The document discusses the knowledge management systems life cycle (KMSLC), which involves several stages: evaluating existing infrastructure, forming a KM team, capturing knowledge, designing the KM blueprint through iterative prototyping, verifying and validating the system, implementing it, and managing change. It compares the KMSLC to the conventional systems life cycle and notes key differences like the iterative nature and emphasis on knowledge capture in the KMSLC. It also examines challenges in building KM systems and characteristics of users versus experts.
Knowledge management systems life cycleRaymond Koh
1) The document discusses the differences between conventional system life cycles and knowledge management system (KMS) life cycles.
2) It outlines the steps in a KMS life cycle including evaluating existing infrastructure, capturing knowledge, designing a blueprint, testing and implementing the system.
3) Key aspects of building a successful KMS include forming a knowledgeable team, gaining support from experts, and using a knowledge developer to architect the system and facilitate knowledge capture and transfer.
The document outlines the key steps in a knowledge management system (KM) life cycle: 1) evaluating existing infrastructure; 2) forming a KM team; 3) capturing knowledge; 4) designing the KM blueprint; 5) testing the KM system; 6) implementing the KM system; 7) managing change and reward structures; and 8) post-system evaluation. The KM blueprint addresses important design issues. Testing involves verification and validation procedures. Implementation includes training employees and classifying users. Managing change deals with potential resistors. Post-evaluation assesses the system's impact.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
This document summarizes and compares several knowledge management models:
- The KM Process Framework by Bukowitz and Williams (1999) outlines four stages - get, use, learn, contribute - and emphasizes the strategic focus and context of KM.
- The KM Matrix by Gamble and Blackwell (2001) splits the KM process into four stages: locating knowledge sources, organizing knowledge, socialization, and internalization. It provides guidelines for KM implementation but focuses only on knowledge sharing.
- The Knowledge Management Process Model by Botha et al (2008) presents KM as three overlapping categories - technology, people, and processes - and includes knowledge creation, but like the other models it lacks strategic context.
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
The document discusses knowledge management architecture, which consists of four main elements: knowledge components, knowledge management processes, information technology, and organizational aspects. It defines each of these elements and provides examples. For knowledge components, it includes knowledge definition and categories. For processes, it lists the typical steps like knowledge discovery, organization, sharing, reuse, creation and acquisition. It also outlines characteristics of a successful KM architecture like availability, accuracy, effectiveness and accessibility of knowledge.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Managing Tacit And Explicit Knowledge Ratnakarsharmaratnakar_sharma
Knowledge Management is an integrated approach to identifying, capturing, managing and sharing an organization\'s information assets like documents, database, other repositories and employee\'s expertise. It is a conscious strategy of getting the right knowledge to the right people at the right time so they can make the right decisions.
Effective management of knowledge is important because knowledge can create commercial value only when it is put into action. Knowledge is fortunately a process that can be nurtured in organizations.
This presentation explains Tacit and Explicit, the two forms, the knowledge comes from in.
Knowledge management systems life cycleRaymond Koh
1) The document discusses the differences between conventional system life cycles and knowledge management system (KMS) life cycles.
2) It outlines the steps in a KMS life cycle including evaluating existing infrastructure, capturing knowledge, designing a blueprint, testing and implementing the system.
3) Key aspects of building a successful KMS include forming a knowledgeable team, gaining support from experts, and using a knowledge developer to architect the system and facilitate knowledge capture and transfer.
The document outlines the key steps in a knowledge management system (KM) life cycle: 1) evaluating existing infrastructure; 2) forming a KM team; 3) capturing knowledge; 4) designing the KM blueprint; 5) testing the KM system; 6) implementing the KM system; 7) managing change and reward structures; and 8) post-system evaluation. The KM blueprint addresses important design issues. Testing involves verification and validation procedures. Implementation includes training employees and classifying users. Managing change deals with potential resistors. Post-evaluation assesses the system's impact.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
This document summarizes and compares several knowledge management models:
- The KM Process Framework by Bukowitz and Williams (1999) outlines four stages - get, use, learn, contribute - and emphasizes the strategic focus and context of KM.
- The KM Matrix by Gamble and Blackwell (2001) splits the KM process into four stages: locating knowledge sources, organizing knowledge, socialization, and internalization. It provides guidelines for KM implementation but focuses only on knowledge sharing.
- The Knowledge Management Process Model by Botha et al (2008) presents KM as three overlapping categories - technology, people, and processes - and includes knowledge creation, but like the other models it lacks strategic context.
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
The document discusses knowledge management architecture, which consists of four main elements: knowledge components, knowledge management processes, information technology, and organizational aspects. It defines each of these elements and provides examples. For knowledge components, it includes knowledge definition and categories. For processes, it lists the typical steps like knowledge discovery, organization, sharing, reuse, creation and acquisition. It also outlines characteristics of a successful KM architecture like availability, accuracy, effectiveness and accessibility of knowledge.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
Managing Tacit And Explicit Knowledge Ratnakarsharmaratnakar_sharma
Knowledge Management is an integrated approach to identifying, capturing, managing and sharing an organization\'s information assets like documents, database, other repositories and employee\'s expertise. It is a conscious strategy of getting the right knowledge to the right people at the right time so they can make the right decisions.
