This document summarizes a presentation on ontology and taxonomy creation. It discusses why ontology and taxonomy are important for information architecture, defining key terms. It also outlines different approaches to ontology and taxonomy creation, including starting from scratch, capturing existing structures, encoding applications, and using formal methods. The document concludes by discussing adoption, including using maturity models and local deployment leads to promote adoption.

1. Washington DC.
August 2011
Satory Global
Results: the foundation for your investment…
Information Management:
Ontology and Taxonomy Creation
Brian K Seitz

2. Satory Global, LLC
Agenda
 Why is Ontology and Taxonomy Important
– Problems and Benefits
– Definitions
 O&T Lifecycle
– Creation
– Adoption
– Evolution

3. Ontology / Taxonomy Problem and Benefits
 What is it that the enterprise is manipulating?
Satory Global, LLC
 Where do I find it?
3
September 17, 2014

4. Satory Global, LLC
Agenda
 Why is Ontology and Taxonomy Important
– Problems and Benefits
– Definitions
 O&T Lifecycle
– Creation
– Adoption
– Evolution

5. Ontology and Taxonomy are the key ingredients
to Information architecture
Information architecture is more than just an IT concern
Ontology requires a joint effort
between business and IT
Multiple taxonomies are common,
even within an organization
• “How information is stored is almost never how it
is searched for or retrieved”
• Enterprise Architect's Notebook , Brian K Seitz, 1986
Satory Global, LLC
– Organizational
– Functional
5
February 28, 2011
Seitz’s Law of Knowledge Management

6. Ontology / Taxonomy definition
 Every Taxonomy has an inferred Ontology
Satory Global, LLC
6
September 17, 2014

7. Taxonomy characteristics
The name and organization of things
Satory Global, LLC
– Hierarchy
– Network
– List
7
September 17, 2014

8. Ontology characteristics
Satory Global, LLC
 Things and Meaning
8
September 17, 2014

9. Ontology Management
Satory Global, LLC
Ontology ……
Ontologies are definitions of objects
Meta Data (tags)
are one of may ways to enable ontologies
February 28, 2011 9

10. Different ontologies/taxonomies for different
needs
Satory Global, LLC
 Vendor Application:
– EXCEL, WORD, POWERPOINT, ACCESS
– Indicates the software used to manipulate but gives not indication of usage
or content
 Technology Category
– Spreadsheet, Text Document, Slide Presentation, Database, Form, Flowchart
– Indicates usage but not software to manipulate or content
 Organizational Structure
– Groups, Departments, Individual Shares
– Ownership but not sharing
 Business Defined:
– Business Forecast, Annual Report, Sales Presentation, Inventory, Requisition
form, Procurement Process
– Indicates contents that End Users are concern with but does not indicate
usage or software needed to use.
10
February 28, 2011

11. Is Structure Meaning?
Satory Global, LLC
 Social Networks
11
September 17, 2014

12. Satory Global, LLC 12
February, 2011
Taxonomy?

13. Alison
Watson
Bill
Gates
Mike Sventi
Satory Global, LLC 13
February, 2011
Social Groups
Aerospace Community
Stan Seitz
Larry Kitchen Dave Nelson
CAD Community
Cyon Research
Brad Holtz
Joel Orr
Lockheed
Microsoft Community
Chris Gibbons
Brooke Banbury
IBM Corporate
Stas T.
Don Brown Garrett Long
SMB Community
Bo Burlingham Pat Singleton
Norm Judah
Tom
Rizzo
Gen. Abner
Martin
Denise
Wisnowski

14. Satory Global, LLC 14
February, 2011
Roles in Ontology / Taxonomy creation
The Body Enterprise
‘87
ISO Product Data Definition
‘93
CIO Workbench
Active Directory
‘95
Digital Nervous System
‘99
SharePoint / ITIL
‘09
IBM Marketing CMMI
‘00
Business Architecture
‘10

15. Is SharePoint a Enterprise virus?
 End-users in Enterprise create multiple sites using self service,
spreading SharePoint across enterprise
 Content of sites are typically ad hoc, do not follow corporate
standards for data quality or security
 Applications are developed that do not follow I.T. best practices
 Hundreds of sites that are poorly labeled and have content that does
not have a consistent taxonomy (files, departments vs. business
objects)
Satory Global, LLC
15
September 17, 2014

16. Will SharePoint kill I.T. organizations ?
SharePoint is to Web as MS Access is to Relational
Databases
Satory Global, LLC
16
September 17, 2014

17. Ontology/Taxonomy Example
White Pages Vs. Yellow Pages
Phone Book > Contact List > CRM
Satory Global, LLC
17
September 17, 2014

18. Satory Global, LLC
Agenda
 Why is Ontology and Taxonomy Important
– Problems and Benefits
– Definitions
 O&T Lifecycles
– Creation
– Adoption

19. Ontology / Taxonomy Creation: Four
Approaches
Satory Global, LLC
 Start for scratch
 Folksonomy capture
Application/Tool encoding
Formalism
19
September 17, 2014

20. Satory Global, LLC
Start for scratch
 Throw out the forms and rebuild from lessons of the past
– Create only the forms that are operationally needed
– Only add information that is needed to the form
20
September 17, 2014

21. Folksonomy capture
Satory Global, LLC
 Social Tagging
 Statistical Analysis
 Taxonomy translation
 Performance Monitoring
21
September 17, 2014

22. Application/Tool encoding
Migrates and Coops terms into a structure
Why use?
 Concreteness makes adoption easier – “Reification”
 Semantics are fixed within the application context
 Easier to translate accepted meanings (folksonomy) into a visible
structure
 Training and knowledge transfer easier due to its less abstract nature
Satory Global, LLC
22
September 17, 2014

