B. Information Technology (IS)
CISB454: Introduction to
Knowledge Management
Knowledge Management
Systems Life Cycle
Learning Objectives
At
the
end
of
this
lesson,
you
should
be
able
to
:
discuss
the
challenges
in
building
KM
Systems
compare
CSLC
and
KMSLC
elaborate
on
the
stages
of
KMSLC
2
-
2
Knowledge Management
Systems Life Cycle
Challenges in Building KM
Systems
Challenges in Building KM Systems
Culture
getting
people
to
share
knowledge
Knowledge
evalua
-
tion
assessing
the
worth
of
knowledge
across
the
firm
2
-
4
Challenges in Building KM Systems
Knowledge
process
-
ing
documenting
how
de
-
cisions
are
reached
Knowledge
imple
-
mentation
organizing
knowledge
and
integrating
it
with
the
processing
stra
-
tegy
for
final
deploy
-
ment
2
-
5
Knowledge Management
Systems Life Cycle
CSLC vs. KMSLC
2
-
7
Conventional System Life
Cycle
Recognition of Need and
Feasibility Study
Logical Design
(Master Design Plan)
Physical Design (coding)
Testing
Implementation
(File Conversion, User Training)
Operations and Maintenance
Software Requirements
Specifications
Iterative
KM System Life
Cycle
Evaluate Existing Infrastructure
Knowledge Capture
Design KMS Blueprint
Verify and Validate the KM
System
Implement the KM System
Manage Change and Rewards
Structure
Form KM Team
Post
-
system evaluation
versus
Iterative
Key Differences
Conventional Systems
KM Systems
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
System
development
is
pri
-
marily
sequential
System
development
is
inc
-
remental
and
interactive
System
testing
normally
at
end
of
system
life
cycle
KM
system
testing
evolves
from
beginning
of
the
cycle
8
Key Differences
Conventional
system
life
cycle
is
process
-
driven
specify
then
build
KM
system
life
cycle
is
result
-
oriented
start
slow
and
grow
2
-
9
Key Similarities
Both
begin
with
a
problem
and
end
with
a
solution
z
Both
begin
with
infor
-
mation
gathering
or
knowledge
capture
2
-
10
Key Similarities
Testing
is
essentially
the
same
to
make
sure
the
system
is
right
and
it
is
the
right
system
Both
developers
must
choose
the
appro
-
priate
tool(s)
for
de
-
signing
their
respec
-
tive
systems
2
-
11
Knowledge Management
Systems Life Cycle
Stages of KMSLC
Stages of KMSLC
2
-
13
Evaluate Existing Infrastructure
Knowledge Capture
Design KM Blueprint
Verify and validate the KM
System
Implement the KM System
Manage Change and Rewards
Structure
Form the KM Team
Post
-
system evaluation
Iterative Rapid
Prototyping
(1) Evaluate Existing Infrastructure
Systems Justifications
What
knowledge
will
be
lost
through
retirement
{
transfer
{
departure
to
other
firms?
Is
the
proposed
KM
system
needed
in
several
locations?
2
-
14
(1) Evaluate Existing Infrastructure
Systems Justifications
Are
experts
available
willing
to
help
in
building
a
KM
sys
-
tem?
Does
the
problem
in
question
require
long
years
of
expe
-
rience
{
tacit
reasoning
to
solve?
2
-
15
(1) Evaluate Existing Infrastructure
The Scope Factor
Consider
breadth
and
depth
of
the
project
within
financial,
hu
-
man
resource,
&
ope
-
rational
constraints
Project
must
be
com
-
pleted
quickly
enough
for
users
to
foresee
its
benefits
2
-
16
(1) Evaluate Existing Infrastructure
The Scope Factor
Check
to
see
how
the
current
technology
will
match
technical
requirements
of
the
proposed
KM
system
2
-
17
(1) Evaluate Existing Infrastructure
Role of Strategic Planning
Risky
to
plunge
into
a
KMS
without
strategy
Knowledge
developer
should
consider
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?
