaboration Assignment Representation Partnership Participation
Sharing Vertical Horizontal Group Network
Assets Embed Sole IP rights Joint IP rights Open source
Infrastructure Authorize Organize Collaborate Create
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10. Knowledge Infrastructure Views
data, risk analysis,
reports, monitoring, learning, motivation,
operations, policies People rewards, incentives,
staffing, skills
Content, systems to
Processes
Services Tools capture, store,
share, and
process content
work routines
lessons learned,
best practices,
Governance roles, responsibilities,
authorities, resources
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11. Core Model Views
Who Need
(Why)
Schedule
No schedule
When
Work Service
(What) (How)
Real space
Cyberspace
Where
Input Output
Zachman (1987)
Rudyard Kipling (1902)
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12. One-Way Processes
Views
Linear Bypass Input/Output
Branch Parallel
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13. Two-Way Processes
Views
Linear Feedback Hierarchy
Circular Mesh
Hub and Spoke
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16. Engagement Social
β’ Autonomy: (agreed task, flexible schedule, select
technique, choose team)
β’ Mastery: (is a mindset, it takes time and effort, it
is asymptotic)
β’ Purpose: (meaningful goals, words are important,
policies)
Daniel Pink (2009)
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17. Why Engage Knowledge
Social
Workers?
β’ Knowledge is a human construct; it can only be
created and used by people.
β’ Knowledge cannot be conscripted; it must be
volunteered.
β’ Knowledge workers need to commit to and
become truly involved in their work.
β’ Ideally, people work:
β Not because it is asked of them,
β Not because they expect something in return,
β Because they want to; they enjoy doing it.
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18. Communities and Knowledge
Social
β’ Knowledge exists in the minds of people.
Experience is as important as formal knowledge.
β’ Knowledge is tacit as well as explicit.
Transferring tacit knowledge is more effective
through human interaction.
β’ Knowledge is social as well as individual.
Todayβs knowledge is the result of centuries of
collective research.
β’ Knowledge is changing at an accelerating rate.
It takes a community of people to keep up with
new concepts, practices, and technology.
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19. Community Benefits
Social
Participants Management
- Help with work - Connect isolated experts
- Solve problems - Coordinate activities
- Find experts - Fast problem solving
- Receive feedback - Reduce development time
- Place to learn - Standardize processes
- Latest information - Develop & retain talent
Outputs
- - Tangible: documents, reports, manuals,
recommendations, reduced innovation time and cost
- - Intangible: increased skills, sense of trust, diverse
perspectives, cross-pollinate ideas, capacity to
innovate, relationships, spirit of enquiry
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21. Culture and Sharing
Social
β’ Trust and safety
β’ Incentives and motivation
β’ Difficulty of explaining
β’ Different expertise
β’ Security and privacy
β’ Control and hoarding
β’ Large distances
β’ Different languages
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22. Collaboration
Social
β’ Dialogue, conversations in groups
β’ Sharing, exchanges among peers
β’ Candor, freedom of expression
β’ Trust, safety, honesty
β’ Transparency, openness
β’ Agreed rules of conduct
β’ Diversity, flexibility, outliers
β’ Equality, meritocracy of ideas
β’ Balanced accessibility and security
β’ Collective, not individual benefit
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23. Social Network Principles
Social
β’ Openness β collaboration
based on candor,
transparency, freedom,
flexibility, and accessibility.
β’ Peering β horizontal voluntary
meritocracy, based on fun,
altruism, or personal values.
β’ Sharing β increased value of
common products benefits all
participants.
β’ Acting Globally β value is
created through large
knowledge ecosystems.
Cass Sunstein (2006)
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24. User-Centric Architecture
System architecture plays a key roll in individual
behavior, group dynamics, and cultural norms.
β’ Tools that are easy and intuitive use.
β’ System interfaces that can be customized.
β’ Systems that help people do their work.
β’ Content that is easy to find and access.
β’ Work processes that facilitate knowledge flow.
β’ knowledge flow that is primarily horizontal.
β’ Diversity and flexibility are encouraged.
β’ The architecture promotes desired behavior.
User-centric design can double employee participation
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31. Environmental Monitoring View
search Intelligence
Cyberspace
Research filter
scan Media
Published Monitor
An
Literature Ac
al
ce
ys
ss
is
Conferences Atten ie w
d Rev Experience
te Disc
Communities Participa over
Re
t c Individuals
of practice
ol ici eiv
e
S
Detect
Practitioners Ad hoc *Web portal,
make explicit document *Search engine,
harvest Capture
harvest *Library
Store analysis apps.
interface
Monitoring Intelligence
Repository
* Other views
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32. Intelligence Production View
Intelligence
Work Monitoring Service
cyberspace, media other pathways
*Sharing,
Corroborate *Web portal,
*Expertise
Validate *Collaboration
*Sharing,
Analyze analysis apps.,
Interpret *Expertise
*Collaboration
template
Prepare *Office Apps.