Effective management of knowledge is important because knowledge can create commercial value only when it is put into action. Knowledge is fortunately a process that can be nurtured in organizations.
This presentation explains Tacit and Explicit, the two forms, the knowledge comes from in.
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
1) Knowledge management (KM) impacts organizations by influencing people, processes, products, and performance.
2) KM improves learning, adaptability, and job satisfaction for employees. It also enhances effectiveness, efficiency, and innovation for organizational processes.
3) KM positively impacts products by enabling value-added and knowledge-based offerings. It further benefits performance by realizing economies of scale and scope as well as sustainable competitive advantage.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
The document discusses knowledge management and its importance for organizational success. It describes how knowledge management can help organizations bridge various gaps between data, information, knowledge, actions, and results. Specifically, it addresses how knowledge management deals with the entire cycle from acquiring data to achieving results, whereas information management only addresses part of that cycle. Finally, it emphasizes that knowledge management should be managed from a results perspective to fully leverage its benefits.
The document discusses the roles and attributes of knowledge leaders. It states that knowledge leaders are essential for establishing knowledge management (KM) in an organization. They provide vision, energy and enthusiasm to implement KM. Their roles vary by organization but they play an important part in building knowledge communities and communicating the complex framework of KM. Knowledge leadership draws from various disciplines like librarianship, information technology, human resources, and business management. The document also outlines the roles of knowledge leaders in developing organizational systems, culture, support, capabilities, and structure to support KM.
The document discusses various aspects of information systems planning including:
1) It outlines the systems development life cycle and discusses existing systems maintenance, analysis, design, implementation, and improvements.
2) It describes different information systems planning methodologies like Business Systems Planning, Critical Success Factors, and Strategic Information Planning.
3) It discusses the challenges of information systems planning including foreseeing the future, communication challenges, ensuring business-IT alignment, and maintaining system performance.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
A knowledge management system is an information system designed to assist in sharing and integrating knowledge within an organization. It facilitates key knowledge management processes like knowledge discovery, organization, sharing, reuse, and creation. Benefits of a KM system include giving all employees access to management and business knowledge, making it easier to adopt new technologies, and improving staff engagement. Examples of KM systems include feedback databases that share customer and employee feedback, shared project files that allow collaborative work, and research databases containing market information.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
1. The document provides guidance on performance counseling and feedback for managers. It discusses when counseling and feedback are appropriate, how to conduct effective counseling and feedback sessions, and what to do if counseling does not achieve the expected outcomes.
2. Key aspects of effective counseling and feedback include being timely, factual, constructive, and focused on agreed outcomes for improvement. Counseling should be a two-way discussion to address underperformance, misconduct, or other issues.
3. If counseling does not resolve the problem, options may include changing duties, moving to a new role, formal warnings, or misconduct procedures, depending on the situation. The overall goal is to improve performance or conduct through open communication and agreed action plans.
The document discusses knowledge management systems (KMS). It defines key terms like data, information, and knowledge. It describes the benefits of KMS for businesses like increased efficiency and reduced uncertainty. It also discusses challenges of managing knowledge like knowledge hoarding. The document provides examples of how companies like Xerox have successfully implemented KMS to share solutions and expertise globally. It concludes that developing new knowledge is only one challenge and that acquiring, diffusing, and embodying knowledge in products are also important for effective knowledge management.
The document discusses several major knowledge management models:
- The Nonaka and Takeuchi Knowledge Spiral Model describes how tacit and explicit knowledge can be transformed within an organization through four modes of knowledge conversion.
- The von Krogh and Roos Model distinguishes between individual and social knowledge and analyzes how knowledge is acquired and shared in organizations.
- The Choo Sense-Making KM Model focuses on sense making, knowledge creation, and decision making to help organizations adapt strategically.
- The Wiig Model emphasizes organizing knowledge for usefulness and outlines types and degrees of internalization of knowledge.
- The Boisot KM model conceptualizes knowledge as an "information good" that spreads differently depending on its
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
Application of Semantic Knowledge Management System in Selected Areas of Pol...Cognitum
Application of Semantic Knowledge Management System in Selected Areas of Polish Public Administration
---
Zastosowanie semantycznego systemu zarządzania wiedzą w wybranych obszarach polskiej administracji publicznej
---
http://www.cognitum.eu/semantics/
The document provides an overview of knowledge management (KM), including its definition, history, key concepts, and current state. It defines KM as the process through which organizations generate value from intellectual and knowledge-based assets. These assets include both explicit assets like reports and publications, as well as tacit assets rooted in human experience. The value of KM is that organizations can compete based on knowledge, which some see as the only sustainable competitive advantage. While KM has its roots in the 1980s, it draws from many disciplines today and aims to make knowledge sharing part of an organization's culture and processes. However, fully realizing KM's potential remains a challenge.
1) Knowledge management (KM) impacts organizations by influencing people, processes, products, and performance.
