MDM M NUR RAZIA I MOHD SURA R DI

Transcription

1 MDM NUR RAZIA MOHD SURADI Chapter Outline Data, information and knowledge What is knowledge management? Why knowledge management? KM life cycle. What is KMS? Challenges in building KMS. KMS life cycle (KMLSC). 1

2 Data, information and knowledge Lets THINK degrees Celsius Hot or cold? Data, information and knowledge Figure 1-1 Differentiation of data, information and knowledge 2

3 HOW KNOWLEDGE IS FORMED? DATA, INFORMATION AND KNOWLEDGE What is the RELATIONSHIP between data, information and knowledge? DATA = raw statistics and fact INFORMATION = data + interpretation KNOWLEDGE = information+ use 3

4 TYPES OF KNOWLEDGE Shallow (readily recalled) and deep (acquired through years of experience) Explicit (codified) and tacit (embedded in the mind) Procedural (psychomotor skills) versus episodical (chunked by episodes; autobiographical) Chunking knowledge Knowledge as Know-How Know-how distinguishes an expert from a novice Experts represent their know-how in terms of heuristics, based on experience Know-how is not book knowledge; it is practical experience 4

5 Reasoning and Heuristics Humans reason in a variety of ways: Reasoning by analogy: relating one concept to another Formal reasoning: using deductive or inductive methods Case-based reasoning: reasoning from relevant past cases Deductive and inductive reasoning Deductive reasoning: exact reasoning. It deals with exact facts and exact conclusions Inductive reasoning: reasoning from a set of facts or individual cases to a general conclusion 5

6 EXPLICIT AND TACIT KNOWLEDGE Explicit knowledge: knowledge codified and digitized in books, documents, reports, memos, etc. Tacit knowledge: knowledge embedded in the human mind through experience and jobs (undocumented knowledge) Tacit and explicit knowledge have been expressed in terms of knowing-how and knowing-that, respectively Understanding what knowledge is makes it easier to understand that knowledge hoarding is basic to human nature. Knowledge As An Attribute of Expertise 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 6

7 Human Learning Learning occurs in one of three ways: Learning by experience: a function of time and talent Learning by example: more efficient than learning by experience Learning by discovery: undirected approach in which humans explore a problem area with no advance knowledge of what their objective is. KNOWLEDGE COMPONENTS 7

8 KNOWLEDGE COMPONENTS KNOWLEDGE COMPONENTS 8

9 What is knowledge management? Systematic process by which knowledge is created, captured, shared, and leverage A systematic method for managing individual, group and organizational knowledge using the appropriate means and technology. At its root it is to do with managing people, what they know, their social interactions in performing tasks, their decision making, the way information flows and the enterprise s work culture What is knowledge management? CAPTURE Knowledge resources / asset PROCESS Knowledge creating, coding, capture, store, distribute, exchanging Using technology RESULT Knowledge Management Create value Figure 1-2 : KM Diagram 9

10 What is knowledge management? Knowledge management is not new CORET ( 1. Create/acquire, 2. Organize, 3. Refine, 4. Transfer) Managing knowledge related to programming Example: programming; 1. Write/collect programming (your own/fr expert), 2. Reorganize the programming lesson (by category languages, object, database etc), 3. Refine your collection of programming so that people can navigate & find your programming manual easily, easy to understand. 4. Transfer the knowledge using any channel , blog, youtube, web, facebook, twitter, groupware, wikis. KNOWLEDGE MANAGEMENT LAYERED TECHNOLOGY 10

11 WHY KNOWLEDGE MANAGEMENT? Sharing knowledge, a company creates exponential benefits from the knowledge as people learn from it Building better sensitivity to brain drain (a loss of trained professional personnel to another company), Reacting instantly to new business opportunities Ensuring successful partnering and core competencies with suppliers, vendors, customers, and other constituents Shortens the learning curve THE KM CYCLE & THE ORGANIZATION Organizational personnel Management Decision making Culture KM Life Cycle. capture. gathering. organizing. refining. transfer Information technology Figure 1-3 The KM cycle and the organization 11

12 KM MODES Key challenges Explaining what KM is and how it can benefit a corporate environment Evaluate the firm s core knowledge, by employee, by department, and by division Learning how knowledge can be captured, processed, and acted on Addressing the still neglected area of collaboration Continue researching KM to improve and expand its current capabilities How to deal with tacit knowledge 12

