Transcript SYLLABUS MNGT 483: Database Management Systems Fall

Information Systems Class Agenda
07/04/06
Sock Hwa Chung
1.
Syllabus
2.
IT History
3.
Systems Concept
(Break Time)
4.
Knowledge Management – Chapter 9
5.
Introduction/Email request
1
Information Systems
Summer Semester 2006
• Professor:
•
•
•
•
Sock Hwa Chung, PhD,
MBA, FLMI
College of Business
Eastern Michigan
University
Office:
Telephone:
e-Mail Address:
[email protected]
Web Page: http://people.emich.edu/schung1
2
Course Objectives
The course facilitates for the student to:
1.
2.
3.
Gain an appreciation and the
importance of information systems
as organizational resources
Develop a basic knowledge of IT
Become familiar with the issues
related to the development of IS
3
COURSE RESOURCES
• Textbook
– Turban, McLean, Weatherbe. (2002). Information Technology for
Management, 3rd ed., John Wiley, U.S.A
• Optional Textbook
– O’Brien, J. (2006). Introduction to Information Systems, 13th ed.,
McGraw Hill Companies, Inc., New York
• Required Readings for Project Topics:
From Instructor’s Web Page
1.
2.
3.
4.
5.
6.
Data Warehousing
Enterprise Resource Planning
Thin Client
Outsourcing
RFID
Virtual Office
• Software: Word, PowerPoint
• Instructor’s Web Page – http://people.emich.edu/schung14
STUDENT GRADING
• Exam 70%
• Project Report – 20%
• Project Presentation – 10%
5
Course Schedule
6
Announcement
• On Thursday, 07/06/06, we will organize project
teams during the class hour
• Each team will have 5 (or 4) members
7
History of IT
8
Waves of Change
10,000 BC
Present
9
Waves of Change:
Agricultural Age
10,000 BC
Present
8,000 BC
• Producer = Consumer
• Cottage Industries
• Apprenticeships
• Human “Engine”
• Competition = f(Location)
10
Waves of Change:
Industrial Age
1740 AD
Present
10,000 BC
• Efficiency & Centralization
• Specialization
• Mass Production
• “Steam Engine”
• Competition = f(Cost, Efficiency)
11
Waves of Change:
Information Age
1950 AD
Present
10,000 BC
• Info Sharing & Decentralization
• Empowerment
• Mass Customization
• Computer “Engine”
• Competition = f(Service, Speed, Quality)
12
Information Age
• “The First wave of change unleashed ten thousand
years ago by the invention of agriculture or
earthshaking”
• “The Second wave of change touched off by the
industrial revolution”
• “We are the children of the next transformation.
The Third Wave – Information Age”
- Alvin Toffler’s The Third Wave (1980)
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IT Milestones
1850
1900
1950
2000
2010
14
IT Milestones
1850
1900
1890
1950
2000 2010
Herman Hollerith develops and
installs the 1st
punched card machines
in the
US Census Bureau
15
IT Milestones
1850
1900
1912
1950
2000 2010
The Hollerith Tabulating Machine
Company merges with other
companies to form
International Business
Machines (IBM)
16
IT Milestones
1850
1900
1946
1950
2000 2010
The 1st electronic computer is
developed: Electrical
Numerical Integrator &
Computer (ENIAC)
17
IT Milestones
1850
1900
1951
1950
2000 2010
The 1st general-purpose
computer (UNIVAC I) is
developed & installed at the US
Census Bureau
18
IT Milestones
1850
1900
1954
1950
2000 2010
The 1st commercial business
(General Electric) installs a
UNIVAC I for accounting
operations
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IT Milestones
1850
1900
1958
1950
2000 2010
Terminology, “Information
Technology (IT)” was
introduced by Levitt and
Whisler in a HBR article
“Management in the 1980’s”
20
IT Milestones
1850
1900
1960
1950
2000 2010
COBOL (COmmon Business
Oriented Language) is
developed under the direction
of Admiral Grace Hopper
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IT Milestones
1850
1900
1950
IBM introduces the first
multitasking computer
(System 360), which
contained integrated circuits &
had an operating system
2000 2010
1964
22
IT Milestones
1850
1900
1950
2000 2010
1969
The US Department of Defense
establishes ARPANET
23
IT Milestones
1850
1900
1950
E. F. Codd proposes the
2000 2010
1970
relational database model
in Communications of the ACM
24
IT Milestones
1850
1900
1950
Intel announces the development
of the first
2000 2010
1971
microprocessor
25
IT Milestones
1850
1900
1950
The 1st microcomputer
(Altair 8800) becomes
2000 2010
1974
available;
Bill Gates & Paul Allen announce
the 1st microcomputer version of
BASIC
26
IT Milestones
1850
1900
1950
Steve Jobs & Steven Wozniak begin
selling the Apple
microcomputer from their garage
2000 2010
1976
The 1st supercomputer (Cray
I) is announced
27
IT Milestones
1850
1900
1950
2000 2010
1979
Visicalc for the Apple II is
released
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IT Milestones
1850
1900
1950
IBM introduces the Personal
Computer (PC), with an
2000 2010
1981
operating system (DOS)
developed by Microsoft
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IT Milestones
1850
1900