2) KM improves learning, adaptability, and job satisfaction for employees. It also enhances effectiveness, efficiency, and innovation for organizational processes.
3) KM positively impacts products by enabling value-added and knowledge-based offerings. It further benefits performance by realizing economies of scale and scope as well as sustainable competitive advantage.
Knowledge Management Lecture 1: definition, history and presenceStefan Urbanek
1. Knowledge management aims to leverage collective wisdom to increase organizational responsiveness and innovation through the continuous flow of knowledge to the right people at the right time.
2. It involves strategies, tools, and techniques for managing both explicit knowledge that is recorded as well as tacit knowledge that resides within people.
3. Knowledge management has its roots in the recognition that much of an organization's valuable knowledge walks out the door, and emerged as a field in the 1980s with the proliferation of information technology.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes different types of explicit and tacit knowledge. Several knowledge management models are introduced, including the Nonaka/Takeuchi knowledge spiral model and the Choo sense-making KM model. The document also discusses why organizations invest in knowledge management, such as enabling better decision making and avoiding duplicating mistakes.
The document discusses knowledge management and its importance for organizational success. It describes how knowledge management can help organizations bridge various gaps between data, information, knowledge, actions, and results. Specifically, it addresses how knowledge management deals with the entire cycle from acquiring data to achieving results, whereas information management only addresses part of that cycle. Finally, it emphasizes that knowledge management should be managed from a results perspective to fully leverage its benefits.
The document discusses the roles and attributes of knowledge leaders. It states that knowledge leaders are essential for establishing knowledge management (KM) in an organization. They provide vision, energy and enthusiasm to implement KM. Their roles vary by organization but they play an important part in building knowledge communities and communicating the complex framework of KM. Knowledge leadership draws from various disciplines like librarianship, information technology, human resources, and business management. The document also outlines the roles of knowledge leaders in developing organizational systems, culture, support, capabilities, and structure to support KM.
The document discusses various aspects of information systems planning including:
1) It outlines the systems development life cycle and discusses existing systems maintenance, analysis, design, implementation, and improvements.
2) It describes different information systems planning methodologies like Business Systems Planning, Critical Success Factors, and Strategic Information Planning.
3) It discusses the challenges of information systems planning including foreseeing the future, communication challenges, ensuring business-IT alignment, and maintaining system performance.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
A knowledge management system is an information system designed to assist in sharing and integrating knowledge within an organization. It facilitates key knowledge management processes like knowledge discovery, organization, sharing, reuse, and creation. Benefits of a KM system include giving all employees access to management and business knowledge, making it easier to adopt new technologies, and improving staff engagement. Examples of KM systems include feedback databases that share customer and employee feedback, shared project files that allow collaborative work, and research databases containing market information.
Knowledge management and Organizational Learningshiluswami46
Knowledge management and organizational learning are important for organizations to improve performance over time. Knowledge management is the process of creating, acquiring, capturing, sharing and using knowledge, while organizational learning focuses on improving the organization through experience. There are three types of knowledge - tacit knowledge which is personal and difficult to share, implicit knowledge gained from experience, and explicit knowledge which can be easily transmitted. For an organization to learn, individuals must first learn through interpretation of information, then share knowledge in groups to develop new approaches, and finally the organization institutionalizes lessons through experimentation.
1. The document provides guidance on performance counseling and feedback for managers. It discusses when counseling and feedback are appropriate, how to conduct effective counseling and feedback sessions, and what to do if counseling does not achieve the expected outcomes.
2. Key aspects of effective counseling and feedback include being timely, factual, constructive, and focused on agreed outcomes for improvement. Counseling should be a two-way discussion to address underperformance, misconduct, or other issues.
3. If counseling does not resolve the problem, options may include changing duties, moving to a new role, formal warnings, or misconduct procedures, depending on the situation. The overall goal is to improve performance or conduct through open communication and agreed action plans.
The document discusses knowledge management systems (KMS). It defines key terms like data, information, and knowledge. It describes the benefits of KMS for businesses like increased efficiency and reduced uncertainty. It also discusses challenges of managing knowledge like knowledge hoarding. The document provides examples of how companies like Xerox have successfully implemented KMS to share solutions and expertise globally. It concludes that developing new knowledge is only one challenge and that acquiring, diffusing, and embodying knowledge in products are also important for effective knowledge management.
The document discusses several major knowledge management models:
- The Nonaka and Takeuchi Knowledge Spiral Model describes how tacit and explicit knowledge can be transformed within an organization through four modes of knowledge conversion.
- The von Krogh and Roos Model distinguishes between individual and social knowledge and analyzes how knowledge is acquired and shared in organizations.
- The Choo Sense-Making KM Model focuses on sense making, knowledge creation, and decision making to help organizations adapt strategically.
- The Wiig Model emphasizes organizing knowledge for usefulness and outlines types and degrees of internalization of knowledge.
- The Boisot KM model conceptualizes knowledge as an "information good" that spreads differently depending on its
Gives an overview on knowledge and knowledge management. Discusses the various knowledge management processes and systems necessary for effective knowledge management practice.
