Knowledge management - CommonKADS At UVA

coilcruelManagement

Nov 6, 2013 (3 years and 1 month ago)

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Knowledge Management

The nature of KM

A process model for KM

KM and KE

Knowledge Management

2

What is knowledge
management?


Knowledge is seen as a resource


This means for knowledge management taking care
that the resource is


delivered at the right time


available at the right place


present in the right shape


satisfying the quality requirements


obtained at the lowest possible costs


to be used in business processes

Knowledge Management

3

Why is knowledge management
different?


Due to specific properties of knowledge:


intangible and difficult to measure


volatility


embodied in agents with wills


not “consumed” in a process, can increase through use


wide ranging organizational impacts


long lead times


non
-
rival, can be used by different processes at the same
time


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4

Knowledge assets

Apply your

best knowledge

Construct new

knowledge

Value chain

Continuous improvement of
knowledge assets

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5

Distribute


Create/change


Consolidate


Combine


Application of

Knowledge

Assets

Organization and improvement
of care for knowledge

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6

Modes of Knowledge
Management


Strategic:


What are the general changes to the knowledge
infrastructure?


Operational:


Organization the actual implementation and usage of the
knowledge infrastructure.

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7

Levels in

knowledge management

Knowledge management level
Knowledge object level
Knowledge assets
organizational roles
business processes
Organizational goals
knowledge as a resource
value chain
Knowledge
management
actions
Report
experiences

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8

Knowledge management cycle

REFLECT
identify improvements
plan changes
ACT
implement changes
monitor improvements
CONCEPTUALIZE
identify knowledge
analyze strength/
weaknesses
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9

Knowledge object level

Organization model
OM-2: people & structure
Agent model::
AM-1: agent descriptions
(software, humans)
agents
knowledge
assets
business
process
participate
in
Organization model:
OM-4: knowledge assets
coarse grained description
form, nature, time, location
Task model:
TM-2: knowledge bottlenecks
Knowledge model:
knowledge specification
fine-grained
Organization model
OM-2: overall process
OM-3: process tasks
Task model:
TM-1: task descriptions
possess
requires
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10

Four ambitions

(Source: Wiig on basis of Deming’s work)

Resources

Process

Every ambition requires specific actions

Products &

services

Innovate

products &

services

1

2

3

4

Task

execution

Task

improvement

Improve

system

Use the

best

available

knowledge

Acquire

new

knowledge

Acquire

knowledge

about

-

process

-

working

environment

Acquire

knowledge

-
customers

-
markets

-
technology

-

competition

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11

Conceptualize the knowledge


The Organizational Model is a good starting point for
creating a
knowledge map
.


The Task Model is a good starting point of charting
out where the knowledge is used.


The agent model is good for analyzing who owns the
knowledge and who uses it.


Knowledge items are central in KM.

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Conceptualize: main activities


Inventarization of knowledge and organizational
context


Analysis of strong and weak points: the value of
knowledge


Should deliver insights which can be used in the next
step for defining of and deciding between
improvements

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13

Reflect: bottleneck /
opportunity analysis


Can be done by using knowledge item descriptions,
generic bottleneck / opportunity types:


time (only available during a limited period, queuing, delay)


location (not available at the point where needed, delay and
communication, “many windows”)


form (difficult to understand, translation processes,
reformulation of knowledge)


nature (quality of knowledge, heuristic, standardization)


stability (high rates of change, need to be up dated)


current agents (vulnerability, carrier can/will leave, few
agents listed)


use in processes (limited re
-
use, reinventing the wheel)


proficiency levels (current agents not well skilled, opportunity
to “sell” knowledge)

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Act: interventions



Management, human resources and culture


Education and training


Reward system


Recruitment and selection


Management behavior


Jobs & organizational structure


Staff department knowledge and strategy


Department lessons learned


Introduction of a 'buddy' system


Teams with overlapping knowledge areas


Out sourcing


Acquiring and selling organizations

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Act: interventions (2)



(Technological) tools


Intranets & internet for knowledge sharing & Lessons
learned architectures


Groupware
-
based applications with ‘knowledge’ databases
(best practices)


Decision Support Systems (expert systems, case
repositories, simulations)



'who knows what' guide (‘knowledge map’)


Data mining


Employee information system with knowledge profiling


Document retrieval systems with advanced indexing &
retrieval mechanisms

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Knowledge management &
knowledge engineering


Organization analysis feeds into knowledge
management (and vice versa)


Knowledge modeling provides techniques for
knowledge identification and development


Knowledge engineering focuses on common /
reusable elements in knowledge work