1950
Apple introduces the MacIntosh,
which has a Graphical User
2000 2010
1984
Interface (GUI)
30
IT Milestones
1850
1900
1950
Microsoft introduces
Windows 1.0 for IBM-PC
2000 2010
1985
compatible computers
31
IT Milestones
1850
1900
1950
2000 2010
1986
The NSF creates NSFNet,
linking major research universities
throughout the Unites States
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IT Milestones
1850
1900
1950
Scientists at CERN (European
Particle Physics Lab) develop the
technologies for the
World Wide Web
2000 2010
1989
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IT Milestones
1850
1900
1950
NSF allows non-academic
organizations to connect to
NSFNet, which becomes the
Internet; withdrawal of NSF
funding begins
2000 2010
1991
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IT Milestones
1850
1900
1950
Mosaic, the 1st Web
browser, is developed by Mark
2000 2010
1993
Andreesen at the National Center
for Supercomputing at the University
of Illinois
35
IT Milestones
1850
1900
1950
Mark Andreesen & Jim Clark form
Netscape Corporation &
begin marketing Navigator
2000 2010
1994
36
IT Milestones
1850
1900
1950
2000 2010
1995
Amazon.com opens for
business on the Web
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IT Milestones
1850
1900
1950
The US Department of Justice
takes Microsoft to court,
2000 2010
1998
alleging anti-trust
violations
38
IT Milestones
1850
1900
1950
The new century begins with
minimal disruption from the
feared Y2K bug
2000 2010
2000
39
IT Milestones
1850
1900
1950
2000 2010
?
40
Timeline of Business Change
• 1880 -- Frederick Taylor ~ Efficiency
• 1914 -- Henry Ford ~ Mass Production
Alfred Sloan @ GM ~ Centralization
• 1931 -- Proctor & Gamble ~ Brands
• 1950 -- Peter Drucker ~ Management Theories
• 1960 -- “Big Business” ~ Conglomerates
• 1980 -- Edward Deming ~ Quality
• 1990 -- Hammer & Champy ~ Reengineering
• 2000 -- Organic Organizations ~ Learning
Knowledge Management
Business Intelligence
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About Systems
42
Nature of Systems
• The whole is more than the sum of
parts
• The whole defines the nature of the
parts
• The parts cannot be understood by
studying the whole
• The parts are dynamically
interrelated or interdependent
– Fredrich Hegel (1770-1831)
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“All phenomena can be
explained in system terms”
- von Bertalanffy (1962)
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“It is the beauty of systems
that it is psycho-physical
neutral, that is, its
concepts and models can be
applied to both material and
non-material phenomena”
-
von Bertalanffy (1967)
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A system is s set of two or more elements
that satisfies the following:
• The behavior of each element has an effect on the
behavior of the whole
• The behavior of the elements and their effects on
the whole are interdependent
• However, subgroups of the elements are formed,
all have an effect on the whole, but none has an
independent effect on it
- Russell Ackoff (1981)
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A Formula Defining A System
System
E
E
E
R
RE
R
R
E
E
E
R
E
E
R
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A business organization can be
explained in system terms
A Manager can boils down to four basic
steps:
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•
•
•
Define the company as a system
Establish system objectives
Create formal subsystems
Integrate the subsystems
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A “Concept” Allows Us to:
• Talk to another
• Exchange ideas
• Learn by applying the same
concept to different substantive
issues
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System Concept
• A Foundation – underlies the field of IS
• The system concept helps you
understand:
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–
–
–
Technology
Applications
Development
Management
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System
• A set of interrelated components
(subsystems) that work together to
achieve a common objective
• Systems are conceptualized and designed
with the help of models
“A model is an abstraction of reality”
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Four Model Types
1) Physical models
Three dimensional representation such as a
scale model
2) Narrative models
Spoken or written
3) Mathematical models
Equation(s)
4) Graphic models
Drawings made up of of lines/ symbols/ shapes
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Uses of Models
• All four models facilitate understanding
and communication
• The mathematical model also helps
predict the future
• Graphic models are utilized extensively
in designing IS
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Sales
Orders
Sales
Orders
Customers
1.