Knowledge management is important for organizations today for three main reasons: globalization, leaner organizations with increased workloads, and corporate amnesia due to increased workforce mobility. Effective knowledge management involves capturing knowledge (tacit and explicit), sharing knowledge through communities of practice, and embedding knowledge management systems into organizational processes. Key technologies that support knowledge management include intranets, groupware, document management systems, and knowledge bases. Case studies of knowledge management in Indian companies like NTPC, PowerGrid, and IT industries demonstrate how capturing tacit knowledge, collaborating, disseminating best practices, and driving innovation can provide benefits at the individual, community, and organizational levels.
Application of Semantic Knowledge Management System in Selected Areas of Pol...Cognitum
Application of Semantic Knowledge Management System in Selected Areas of Polish Public Administration
---
Zastosowanie semantycznego systemu zarządzania wiedzą w wybranych obszarach polskiej administracji publicznej
---
http://www.cognitum.eu/semantics/
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
Trilogy Model Of Knowledge Creation Cebrian,MethusaelMethusael Cebrian
This is a knowledge creation model i propose which is entirely built around the classroom learning. The model was based on the SECI, OODA, and Kukkonen Models that are specifically designed for transforming a working organization into a learning organization. With the school, which is primarily a learning organization, some processes in the SECI and other models are no longer applicable. Thus, a dedicated knowledge creation model for classroom must be created.
Design and implementation of an expert system for monitoring and management o...Ahmed Spirit
This document summarizes a thesis presentation on designing an expert system for monitoring and managing web-based industrial applications. The presentation covers problem statements and objectives, a case study of an industrial production line, designing a web service monitoring system using XML schemas, implementing the expert management system using a knowledge base and rules engine, and conclusions and future work. The goal is to integrate old automation technologies with modern web service and information technologies using a smart monitoring and management system.
A knowledge management system (KMS) is a system for applying and using knowledge management principles. These include data-driven objectives around business productivity, a competitive business model, business intelligence analysis and more.
Knowledge Management System for New Product DevelopmentStephen Au
This document discusses knowledge management systems (KMS) to support new product development. It begins by defining knowledge and knowledge management frameworks. It then covers topics like the types of product innovation, categories of knowledge, and tools that can support a KMS. The document proposes that a KMS architecture is needed to integrate people, processes, and technologies. It also discusses key principles for effective knowledge management and a KM maturity model. The overall aim appears to be providing guidance on developing and implementing a KMS to facilitate knowledge sharing and organizational learning for new product development.
Knowledge Management system in current scenario.suba ramanujam
Knowledge management systems (KMS) capture, develop, share, and use organizational knowledge. KMS are used in various fields like business, non-profits, human resources, and information systems. There are two types of knowledge: tacit knowledge which is internalized and not consciously aware, and explicit knowledge which can be easily communicated. KMS aim to convert tacit knowledge into explicit knowledge. KMS can be techno-centric with a focus on enhancing sharing through technology, organizational with a focus on facilitating knowledge through organizational design, or ecological with a focus on knowledge as a complex system of people and environment. Common KMS technologies include groupware, workflows, content management, portals, eLearning, and tele
Knowledge management and knowledge sharingAtef Mannaa
This document provides an overview of knowledge management and knowledge sharing by reviewing relevant literature. It discusses definitions of knowledge, distinguishing it from information and data. Tacit and explicit knowledge are described, as are individual, group, and organizational knowledge. Models of knowledge creation and management are examined, including distinguishing different types of knowledge and their interaction. Knowledge management is discussed as focusing on managing existing explicit knowledge or building new knowledge, and the role of information technology versus behavioral aspects are addressed.
The document discusses knowledge management, including definitions, types of knowledge, the importance of knowledge in the knowledge economy, organizational changes that can be expected with knowledge management implementation, and tools that can be used. It emphasizes that knowledge is a key intangible asset that organizations must manage, especially as the global economy shifts to being knowledge-based. Effective knowledge management focuses on generating, sharing, embedding, facilitating the transfer of knowledge to foster innovation and learning across the organization.
This document provides an introduction to knowledge management. It defines knowledge management as the process of generating value from an organization's intellectual and knowledge-based assets. This involves codifying what employees know and sharing it to develop best practices. The document discusses why knowledge management is important, as knowledge is often the most valuable asset. It also discusses different types of knowledge, including tacit vs explicit knowledge. Cognitive psychology and its role in knowledge management is covered. Finally, it introduces the knowledge management system lifecycle as one approach to managing knowledge.
This document discusses knowledge management concepts including organizational knowledge types (social, axiomatic, organizational knowledge capital), Nonaka's model of knowledge creation and transformation (socialization, externalization, combination, internalization), and knowledge mapping techniques. It describes organizational network analysis as a methodology to map knowledge networks and uncover interactions within and across organizational boundaries. Core issues in knowledge management implementations and benefits of knowledge mapping for organizations are also summarized.
Knowledge Management at Toyota
According to analysts, Toyota's success in both the local and global markets was based on its gaining a competitive advantage through implementation of innovative and path-breaking ideas on its production floors.