2
-
18
(2) Form the KM Team
Identify
the
key
stake
-
holders
of
the
prospec
-
tive
KM
system
z
Team
success
depends
on
:
Ability
of
team
members
Team
size
Complexity
of
the
project
{
Leadership
and
team
mo
-
tivation
{
Not
promising
more
than
can
be
realistically
deli
-
vered
2
-
19
(3) Knowledge Capture
Explicit
knowledge
captured
in
reposito
-
ries
from
various
media
z
Tacit
knowledge
cap
-
tured
from
company
experts
using
various
tools
and
methodo
-
logies
2
-
20
(3) Knowledge Capture
Knowledge
develo
-
pers
capture
know
-
ledge
from
experts
in
order
to
build
the
knowledge
base
2
-
21
(3) Knowledge Capture
Selecting an Expert
How
does
one
know
the
expert
is
in
fact
an
expert?
z
How
would
one
know
that
the
expert
will
stay
with
the
project?
2
-
22
(3) Knowledge Capture
Selecting an Expert
What
backup
should
be
available
in
case
the
project
loses
the
expert?
z
How
could
we
know
what
is
and
what
is
not
within
the
expert’s
area
of
expertise?
2
-
23
(3) Knowledge Capture
Role of the Knowledge Developer
The
architect
of
the
system
z
Job
requires
excellent
communica
-
tion
skills
knowledge
of
capture
tools
conceptual
thinking
{
a
personality
that
mo
-
tivates
people
2
-
24
(3) Knowledge Capture
Role of the Knowledge Developer
Close
contacts
with
the
champion
z
Rapport
with
top
management
for
on
-
going
support
2
-
25
(3) Knowledge Capture
Role of the Knowledge Developer
26
Knowledge
Developer
Knowledge
Worker
Knowledge
Base
Champion
Knower
Interactive Interface
Solutions
User Acceptance
(4) Design the KM Blueprint
The
KM
blueprint
addresses
several
issues
Finalize
scope
of
proposed
KM
system
with
realized
net
benefits
{
Decide
on
required
system
components
2
-
27
(4) Design the KM Blueprint
The
KM
blueprint
add
-
resses
several
issues
Develop
the
key
layers
of
the
KM
software
architecture
to
meet
company
requirements
{
System
interoperability
and
scalability
with
existing
company
IT
infrastructure
2
-
28
(5) Testing the KM System
Verification
procedure
Ensures
the
system
has
the
right
func
-
tions
Validation
procedure
Ensures
the
system
has
the
right
output
Validation
of
KM
sys
-
tems
is
not
foolproof
2
-
29
(6) Implement the KM System
Converting
a
new
KM
system
into
actual
operation
z
This
phase
includes
conversion
of
data
or
files
This
phase
also
includes
user
training
2
-
30
(6) Implement the KM System
Quality
assurance
is
important,
which
includes
checking
for
Reasoning
errors
{
Ambiguity
Incompleteness
False
representation
(false
positive
and
false
negative)
2
-
31
(7)
Manage Change and Rewards
Structure
Goal
is
to
minimize
resistance
to
change
Experts
{
Regular
employees
(users)
Troublemakers
Resistances
via
pro
-
jection,
avoidance,
or
aggression
2
-
32
(8) Post
-
system Evaluation
Assess
the
system’s
impact
in
terms
of
effects
on
People
{
Procedures
Performance
of
the
business
2
-
33
(8) Post
-
system Evaluation
Areas
of
concern
Quality
of
decision
making
Attitude
of
end
users
{
Costs
of
Knowledge
processing
and
up
-
date
2
-
34
Key Questions
Has
accuracy
and
timeliness
of
decision
making
improved?
z
Has
the
KMS
caused
organizational
changes?
What
are
users’
reactions
towards
KMS?
Has
the
KMS
changed
the
cost
of
operating
the
business?
Have
relationships
among
users
affected?
Does
KMS
justify
the
cost
of
investment?
2
-
35
THE END
Copyright © 2012 Mohd. Sharifuddin Ahmad, PhD
College of Information Technology
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