Edit
Sales
Orders
2.
Sales
Order
Data
Enter Sales
Orders
Sales
Orders
Prepare Sales
Order Report
Sales
Orders
Report
Edit
Sales
Orders
Enter
Sales
Order
Data
Sales
Orders
Enter Sales
Order Data
Edit Sales
Orders
Sales Order
History
File
A Flowchart
3.
Sales Order
History File
Prepare
Sales
Order
Report Sales
Order
Report
Sales
Manager
A Data Flow Diagram54
The General Systems Model
• Graphic diagram with an accompanying
narrative that depicts organizations in
a general way using a systems framework
• Used to depict both
the operation
of a business and the
management decision making
process
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The Basic I-P-O System
Input
Process
Output
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System Types
• Open-loop systems (without feedback
loop)
• Closed-loop systems (with feedback loop)
• Management control
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A Closed-Loop System
Feedback
Input
(Resources)
Control
Process
(Transformation)
Feedback
Output
(Products)
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What is feedback in a system?
Feedback refers to the
ability of s system to
reintroduce output as
input
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Feedbacks
Positive feedback leads to
change, while negative
feedback leads to no change
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The Generic Business System as
a Controlled (closed-loop) System
CONTROL
i.e., Corrections…
Management
INPUT
PROCESS
OUTPUT
i.e., Data…
i.e., information..
Resources
Products
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What is a System?
• Input
• Processing
• Output
• Control
(Feedback)
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Business IS Model
Competitors
The Community
Management
Feedback
Information Systems
Economic
Resources
Input
Business
Resources
Processing
Financial Institutions
Goods &
Services
Output
Labor Unions
Customers
Control
Stockholders
Suppliers Government Agencies
Stakeholders in the Environment
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Components of an IS
1. Hardware
- Machines - Media
2. Software
- Programs - Procedures
3. Data Resources
- Data and Knowledge Bases
4. Network Resources
- Communications Media/Networks
5. People Resources
- End Users - IS Specialists
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Components of an IS; continue
Software Resources
- System Software
- Application Software
- Procedures
Data Resources
- Data Bases
- Knowledge Bases
Data vs. Information
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•
•
•
•
IS Activities
Input Data Resources
- Source Document
- User Interface
Processing Data into
Information Products
Storage of Data Resources
Control of System Performance
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Recognizing IS
• Analyze IS
• Recognize:
IS Resources
Information Products
IS Activities
67
General Systems Model in Context
• Helps adjust firm
• Provides a sense of stability
• Provides mental picture of what to
expect
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Elements of Problem Solving
• Desired state
• Current state
• Constraints
}
Difference =
Solution Criterion
 Internal -- limited resources
 Environmental -- pressures to restrict
resource flows
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Problem
Standards
Elements of the
Problem Solving
Process
Alternate
solutions
Desired state
Problem
solver
Current state
(manager)
Information
Constraints
Solution
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Each Functional Area is a Subsystem
Top
Management
Marketing Subsystem
Manufacturing Subsystem
Human Resources
Subsystem
Finance Subsystem
Information Services
Subsystem
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Chapter 9
Knowledge Management
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Learning Objectives
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•
•
•
•
•
•
Define knowledge and describe the different types of
knowledge.
Describe the activities involved in knowledge management.
Describe different approaches to knowledge management.
Describe the issues associated with implementing knowledge
management in organizations.
Describe the technologies that can be utilized in a knowledge
management system.
Describe the activities of the chief knowledge officer and
others involved in knowledge management.
Describe benefits as well as drawbacks to knowledge
management initiatives
73
Knowledge Management
KM is a process that helps organizations identify, select, organize,
disseminate, and transfer important information and expertise that
are part of the organization’s memory.
•
•
•
Structuring of knowledge enables
– effective and efficient problem solving
– dynamic learning
– strategic planning
– decision making.
Knowledge management initiatives focus on
– identifying knowledge
– how it can be shared in a formal manner
– leveraging its value through reuse.