Toyota Production System (TPS) worked on the basic idea of maintaining a continuous flow of products in factories in order to adapt flexibly to changes in demand.
TPS linked all production activities to real dealer demand through implementation of Kanban, JIT (Just-In-Time) and other quality measures...
The document discusses software processes and provides an overview of key concepts:
1) It describes different software process models including waterfall, incremental development, and reuse-oriented processes.
2) It covers important process activities like requirements specification, design/implementation, validation, and evolution.
3) It discusses approaches for coping with changing requirements like prototyping and incremental delivery.
The Rational Unified Process (RUP) is presented as a modern generic software process that incorporates elements of other process models.
This document discusses managing application development in CA 2E. It provides an overview of MKS and its partnership with CA, as well as customer scenarios using MKS Implementer and CA 2E together. It then summarizes the key capabilities of the CA 2E Change Management Option for managing the CA 2E application lifecycle, including check-out/check-in, promotion, and remote deployment. It also discusses how MKS Integrity can provide additional capabilities beyond just CA 2E models.
The document describes different software development processes and models. It discusses the waterfall model, incremental development, reuse-oriented development, and the spiral model. The waterfall model involves sequential phases from requirements to maintenance. Incremental development interleaves specification, development and validation. Reuse focuses on assembling systems from existing components. The spiral model is iterative with risk assessment at each loop. The Rational Unified Process combines elements of these models into phases of inception, elaboration, construction and transition.
The document provides best practices for configuration management. It discusses that configuration management is at the core of effective service management and affects the efficiency of the entire corporate service strategy. It also discusses that configuration management includes documentation, service level agreements, service catalogs, warranties, and knowledge. Finally, it discusses that configuration management enables enterprises to manage evolving relationships between assets, customers, departments, organizations, and suppliers.
The document discusses systems development life cycle methodology. It describes the SDLC project team, which includes personnel from information systems and business units led by a project manager. The team also includes systems analysts who work closely with end users and managers. The document then outlines the various phases of the SDLC, including definition, construction, implementation, and maintenance phases. It also discusses alternative development approaches like prototyping, rapid application development, and agile software development.
This document discusses different software processes and activities. It covers incremental development, which delivers software in increments and allows for early customer feedback. Reuse-oriented engineering focuses on integrating existing components. Key process activities include specification, design/implementation, validation, and evolution. Specification involves requirements analysis. Design translates requirements into a structure, while implementation creates an executable program. Validation verifies the system meets requirements through testing. Evolution allows software to change with changing needs.
This document discusses software processes and models. It covers the following key points:
1. Software processes involve activities like specification, design, implementation, validation and evolution to develop software systems. Common process models include waterfall, incremental development and reuse-oriented development.
2. Processes need to cope with inevitable changes. This can involve prototyping to avoid rework or using incremental development and delivery to more easily accommodate changes.
3. The Rational Unified Process is a modern process model with phases for inception, elaboration, construction and transition. It advocates iterative development and managing requirements and quality.
System analysis and design involves analyzing existing systems to determine if replacing or upgrading would make operations more useful, productive and profitable. It aims to specify computing system tasks in detail so programmers can develop an efficient system. Key activities include analyzing organizational data processing needs, deciding what the computing system should do, and ensuring the developed system works efficiently.
Can “Feature” be used to Model the Changing Access Control Policies? IJORCS
Access control policies [ACPs] regulate the access to data and resources in information systems. These ACPs are framed from the functional requirements and the Organizational security & privacy policies. It was found to be beneficial, when the ACPs are included in the early phases of the software development leading to secure development of information systems. Many approaches are available for including the ACPs in requirements and design phase. They relied on UML artifacts, Aspects and also Feature for this purpose. But the earlier modeling approaches are limited in expressing the evolving ACPs due to organizational policy changes and business process modifications. In this paper, we analyze, whether “Feature”- defined as an increment in program functionality can be used as a modeling entity to represent the Evolving Access control requirements. We discuss the two prominent approaches that use Feature in modeling ACPs. Also we have a comparative analysis to find the suitability of Features in the context of changing ACPs. We conclude with our findings and provide directions for further research.
The document discusses the skills needed to succeed as a systems analyst, which are grouped into four categories: analytical skills, technical skills, management skills, and interpersonal skills. It provides details on each set of skills, including systems thinking, problem identification, project management, communication, and standards of practice in the field. Maintaining these skills through continuing education is emphasized.
The document summarizes key aspects of software processes as discussed in Chapter 2, including common process models like waterfall, incremental development, and reuse-oriented processes. It also describes common process activities like specification, design/implementation, validation, and evolution. A detailed explanation is provided of the Rational Unified Process (RUP), which incorporates elements of other models and defines phases like inception, elaboration, construction, and transition that may be iterated.
The document summarizes key aspects of software processes as discussed in Chapter 2, including common process models like waterfall, incremental development, and reuse-oriented processes. It also describes common process activities like specification, design/implementation, validation, and evolution. A detailed explanation is provided of the Rational Unified Process (RUP), which incorporates elements of other models and defines phases like inception, elaboration, construction, and transition that may be iterated.
