Dissertation Defense

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Knowledge Engineering/Science Curricula What is
it?
Dr. Annie Green December 1, 2005
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Outline

• Introduction
• The Environment
• System Thinking
• Information Systems
• Intangible Assets (What we need to know)
• Performance (Metrics)
• Enterprise Knowledge Management Engineering
• Knowledge Management Infrastructure Methodology
• Science Curricula (Whats needed)

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The Environment (Infrastructure)
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Parker, Marilyn M., Strategic Transformation and
Information Technology - Paradigms for Performing
While Transforming, Prentice Hall, Upper Saddle
River, NJ, 1996
The Environment (Infrastructure)

• Core competencies
• Do we currently possess the necessary core
  competencies to produce the Product/Service
• Must we develop them internally
• Should we buy them from someone else?
• Organizational structure
• Given our current (hierarchical) organization,
  should the function responsible for producing
  this Product/Service be at headquarters
  (centralized), or
• In an appropriate line of business
  (decentralized)?
• Enterprise operating environment
• Is this compatible with our current family of
  Product/Services?
• Will our current cost structures allow
  profitability?
• How easily can we offer this Product/Service as
  compared to our competitors?
• Market environment
• Who are our customers?
• Who are our competitors?
• Do favorable distribution channels currently
  exist?
• Global environment
• Are there any existing regulatory agencies or
  tariffs and trade agreements that might inhibit
  our entry and competitiveness in this market?

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Five Perspectives

• ARCHITECTURE
• What are the components of the system that
  performs the work?
• Who uses the work product?
• How are the components linked?
• How do the components operate together?
• PERFORMANCE
• How well do the components operate individually?
• How well does the system operate? (How well is
  the work performed?)
• How well should the system operate?
• INFRASTRUCTURE
• What technical and human infrastructure does the
  work rely on?
• In what ways does infrastructure present
  opportunities or obstacles?
• CONTEXT
• What are the impacts of the organizational and
  technical context?
• In what ways does the context present
  opportunities or obstacles?
• RISKS
• What foreseeable things can prevent the work from
  happening,
• can make the work inefficient, or can cause
  defects in the work product?
• What are the likely responses to these problems?

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Information System
Maintenance
Share/Collaborate
Portals
Interface
Search and Retrieval, KDD
Business Logic (Rules)
Data/Information/Knowledge (Content)
Databases
Send/Broadcast
Employees Brain
Other
Databases
Documents
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Contemplative Questions

• How does the field of information systems benefit
  from concepts of systems theory?
• How can we use these concepts in the real world?

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Applying Systems Thinking to Information Systems

• Information systems are subsystems in larger
  organizational systems
• Data flow diagrams represent information systems
  as systems
• Inputs
• Outputs
• System boundaries
• Environment
• Subsystems
• Interrelationships

2.8
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Characteristics of a System
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Systems ThinkingImportant System Concepts

• Decomposition
• The process of breaking down a system into
  smaller components
• Allows the systems analyst to
• Break a system into small, manageable subsystems
• Focus on one area at a time
• Concentrate on component pertinent to one group
  of users
• Build different components at independent times

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Systems Thinking

• Benefits
• Identification of a system leads to abstraction
• From abstraction you can think about essential
  characteristics of specific system
• Abstraction allows analyst to gain insights into
  specific system, to question assumptions, provide
  documentation and manipulate the system without
  disrupting the real situation

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Implications to the Enterprise

• Assess where you are
• Plan where you want to be
• Identify what resources you need to get there

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An Intangible Asset Taxonomy
To define and codify common principle valuation
sources of intangible assets for use in
enterprise valuation practices
COMPETITOR
CUSTOMER
EMPLOYEE
INFORMATION
PARTNER
PROCESS
PRODUCT /SERVICE
TECHNOLOGY
Framework of Intangible Valuation Areas (FIVA)?
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Drivers of Intangible Assets

SOURCE

DEFINITION

1

CUSTOMER

Associations an enterprise has built with
consumers of its goods and services.

2

COMPETITOR

Position a enterprise has built in the business
market place.

Collective capabilities of an enterprises
employees
3

EMPLOYEE


An enterprises ability to collect and
disseminate information and knowledge in the
right form and content to the right people at the
right time
4

INFORMATION


Associations an enterprise has established with
external individuals and organizations in
pursuit of advantageous outcomes.
5

PARTNER


An enterprises ability to leverage the ways in
which the enterprise operates and creates value
for its employees and customers
6

PROCESS


An enterprises ability to develop and deliver
its offerings that reflects an understanding of
market and customer( requirements, expectations
and desires
7

PRODUCT/SERVICE


Hardware and software an enterprise has invested
in to support its operations, management and
future renewal.
8

TECHNOLOGY



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Why?

• A framework for organizing and a structure for
  surfacing measurement and performance indicators.
• A discrete set of common value drivers of
  intangible assets
• A view of intangible assets within the context of
  the business enterprise value chain.
• A common set of business dimensions to construct
  a KM business model
• An evolutionary path that can serve as a base
  case by which a business can measure its
  intangible asset position and progress.
• The identification of leverage areas to provide a
  business with strategic focal points.

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Improving the Performance
Competitor
Customers
Product/Service
Processes
Technology
Participants
Information
Partners (Alliances)
It All Depends on What You Want to Know.
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OPERATING EFFICIENCY Indicators
EFFECTIVENESS Indicators
PROCESSES
OUTPUTS
OUTCOMES
INPUTS
Employees Partners Information Technology Product/
Service Customer Competitors
Competencies Enabled
Performance Standards (evidence-based indicators
performance measures)
Value Added (emphasis on processes that are on
the value chain of an organization)
Improvement (time-series indicators describing
business Operations Improvements)
Policies enforced
Structures Established
STRATEGIC CONGRUENCE (alignment of resources with
performance)
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Capitalize on Knowledge

• Know-how - skill, procedures
• Know-who - can help me with this question or task
• Know-what - structural knowledge, patterns
• Know-why - a deeper kind of knowledge
  understanding the wider context
• Know-when - a sense of timing
• Know-where - a sense of place
• - Charles Savage

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Name the Intangible Assets

• Next step Identify the measurements and
  indicators of the value drivers and the factors
  that contribute to them.
• What are these areas of knowledge called?
• How do these knowledge areas impact
  organizational performance?

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Enterprise Knowledge Management Engineering (EKME)
Enterprise Goals/Objectives
Intelligence
Knowledge
Learning
Organizational Performance
Change
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KM Infrastructure Evolution
Steps to Build a Successful

Enterprise Knowledge Management Infrastructure



Intangible Assets
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User experience. How content is presented and how
users experience and interact with it dictates
its perceived and actual value. Content
architecture Scalable metadata framework to
enable content reuse, and handle changes in
organization goals, user needs, and retrieval
concerns. Tools and technology. The information
supply-chain platform that enables workflows, and
supports organizational and operational concerns.
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Accounting of Intangible Assets
Meta Data
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Delivering Knowledge
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(No Transcript)
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Knowledge Management Infrastructure Methodology

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Phase I Build Knowledge Repository
Content Management
Phase II Institutionalize
I

II
II
Communities Of Practice (CoPs)
Communication
I
I
I
Knowledge Repository
II
II
Prototype
Systems
Metrics
Proof of Concept
I
Business Problem/ Opportunity
II
II
Rewards/ Recognition
Focus Groups

II
I
Training
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Science Curricula
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Yet so far!
Andreas Andreous