Store interface
Intelligence Learning
Priorities
* Other views Repository Repository
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33. Service Framework for Intelligence Intelligence
Work Person / Group Input / Output Services
Corroborate practitioner, expert monitoring report / *Sharing, *Web portal,
corroborated report Expertise directory
Validate community, group validated report *Collaboration,
harvesting
Analyze analyst quantified report data management,
*Sharing, analysis,
pattern recognition,
Interpret subject-matter interpreted report *Expertise directory,
expert *Collaboration
Document author intelligence report *Office apps.
report template
Store author, data stored intelligence intelligence repository
manager report
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35. Innovation Meta-View
Innovation
Need
Development
Transfer
no
Produce?
yes
Commercialize
Implement
Operations
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36. Development View
Operational
Innovation
State of the art
need
Evaluate Review
Transfer
Innovation NO Yes
Design End?
MIS, *Library, *Web,
Store evaluation *Search,
*Expertise
Document interface Out
design app.
*Office apps. *Collaboration Inadequate
development
development
apps.
apps.
Develop No Yes
End?
Scale to Prototype
Production
inadequate
* Other inadequate Develop
views Functionality
Yes
End?
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37. Service Framework for Development
Innovation
Work Person / Group Input / Output Services
Review designer, developer need / feasibility, *Library, *Web portal,
specifications *Search engine,
*Expertise directory
Design designer, developer, prototype design design apps.,
user *Collaboration
Prototype developer, user feasible prototype development apps.
*Collaboration
Full Functionality developer, user functional prototype development apps.
*Collaboration
Scale to developer, user production-scale development apps.
production prototype *Collaboration
Document author documented *Office apps.
development development template
Store developer, content stored documents development
manager repository
Transfer developer, agent, transferred documents transfer template,
organization FTP portal
Evaluate user, evaluator, efficiency, effectiveness, *Mgt. info. System
37 developer outcomes evaluation protocol
38. Transfer View
Innovation
Work Development Service
physical access
Give *Web portal
Lend request processing
License Transact transaction mgt.
Provide Trade *Communication
Advertise Sell
*Collaboration
Explain Interact *Expertise
Promote
Support
FAQ
repository teaching
Intervene Publish
Proclaim warehouse
Disseminate Distribute *Communication
Hand out *Library
Rights Send *Web access
Inventor IP Repository
y Intent Manage IP IP Management
Protect Legal
Enforce
yes Produce no
Commercialize Implement
?
* Other views
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39. Commercialization View
Innovation
Work Transfer Service
*Mobilize
Analyze Market *Integrate
Robustness
Scalability out *Office apps.
Reliability
Business Model analysis repository
Authorize *Decision
Usability out
Maintainability Operational *Mgt. Info. System
Adaptation *Development
Materials
Components Produce User testing
Assembly Operational testing
QA/QC
Timing Launch product repository
Announcement *Web portal
Awareness Market *Communications
Value
Readiness *Monitor
Positioning Compete *Intelligence
Monitoring *Office apps.
Response
Product / Implementation
*Other views Service
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40. Implementation View
Commercialize Innovation
Transfer
Work Service
Robustness Authorize *Decision
Scalability
Reliability
Organizational planning app.
Maintainability Adaptation project app.
Usability focus group,
Utility User testing survey
Governance test environment
Processes Integration project app.
Interoperability
user Guides
Staff F.A.Qs.
Users Training formal courses
Operators on-Line courses
*Communication
Launch help desk
Awareness engagement
Engagement service standards
Operate
Standards IT infrastructure *Other views
Attributes Maintain maintenance
Prevent upgrades Management
Upgrade
Redundant Operations Information
Repair System
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41. CONCLUSION
β’ Systems and technology are inherently
structured. Knowledge work is inherently
unstructured. Linking the two is challenging.
β’ There are many ways to look at a knowledge
organization: structure, work, knowledge
management, and infrastructure.
β’ Knowledge is created and used by people. The
knowledge service architecture considers
individuals, communities, and culture.
β’ The architecture integrates people, governance,
work processes, technology and content.
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42. A Knowledge Services
Architecture:
Combines People
and Technology
To Make Knowledge
Work More Productive
42
Editor's Notes
This presentation is divided into three parts. Weβll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, letβs look at how the framework was developed.
This is an organizational infrastructure that includes pretty much everything that is needed to run CSS. This applies to KM as well as anything else that we do. Simply put, people use tools and process within a governance structure to increase the value of content and services. It isnβt a matter of focussing on one or more parts of the infrastructure. All parts must be reflected in a task, project, or program if it is to succeed.
I kept six honest serving-men, They taught me all I knew; Their names are What and Why and When And How and Where and Who. Rudyard Kipling (1902)
This presentation is divided into three parts. Weβll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, letβs look at how the framework was developed.
Successful social networks follow a number of principles. Describe the four.
This presentation is divided into three parts. Weβll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, letβs look at how the framework was developed.
This presentation is divided into three parts. Weβll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, letβs look at how the framework was developed.
This presentation is divided into three parts. Weβll start by describing why and how the knowledge services framework was developed. The knowledge organization will compare content management and knowledge service approaches for structuring knowledge management in an organizational context. The knowledge environment will consider how an organization interacts with its clients and, in the case of governments, with all citizens. So, letβs look at how the framework was developed.