The document provides an overview of software processes and models. It discusses the waterfall model, incremental development, and reuse-oriented processes. The waterfall model involves separate sequential phases while incremental development interleaves specification, development and validation. The Rational Unified Process (RUP) combines elements of different models and involves iterative phases of inception, elaboration, construction and transition. RUP aims to reduce risks and accommodate changes through incremental delivery and development.
Ian Sommerville, Software Engineering, 9th Edition Ch2Mohammed Romi
This document summarizes key aspects of software processes and models. It discusses the basic activities involved in software development like specification, design, implementation, validation and evolution. It describes process models like waterfall, incremental development and reuse-oriented processes. The waterfall model involves sequential phases while incremental development interleaves activities. Validation includes testing stages from unit to system level. The document also covers designing for change and evolution.
This document discusses software life cycle models, including the waterfall, incremental, evolutionary (prototyping), and spiral models. It describes the common phases of software development like requirements, design, implementation, testing, deployment, and maintenance. The waterfall model is a traditional sequential approach, while other models allow for more iterative development and flexibility. Selection of the appropriate model depends on factors like the project and level of risk.
Component Based Distributed System DevelopmentEmmanuel Fuchs
Component based development aims to reduce the cost of developing large distributed systems through programming by assembly rather than development. This involves using pre-existing software components that can be combined like manufacturing rather than custom developing each part, lowering skills requirements and allowing experts to focus on domain problems to improve software quality. Key aspects include the component execution model, business model, and Common Component Model (CCM) which defines object deployment and container concepts.
Enterprise Content Management (ECM) focuses on the management of unstructurted content, documents, and related processes. A strategy for ECM must look at how improvement in how documents and document related process will enable overall business goals and objectives
VMworld 2013: Get on with Business - VMware Reference Architectures Help Stre...VMworld
VMworld 2013
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Luke Youngblood, McKesson Corporation
Troy Casey, McKesson Corporation
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This document discusses software configuration management (SCM). It provides definitions of SCM from sources like IEEE standards and the SWEBOK. SCM is defined as the process of managing changes to software projects through their lifecycle. Key aspects of SCM discussed include configuration items, versions and variants, baselines, change requests, SCM tools, and the unified change management process.
Quantify the Functional Requirements in Software System EngineeringKarthika Parthasarathy
This document discusses an approach to analyzing and quantifying functional requirements in software system engineering. It begins by introducing system engineering as a process that transforms operational needs into system configurations. Software system engineering applies these principles to the development of large, complex software systems. The paper focuses on categorizing and prioritizing functional requirements during the requirements analysis phase of software development. Analyzing, designing, and organizing system elements according to engineering principles helps produce documentation to guide software development and manage technical functions. This process aims to reduce complexity and improve customer satisfaction.
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Course Objective
The purpose of this course is to make a short summary about the Fsoft processes & practices to be used in the project context.
This course is not aimed to replace the normal training courses.
After the course, student will achieve (be able to):
Review project timesheet
Use the information from Timesheet to manage project effort.
Why?
Ensure correctness and completeness of effort information to manage projects and improve processes
Who?
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When?
Before 10:00 am every Monday
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Understand Fsoft metric system.
Know about Fsoft PCBs and norms.
Be able to use data for managing projects.
Effort (Project, work product, process, type of activity): Weekly
Schedule (Start-date, expected end-date, actual end-date, delivery): At milestones
Defect (Project, work product, stage detected, QC activities, stage injected, process origin, severity, classification type, priority): Weekly
Size (Total, work product, activity): At milestones
Requirement (Total, size, status): Weekly
Customer complaints, customer satisfaction survey point, NC
Tools: Fsoft management suite (Timesheet, DMS, NCMS, Dashboard, Fsoft Insight)
Practical use of Fsoft Insight for managing projects
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Case study: Create new project
Create WO
Define project parameters
Create products
Plan effort and schedule
Record requirements
Plan defect
Identify risk
Lecture 2 - KNOWLEDGE MANAGEMENT SYSTEMS LIFE CYCLE
1. Chapter 2: Knowledge Management Systems Life Cycle
ADP1 Develop Knowledge Management Solutions
Lecture Two
2. Chapter 2: Knowledge Management Systems Life Cycle
For any task, from as simple as planning
a trip, working on a maths problem,
The process involves a number of steps
until you come up with a solution.
In developing a large software system
used in industry, the process also follows
a number of defined steps which are
accepted as best practices by
practitioners.
2-2
3. Chapter 2: Knowledge Management Systems Life Cycle
How many of you have taken a
programming unit either here or
elsewhere before?
What would be the steps you would
take in completing a programming
assignment?
2-3
4. Chapter 2: Knowledge Management Systems Life Cycle
read the problem statement
mentally think about how to solve it
select a programming language (if
decided, select what kind of data
structures)
translate into program code
compile, run and test
modify if program doesn't function
as expected
Satisfied!!