23. Satory Global, LLC
Formalism
 Requirements elicitation
 Data capture
 Analysis
 Design
 Deployment
23
September 17, 2014

24. Satory Global, LLC
Agenda
 Why is Ontology and Taxonomy Important
– Problems and Benefits
– Definitions
 O&T Lifecycle
– Creation
– Adoption

25. Microsoft Solutions Framework
Deployment is NOT adoption
Satory Global, LLC

26. Satory Global, LLC 26
February, 2011
Adoption is more than deployment training
“Design and deployment are easy, Adoption is hard” –Brian Seitz 1999
 Diffusion of Innovation/Technology Adoption models
 Maturity Models
 Hoshin Planning
 Local deployment leads
Adoption Best Practices

27. Satory Global, LLC 27
February, 2011
Maturity Models provide indication of adoption
Adoption Best Practices
Maturity Level Total Open Issues Achievement
Level 5 FALSE
Level 4 FALSE
Level 3 FALSE
Level 2 FALSE
Level 1 FALSE
Level 0 TRUE
Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 Level 4 Level 4 Level 5 Level 5
Total Percent Total Percent Total Percent Total Percent Total Percent
Process Management 9 100.00% 9 66.67% 9 43.75% 9 43.75% 9 43.75%
Process Definition 3 100.00% 3 100.00% 3 100.00% 3 100.00% 3 100.00%
Process Focus 6 100.00% 6 100.00% 6 75.00% 6 75.00% 6 75.00%
Training N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Process Performance N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Support 9 90.00% 9 16.67% 9 8.65% 9 5.77% 9 5.77%
Configuration and Knowledge Management 9 90.00% 9 50.00% 9 34.62% 9 34.62% 9 34.62%
Decision Analysis and Resolution N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Process and Deliverable Quality Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Measurement and Analysis N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Change Management N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%
Causal Analysis and Resolution N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%
Project Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project Planning N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Project Monitoring and Control N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Integrated Teaming N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%
Integrated Project Management N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%
Risk Management N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%
Quantitative Project Management N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Marketing N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Market Research N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Segmentation N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Portfolio Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Business Design N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Value Proposition N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Marketing Mix Design N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
Resource Allocation & Alignment N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%

28. Satory Global, LLC 28
February, 2011
Hoshin Planning + Local Deployment Leads
Adoption Best Practices
Impact (1, 2, 3) Low -
High
Objectives
Leading Target Responsibility Needed
Resources
Responsibility Role (L,
S) Lead, Support
Objective # 1
Become WW market
share leader in
middleware
Objective # 2 Objective #N Measurem
ents
Goals Measurem
ents
Goals Mgr #1 Mgr # 2 Mgr #N
Stra
tegi
es /
Tact
ics
Prioritize EMEA,
the fastest
growing
middleware
market; develop
middleware
upgrade program
for existing IBM
accounts to
protect
incumbency; &
identify
competitive
winbacks
3 1) Mo.
sales
2) Qty of
protect
incumben
cy sales
3) Qty of
Winbacks
sales
1) $20
million
2) 50
3) 20
Revenue
market
share in
EMEA
middlewar
e market
25% Mgr.
Websphere New T&Cs
Leading
Indicator
Target Leading
Indicator
Target Leading
Indicator
Target
Measures WW mo
Sales
WW
Revenue
Market
Share
Goals $50 million
Impact (1, 2, 3) Low -
High
Objectives
Leading Target Responsibility Needed
Resources
Responsibility Role (L,
S) Lead, Support
Objective # 1
Become WW market
share leader in
middleware
Objective # 2 Objective #N Measurem
ents
Goals Measurem
ents
Goals Mgr #1 Mgr # 2 Mgr #N
Stra
tegi
es /
Tact
ics
Prioritize EMEA,
the fastest
growing
middleware
market; develop
middleware
upgrade program
for existing IBM
accounts to
protect
incumbency; &
identify
competitive
winbacks
3 1) Mo.
sales
2) Qty of
protect
incumben
cy sales
3) Qty of
Winbacks
sales
1) $20
million
2) 50
3) 20
Revenue
market
share in
EMEA
middlewar
e market
25% Mgr.
Websphere New T&Cs
Leading
Indicator
Target Leading
Indicator
Target Leading
Indicator
Target
Measures WW mo
Sales
WW
Revenue
Market
Share
Goals $50 million

29. Satory Global, LLC
Bibliography
 Garrett, The Elements of User Experience, 978-0-7357-1202-7
 Boag, Website Owner’s Manual, 13-978-1933988450
 Buxton, Sketching User Experiences, 978-0-12-374037-3
 Cooper, About Face 3, 978-0-470-08411-3
 Weinberg, Exploring Requirements, 13-978-0932633132
 Lambe, Organizing Knowledge: Taxonomies, Knowledge and
Organizational Effectiveness, 978-1843342274
 Everett Rogers (1995) , Diffusion of Innovations
 Geoffrey Moore (1991) ,Crossing the Chasm
 Cowley & Domb , Beyond Strategic Vision
 Petrie, Enterprise Integration Modeling, 0-262-66080-6

30. Company Info / Speaker Bio
Satory Global, LLC 30
February 28, 2011
Satory Global, LLC
Management and technology consulting company
Solving business issues through strategic application
of technology
Growing SharePoint practice
www.Satory.com
Speaker: Brian K Seitz
Business Architect/Management Consultant, Satory Global LLC
Former Enterprise Architect, Microsoft I.T.
Former BPR Consultant, IBM
Senior CAD Industry Analyst, Cyon Research