Knowledge management can
– promote organizational learning
– help solve problems
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KM – techniques, technologies and systems
Enterprise
Intelligence
Information
Creation, Sharing,
and Management
Document Management
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Knowledge
Knowledge is very distinct from data and information and provides a
higher level of meaning about that data and information. The ability to act
is an integral part of being knowledgeable.
•
•
•
Data are a collection of:
– Facts
– Measurements
– Statistics
Information is organized or processed data that are:
– Timely
– Accurate
Knowledge is information that is:
– Contextual
– Relevant
– Actionable.
Having knowledge implies that it can be exercised to solve a problem,
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whereas having information does not.
Knowledge – Corporate Asset
Knowledge has the following characteristics that differentiates it from
an organization’s other assets
•
Extraordinary leverage and increasing returns. Knowledge is not subject to
diminishing returns. When it is used, it is not consumed. Its consumers can add
to it, thus increasing its value.
•
Fragmentation, leakage, and the need to refresh. As knowledge grows, it
branches and fragments. Knowledge is dynamic; it is information in action.
Thus, an organization must continually refresh its knowledge base to maintain it
as a source of competitive advantage.
•
Uncertain value. It is difficult to estimate the impact of an investment in
knowledge. There are too many intangible aspects.
•
Uncertain value of sharing. Similarly, it is difficult to estimate the value of
sharing the knowledge, or even who will benefit most.
•
Rooted in time.
Intellectual capital or intellectual assets
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Knowledge – Explicit knowledge
Explicit knowledge has been codified (documented) in a form that can be
distributed to others or transformed into a process or strategy without
requiring interpersonal interaction.
• Explicit knowledge (or leaky knowledge) deals with
objective, rational, and technical knowledge
–
–
–
–
–
–
–
–
–
–
Data
Policies
Procedures
Software
Documents
Products
Strategies
Goals
Mission
Core competencies
The more that knowledge is made explicit, the more economically
it can be transferred.
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Knowledge – Tacit knowledge
Tacit knowledge is usually in the domain of subjective, cognitive, and
experiential learning; it is highly personal and difficult to formalize. It
is also referred to as embedded knowledge since it is usually either
localized within the brain of an individual or embedded in the group
interactions within a department or business unit.
• Tacit knowledge is the cumulative store
–
–
–
–
–
–
–
–
–
–
of the corporate experiences
Mental maps
Insights
Acumen
Expertise
Know-how
Trade secrets
Skill sets
Learning of an organization
The organizational culture
Tacit knowledge is generally slow and costly to transfer and
can be plagued by ambiguity.
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Knowledge – KM Systems
The goal of KM is for an organization to be aware of individual
and collective knowledge so that it may make the most effective
use of the knowledge it has. Firms recognize the need to
integrate both explicit and tacit knowledge into a formal
information systems - Knowledge Management System (KMS)
•
A functioning knowledge management system follows six steps in a cycle
dynamically refining information over time
1.
2.
3.
4.
5.
6.
Create knowledge.
Capture knowledge.
Refine knowledge.
Store knowledge.
Manage knowledge.
Disseminate knowledge.
As knowledge is disseminated, individuals develop, create, and
identify new knowledge or update old knowledge, which they
replenish into the system.
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KM Life Cycle
Knowledge
Management Cycle
81
KM Initiatives
• Knowledge management initiatives have one of three
aims:
– to make knowledge visible mainly through
•
•
•
Maps
yellow pages
hypertext
– to develop a knowledge-intensive culture,
– to build a knowledge infrastructure
•
There are several activities or processes that surround the
management of knowledge.
– Knowledge Creation
– Knowledge Sharing
– Knowledge Seeking
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K M - Creation
•
Knowledge creation or knowledge acquisition is the generation of new
insights, ideas, or routines.
–
Socialization mode refers to the conversion of tacit knowledge to new
tacit knowledge through social interactions and shared experience.
–
Combination mode refers to the creation of new explicit knowledge by
merging, categorizing, reclassifying, and synthesizing existing explicit
knowledge
–
Externalization refers to converting tacit knowledge to new explicit
knowledge
–
Internalization refers to the creation of new tacit knowledge from
explicit knowledge.
•
Knowledge sharing is the exchange of ideas, insights, solutions,
experiences to another individuals via knowledge transfer computer systems
or other non-IS methods.
•
Knowledge seeking is the search for and use of internal organizational
knowledge.
83
Activities or Processes
KM Approaches
There are two fundamental approaches to knowledge management: a
process and a practice approach. Since the two are not mutually
exclusive a knowledge management initiative will probably involve both
approaches.