2-4
5. Chapter 2: Knowledge Management Systems Life Cycle
Challenges in building KM Systems
Compare CSLC and KMSLC
User’s vs. Expert’s Characteristics
Stages of KMSLC
2-5
6. Chapter 2: Knowledge Management Systems Life Cycle
Culture
— getting people to share
knowledge
Knowledge evaluation
— assessing the worth of knowledge
across the organization
Knowledge processing
— documenting how decisions are
reached
Knowledge implementation
— organizing knowledge and
integrating it with the processing
strategy for final deployment
2-6
7. Chapter 2: Knowledge Management Systems Life Cycle
Conventional KM System
versus
System Life Cycle Life Cycle
Recognition of Need and Evaluate Existing
Feasibility Study Infrastructure
Functional Requirements Form the KM Team
Specifications
Knowledge Capture
Logical Design (master Iterative
design plan)
Design KMS Blueprint
Physical Design (coding)
Verify and validate the KM
System
Testing
Iterative
Implement the KM System
Implementation (file
conversion, user training)
Manage Change and
Rewards Structure
Operations and Maintenance
Post-system evaluation
2-7
8. Chapter 2: Knowledge Management Systems Life Cycle
Systems analysts deal with information from
the user; knowledge developers deal with
knowledge from domain experts
Users know the problem but not the solution;
domain experts know both the problem and
the solution
Conventional SLC is primarily sequential; KM
SLC is incremental and interactive.
System testing normally at end of
conventional system life cycle; KM system
testing evolves from beginning of the cycle
2-8
9. Chapter 2: Knowledge Management Systems Life Cycle
Conventional system
life cycle is process-
driven or “specify then
build”
KM system life cycle is
result-oriented or “start
slow and grow”
2-9
10. Chapter 2: Knowledge Management Systems Life Cycle
Both begin with a problem
and end with a solution
Both begin with information
gathering or knowledge
capture
Testing is essentially the same
to make sure “the system is
right” and “it is the right
system”
Both developers must choose
the appropriate tool(s) for
designing their respective
systems
2-10
11. Chapter 2: Knowledge Management Systems Life Cycle
Evaluate Existing
Infrastructure
Form the KM Team
Knowledge Capture
Iterative Rapid Design KM Blueprint
Prototyping
Verify and validate the KM
System
Implement the KM System
Manage Change and
Rewards Structure
Post-system evaluation
2-11
12. Chapter 2: Knowledge Management Systems Life Cycle
System justifications:
What knowledge will be lost
through
retirement, transfer, or
departure to other firms?
Is the proposed KM system
needed in several locations?
Are experts available and
willing to help in building a KM
system?
Does the problem in question
require years of experience
and tacit reasoning to solve?
2-12
13. Chapter 2: Knowledge Management Systems Life Cycle
Consider breadth and
depth of the project within
financial, human
resource, and operational
constraints
Project must be
completed quickly
enough for users to foresee
its benefits
Check to see how current
technology will match
technical requirements of
the proposed KM system
2-13
14. Chapter 2: Knowledge Management Systems Life Cycle
Risky to plunge into a KMS without
strategy
Knowledge developer should
consider:
Vision
Resources
Culture
2-14
15. Chapter 2: Knowledge Management Systems Life Cycle
Identify the key stakeholders
of the prospective KM
system.
Team success depends on:
› Ability of team members
› Team size
› Complexity of the project
› Leadership and team
motivation
› Not promising more than
can be realistically
delivered
2-15
16. Chapter 2: Knowledge Management Systems Life Cycle
Explicit knowledge
captured in repositories
from various media
Tacit knowledge
captured from
company experts using
various tools and
methodologies
Knowledge developers
capture knowledge
from experts in order to
build the knowledge
base
2-16
17. Chapter 2: Knowledge Management Systems Life Cycle
› How does one know the
expert is in fact an expert?
› How would one know that
the expert will stay with the
project?
› What backup should be
available in case the
project loses the expert?
› How could we know what
is and what is not within
the expert’s area of
expertise?
2-17
18. Chapter 2: Knowledge Management Systems Life Cycle
The KM blueprint addresses
several issues:
Finalize scope of proposed
KM system with realized net
benefits
Decide on required system
components
Develop the key layers of
the KM software
architecture to meet
company requirements
System interoperability and
scalability with existing
company IT infrastructure
2-18
19. Chapter 2: Knowledge Management Systems Life Cycle
Verification procedure:
ensures that the system
has the right functions
Validation procedure:
ensures that the system
has the right output
Validation of KM
systems is not
foolproof
2-19
20. Chapter 2: Knowledge Management Systems Life Cycle
Converting a new KM system into actual
operation
includes conversion of data or files
also includes user training
Quality assurance is important, which includes
checking for:
› Reasoning errors
› Ambiguity
› Incompleteness
› False representation (false positive and false
negative)
2-20
21. Chapter 2: Knowledge Management Systems Life Cycle
Goal is to minimize
resistance to
change
› Experts
› Regular employees
(users)
› Troublemakers
Resistances via
projection, avoidan
ce, or aggression 2-21
22. Chapter 2: Knowledge Management Systems Life Cycle
Assess system impact in terms of
effects on:
› People
› Procedures
› Performance of the business
Areas of concern:
› Quality of decision making
› Attitude of end users
› Costs of Knowledge processing and
update 2-22
23. Chapter 2: Knowledge Management Systems Life Cycle
Has accuracy and timeliness of
decision making improved?