13 CHALLENGES IN BUILDING KM SYSTEMS Culture getting people to share knowledge Knowledge evaluation assessing the worth of knowledge across the firm Knowledge processing documenting how decisions are reached Knowledge implementation organizing knowledge and integrating it with the processing strategy for final deployment KMS LIFE CYCLE (KMLSC). Four-process view of KM: Capturing data entry, scanning, voice input, interviewing, brainstorming Organizing cataloging, indexing, filtering, linking, codifying Refining contextualizing, collaborating, collaborating, compacting, projecting, mining Transfer flow, sharing, alert, push 13

14 KM System Development Life Cycle 1. Evaluate existing infrastructure 2. Form the KM team 3. Knowledge capture 4. Design KM blueprint (master plan) 5. Test the KM system 6. Implement the KM system 7. Manage change and reward structure 8. Post-system evaluation Step 1: Evaluate Existing Infrastructure System justification: Will current knowledge 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 cognitive reasoning to solve? 14

15 Step 1: Evaluate Existing Infrastructure System justification (cont): When undergoing knowledge capture, can the expert articulate how problem will be solved? How critical is the knowledge to be captured? Are the tasks nonalgorithmic? Is there a champion in the house? The Scope Factor 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 15

16 The Feasibility Question A feasibility study addresses several questions: Is the project doable? Is it affordable? Is it appropriate? Is it practicable? The Feasibility Question (cont d) Areas of feasibility: Economic feasibility determines to what extent a new system is cost-effective Technical feasibility is determined by evaluating hardware and supportive software within company s IT infrastructure Behavioral feasibility includes training management and employees in the use of the KM system 16

17 The Feasibility Question (cont d) Traditional approach to conducting a feasibility study: Form a KM team Prepare a master plan Evaluate cost/performance of proposed KM Quantify system criteria and costs Gain user support throughout the process Role of Strategic Planning Risky to plunge with a new KM system without strategizing. Consider the following: Vision foresee what the business is trying to achieve, how it will be done, and how the new system will achieve goals Resources check on the affordability of the business to invest in a new KM system Culture is the company s political and social environment amenable to adopting a new KM system? 17

18 Matching Business Strategy With KM Strategy Business Environment Competitive threats; government regulations; customer threats Impacts KM Technology Quality and reliability of the infrastructure and IT staff and resources Impacts Enables Strategic Plan Regarding products or services, market, customers, suppliers, etc. Drives KM Strategy Focus on competitive advantage, role of IT, and level of creativity and knowledge innovation Step 2: KM Team Formation Identify the key stakeholders in the prospective KM system. Team success depends on: Caliber of team members Team size Complexity of the project Leadership and team motivation Promising more than can be realistically delivered 18

19 Step 3: KNOWLEDGE CAPTURE 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 Knowledge capture and transfer often carried out through teams, not just individuals Knowledge Capture and Transfer Through Teams Team performs a specialized task Outcome Achieved Evaluate relationship between action and outcome Feedback Knowledge stored in a form usable by others in the organization Knowledge transfer method selected Knowledge Developer 19

20 Selecting an Expert Knowledge base should represent expertise rather than the expert Questions facing knowledge developer: 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 would the knowledge developer know what is and what is not within the expert s area of expertise? Role of the Knowledge Developer The architect of the system Job requires excellent communication skills, knowledge capture tools, conceptual thinking, and a personality that motivates people Close contacts with the champion Rapport with top management for ongoing support 20

21 Step 4: Design of the KM Blueprint The KM system design (blueprint) addresses several issues: System interoperability and scalability with existing company IT infrastructure Finalize scope of proposed KM system with realized net benefits Decide on required system components Develop the key layers of the KM architecture to meet company requirements. Key layers are: User interface Authentication/security layer Collaborative agents and filtering Application layer Transport internet layer Physical layer Step 5: Testing the KM System Verification procedure: ensures that the system is right Validation procedure: ensures that the system is the right system Validation of KM systems is not foolproof 21

22 Step 6 : Implementing the KM System Converting a new KM system into actual operation This phase includes conversion of data or files This phase also includes user training Quality assurance is paramount, which includes checking for: Reasoning errors Ambiguity Incompleteness False representation (false positive and false negative) Step 7 :Manage change and reward structure STEP 8: Post-system system evaluation 22

23 KM CYCLE Q& A THANK YOU 23