• The process approach attempts to codify organizational knowledge through
formalized controls, processes, and technologies frequently through the use of
information technologies to enhance the quality and speed of knowledge creation
and distribution. These technologies include:
–
–
–
–
–
Intranets
data warehousing
knowledge repositories
decision support tools
groupware
• The process approach is favored by firms that sell relatively standardized products
since the knowledge in these firms is fairly explicit because of the nature of the
products & services.
Process
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KM Approaches
• The practice approach to KM assumes that organizational knowledge is
tacit in nature and formal controls, processes, and technologies are not
suitable for transmitting this type of understanding.
• Rather than building formal systems to manage knowledge, this approach
builds social environments or communities to facilitate the sharing of tacit
understanding.
• The practice approach is typically adopted by companies that provide
highly customized solutions to unique problems. The valuable knowledge
for these firms is tacit in nature, which is difficult to express, capture, and
manage.
Practice
85
KM – Information Technology
KM is more than a technology or product, it is a
methodology applied to business practices. However,
information technology is crucial to the success of KM
systems.
• Components of KM Systems:
– Communication technologies allow users to access needed
knowledge and to communicate with each other.
– Collaboration technologies provide the means to perform
group work.
– Storage and retrieval technologies store and manage
knowledge.
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IT in KM
• Communication technologies: E-mail, the Internet, corporate
intranets, and other web based tools provide communication
capabilities.
• Collaboration technologies: Collaborative computing
capabilities such as electronic brainstorming enhance group
work especially for knowledge contribution .
• Storage and retrieval technologies:
 Originally, a database management system to store and
manage explicit knowledge
 Electronic document management system and specialized
storage system
Collaborative computing system
Tools used to capture, store, and manage tacit knowledge
87
Technologies Supporting KM
• Artificial intelligence. The study of human
thought processes and the representation of
those processes in machines.
• Intelligent Agents. Work and provide
assistance in their daily tasks.
• Knowledge Discovery in Databases. A process
used to search for and extract useful
information from volumes of documents and
data.
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Seven KM Tools
Tool
Description
Vendor/Product Examples
Collaboration computing
Groupware products; used to enhance tacit
knowledge transfer within an organization
Group systems; Lotus Notes / Domino
Knowledge server
Contain the main knowledge management
software, including the knowledge
repository; provides access to other
knowledge information , and data.
Hummingbird knowledge server;
Autonomy’s intelligent data operating
layer (IDOL)
Enterprise knowledge portal
Presents a single access point into a
knowledge management system ‘
organizes the sources of unstructured
information in an organization .
Plum tree; Hyper wave
Electronic document management
Allows users to access needed documents
over a corporate intranet; allows electronic
collaboration on document creation and
revision.
Doc Share; Lotus Notes
Knowledge –harvesting tools
Capture organizational knowledge
unobtrusively; may be embedded in a
knowledge management system.
Knowledge Mail ; Active Knowledge
Search engines
Locate and retrieve documents from vast
collections in corporate repositories .
Google: Verity ; Inktomi
Knowledge management suites
Integrate communications, collaboration,
and storage technologies in one complete,
out-of- the- box solution
Web Sphere; knowledge X
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KM – Supporting Technologies
Technologies enable advanced functionality in KM systems and form the
base for future innovations.
•
•
•
AI methods: expert systems, neural networks, fuzzy logic, genetic algorithms, etc.
– Assist in identifying expertise
– Elicit knowledge automatically and semi-automatically
– Provide interfacing through natural language processors
– Enable intelligent searches through intelligent agents.
Intelligent agents are software systems that learn how users work and provide
assistance in their daily tasks.
Knowledge Discovery in Databases (KDD) is a process used to search for and extract
useful information from volumes of documents and data. It includes tasks such as:
– knowledge extraction
– data archaeology
– data exploration
– data pattern processing
– data dredging
– information harvesting
90
KM – Supporting Technologies
• Data mining - the process of searching for previously unknown
information or relationships in large databases, is ideal for
extracting knowledge from databases, documents, e-mail, etc.
• Model warehouses & model marts extend the role of
data mining and knowledge discovery by acting as repositories of
knowledge created from prior knowledge-discovery operations
• Extensible Markup Language (XML) enables
standardized representations of data structures, so that data can be
processed appropriately by heterogeneous systems without case-bycase programming.
91
KM – IT Products
Technology tools that support knowledge management
are called “knowware”.