Has KMS caused organizational
changes?
What are users’ reactions towards
KMS?
Has KMS changed the cost of
operating the business?
Have relationships among users
affected? 2-23
25. Chapter 2: Knowledge Management Systems Life Cycle
Common Inborn ability to sense, judge, or perceive
Sense situations; grows stronger over time
Fact A statement that relates a certain element
of truth about a subject matter or a domain
Heuristic A rule of thumb based on years of
experience
Knowledge Understanding gained through experience;
familiarity with the way to perform a task;
an accumulation of facts, procedural rules,
or heuristics
Intelligence The capacity to acquire and apply
knowledge 2-25
26. Chapter 2: Knowledge Management Systems Life Cycle
Shallow (readily recalled) and deep
(acquired through years of
experience)
Explicit (already codified) and tacit
(embedded in the mind)
Procedural (repetitive, stepwise)
versus Episodical (grouped by
episodes)
2-26
27. Chapter 2: Knowledge Management Systems Life Cycle
An expert in a specialized area
masters the requisite knowledge
The unique performance of a
knowledgeable expert is clearly
noticeable in decision-making
quality
Knowledgeable experts are more
selective in the information they
acquire
Experts are beneficiaries of the
knowledge that comes from
experience 2-27
28. Chapter 2: Knowledge Management Systems Life Cycle
1. Purpose
2. Statement of Scope & Objectives
2.1 System functions
2.2 Users and characteristics
2.3 Operating environment
2.4 User environment
2.5 Design/implementation constraints
2.6 Assumptions and dependencies
3. Functional Requirements
3.1 User interfaces
3.2 Hardware interfaces
3.3 Software interfaces
3.4 Communication protocols and interfaces
4. Nonfunctional Requirements
4.1 Performance requirements
4.2 Safety requirements
4.3 Security requirements
4.4 Software quality attributes
4.5 Project documentation
4.6 User documentation 2-28
29. Chapter 2: Knowledge Management Systems Life Cycle
Attribute User Expert
Dependence on system High Low to nil
Cooperation Usually cooperative Cooperation not
required
Tolerance for ambiguity Low High
Knowledge of problem High Average/low
Contribution to system Information Knowledge/expertise
System user Yes No
Availability for system
builder Readily available Not readily available
2-29
30. Chapter 2: Knowledge Management Systems Life Cycle
Structure
the Problem
Reformulate Repeated
the Problem Cycle(s)
Structure
a Task
Make Repeated
Modifications Cycle(s)
Build
a Task
2-30
31. Chapter 2: Knowledge Management Systems Life Cycle
.....
1 User Interface
(Web browser software installed on each user’s PC)
Authorized access control
2 (e.g., security, passwords, firewalls, authentication)
Collaborative intelligence and filtering
3 (intelligent agents, network mining, customization, personalization)
Knowledge-enabling applications
4 (customized applications, skills directories, videoconferencing, decision support systems,
group decision support systems tools)
Transport
5 (e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow)
Middleware
6 (specialized software for network management, security, etc.)
The Physical Layer
(repositories, cables)
7
Databases Legacy applications Groupware Data warehousing
(e.g., payroll) (document exchange, (data cleansing,
collaboration) data mining)
2-31
32. Chapter 2: Knowledge Management Systems Life Cycle
Team performs Evaluate relationship
Outcome
a specialized task between action and
Achieved
outcome
Knowledge
Feedback Developer
Knowledge
transfer
Knowledge method
stored in a selected
form usable by
others in the
organization
2-32
33. Chapter 2: Knowledge Management Systems Life Cycle
Knowledge
pH = nH/(nH+nT)
Counting EV=pH RH+ pT RT
pT = nT/(nH+nT)
HTHTT pH = 0.40
HHHTH nH = 40 pT = 0.60
… nT = 60 EV = -$0.80
RH = +$10
TTTHT RT = -$8
Data Information
Value
Zero Low Medium High Very High
2-33
34. Chapter 2: Knowledge Management Systems Life Cycle
Culture
— getting people to share
knowledge
Knowledge evaluation
— assessing the worth of
knowledge across the
organization
Knowledge processing
— documenting how decisions
are reached
Knowledge implementation
— organizing knowledge and 2-34
35. Chapter 2: Knowledge Management Systems Life Cycle
Foresee what the business
is trying to achieve, how it
will be done, and how the
new system will achieve
goals
2-35
36. Chapter 2: Knowledge Management Systems Life Cycle
Check on the affordability of the
business to invest in a new KM
system
2-36
37. Chapter 2: Knowledge Management Systems Life Cycle
Is the company’s
political and social
environment open
and responsive to
adopting a new KM
system?
2-37