• Most KM software packages include one or more of
the following tools:
– collaborative computing tools
– knowledge servers
– enterprise knowledge portals
– electronic document management systems
– knowledge harvesting tools
– search engines
– KM suites.
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Knowledge Management – IT Services
•
Consulting Firms provide assistance
– in establishing knowledge management systems
– measuring their effectiveness
– Support for vertical market software
•
Application service providers (ASPs) have evolved as a form of
KMS outsourcing on the Web. Offering a complete knowledge
management solution, including a KM suite and the consulting
to set it up.
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Knowledge Management – Integration
KM systems are enterprise-wide and must be integrated with
other information systems in an organization.
•
Decision Support Systems (DSS)
•
Artificial Intelligence
•
Customer Relationship Management Systems (CRM)
•
Supply Chain Management Systems (SCM)
•
Corporate Intranets
•
Extranets
94
KM – Integration
KM systems integration
95
KM – People
Managing a KMS requires great effort. Many issues related to
management, people, and culture must be considered to make the
system a success. Some of those issues concern implementation and
effective use of the system.
• Chief knowledge officer’s (CKO) role are to maximize the firm’s knowledge
assets, design and implement knowledge management strategies, effectively
exchange knowledge assets internally and externally, and promote system use.
• Chief executive officer’s (CEO) is responsible for championing the KM effort.
• Chief financial officer (CFO) must ensure that the financial resources are
available.
• Chief operating officer (COO) must ensure that people begin to embed
knowledge management practices into their daily work processes
• Chief information officer (CIO) is responsible for the IT vision of the
organization and the IT architecture, including databases, application software,
etc.
• KMS developers are the individuals who actually develop the system
• KMS staff catalogue and manage the knowledge, train users
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Chief Knowledge Officer
A CKO must do the following (1998, Duffy):
• Set knowledge management strategic priorities.
• Establish a knowledge repository of best practices.
• Gain a commitment from senior executives to support a
learning environment.
• Teach information seekers how to ask better & smarter
questions.
• Establish a process for managing intellectual assets.
• Obtain customer satisfaction information in near real
time.
• Globalize KM.
97
KM – Metrics
Organizations can gain several benefits from implementing a knowledge
management strategy. This valuation can be based upon an asset-based
approach or one that links knowledge to its applications and business
benefits.
• Asset-based approach starts with the identification of intellectual assets and
then focuses management’s attention on increasing their value.
• The second uses variants of a balanced scorecard, where financial measures
are balanced against customer, process, and innovation measures.
• Financial Metrics (tangible benefits)
• Non-Financial Metrics (intangible benefits)
Measuring Success or Failures
98
MANAGERIAL ISSUES
• Organizational culture change - how can we change organizational culture so
that people are willing both to contribute knowledge to and use knowledge from
a KMS? There must be strong leadership, clearly expressed goals, user
involvement in the system, and deployment of an easy-to-use system that
provides real value to employees. A viable reward structure for contributing and
using knowledge must also be developed.
• How to store tacit knowledge - extremely difficult. Most KMSs (based on the
network storage model) store explicit knowledge about the tacit knowledge that
people possess. When the knowledgeable people leave an organization, they take
their knowledge with them. Since knowledge requires active use by the recipient,
it is important for the person generating knowledge to articulate it in a way that
another, appropriately educated person can understand it.
• How to measure the tangible and intangible benefits of KMS - a number of
ways to measure the value of intellectual assets and of providing them to the
organization.
• Determining the roles of the various personnel in a KM effort.
99
MANAGERIAL ISSUES Continued
• The lasting importance of KM - KM is extremely important. It is not another
management fad. If it is correctly done, it can have massive impact by
leveraging know-how throughout the organization. If it is not done, or is not
correctly done, the company will not be able to effectively compete against
another major player in the industry that does KM correctly.
• Implementation in the face of quickly changing technology. This is an
important issue to address regarding the development of many IT systems.
Technology has to be carefully examined, and experiments done, to determine
what makes sense. By starting now, an organization can get past the
managerial and behavioral issues, which have greater impact on the eventual
success (or not) of a KMS. As better and cheaper technology is developed, the
KMS can be migrated over to it, just as legacy systems have migrated to the
PC.
100
Introduction
1. Your Name
2. Your Home Town
3. Your Major/Minor
4. Course Objectives
5. Your Hobbies
6. Your aspiration in 10 years
** Email me what you introduced yourself to the
class today by 6pm, Wed, 07/05/06
101