Transcript Knowledge Assets
Slide 1
Managing Knowledge
as a Strategic Resource
for Electronic Government
Knowledge Management
in Electronic Government
(KMGov-2001)
22– 24 May 2001, Siena, Italy
Gregoris Mentzas (NTUA)
Dimitris Apostolou (Planet Ernst & Young)
Andreas Abecker (DFKI)
Slide 2
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(1)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
2
Slide 3
Drivers of eGovernment
Government
transformed
along several
dimensions
Government
as a service
provider
Towards eGovernment
Citizens expect
quality
performance
G. Mentzas et al
ICT tools offer
transformational
value
KMGov-2001, 22-24 May 2001
3
Slide 4
What is eGovernment?
eGovernment consists of the strategic and systematic use of
Information and Communication Technologies to
provide improved services to citizens and businesses
make effective use of public information resources
eGovernment creates an environment for the transformation
of government activities
by the application of e-business methods to the public sector
G. Mentzas et al
KMGov-2001, 22-24 May 2001
4
Slide 5
Guiding Principles for eGovernment
Citizen-focused services
Accessible services
High-quality services that
via various modes (Internet,
are accessible, convenient
and secure
Services that make sense
to the citizen
mobile, call centers, digTV)
vital that people trust the
systems used
Guarantee social inclusion
Available to all and easy to
Coherent and compatible
use
cannot avoid the need for
personal contact
G. Mentzas et al
Better use of public
information
information policies
Better service delivery and
efficient working
KMGov-2001, 22-24 May 2001
5
Slide 6
Taxonomy of e-government services (ICDT)
Information Services
provision of non-personal information to any end user
e.g. phone directories, legal texts etc.
Communication Services
(bi-directional) reception of and response to electronic messages
e.g. requests, complaints, notifications etc.
Distribution Services
access distribution
points of access to offered services in public places
e.g. public infokiosks, public phone numbers
content distribution
provision of personal information to individuals
e.g. info on filed tax forms, debt information
Transaction Services
transaction procedures involving exchange of documents and/or money
e.g. filing of VAT forms, payment of taxes
G. Mentzas et al
KMGov-2001, 22-24 May 2001
6
Slide 7
Integration Levels for e-government services
First stop approach
E-gov Portal
provision of introductory
provision of entrance points
information for various
services
without capability for
completing transactions
to various services offered
by other sites
with capability for
transparent transition
Convenience store
True one-stop approach
provision of services in a
information about services
broad spectrum of subjects
without (in the general
case) particular
relationships
that correspond to end user
life events
with capability of
completing transactions
transparent integration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
7
Slide 8
What is KM?
Treating knowledge
assets explicitly is
NEW!
Has been
compared to OR!
Corporate Knowledge Management is
the new discipline of enabling
Teams and
communities are
indispensable!
Not just water-cooler
discussions, but planned
ICT, processes &
behaviours
individuals, teams and entire organisations
to collectively and systematically
Created by individuals,
create,BUTshare
and
apply corporate knowledge
found within
systems,
networks of people,
business processes, etc
Reuse corporate
to better achieve organisational
efficiency,
knowledge
responsiveness, competency and innovation
Marshall knowledge to
respond to threats and
opportunities
G. Mentzas et al
Improve
employee skills
Create and share
new ideas
KMGov-2001, 22-24 May 2001
8
Slide 9
KM and e-gov
Making e-government a reality requires serious issues to be
addressed, such as
business process change
attacking skills shortages and
confronting the problems of the existing IT infrastructure in public
organisations
Leveraging the tacit and explicit knowledge of a public
organisation can facilitate tremendously e-government
since knowledge management has the potential to substantially
improve the electronic provision of services
G. Mentzas et al
KMGov-2001, 22-24 May 2001
9
Slide 10
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(2)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
10
Slide 11
The challenge to capture and organise knowlege
Content Management
Page: 1
6/9/96
Page: 1
6/9/96
Page:11
6/9/96
6/9/96
Page:
Time-Sensitive
Information
Internal
External
Information Information
Sources
Sources
for capturing, organising,
storing and using
knowledge
Methods, models and tools for
CAPTURE
FILTER
TAXONOMY
STORE
DIFFUSE
Multi-disciplinary solutions
Document Management System,
Databases, etc...
USE
G. Mentzas et al
BUSINESS
PROCESSES
enterprise-wide knowledge
taxonomies that help help
and filter knowledge needs
Methods and tools that
exploit and leverage
multiple knowledge sources
(internal or external)
KMGov-2001, 22-24 May 2001
11
Slide 12
The challenge to facilitate collaboration
Collaboration Management
Customer
Virtual
Communities
COMMUNITIES
OF INTEREST
/ PRACTICE
ORGANIZATIONAL
STRUCTURE
COMMUNITY A
SHARED
WORKSPACES
COMMUNITY B
Encourage collaboration
and knowledge sharing
multi-functional intraorganisation manner
inter-organisational
knowledge chains
Multi-disciplinary methods
and tools to facilitate virtual
communities
that bring business value
by sharing their knowledge
SUPPORT
TEAM
ORGANIZATIONAL
STRUCTURE
Communication & collaboration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
12
Slide 13
The challenge of knowledge-enabled processes
Multi-disciplinary solutions
Process management
BUSINESS
PROCESSES
LIBRARY
Page: 1
Methods and tools to support
KNOWLEDGE SOURCES
Page: 1
Page: 1
Page: 1
G. Mentzas et al
6/9/96
6/9/96
ENHANCED
BUSINESS
PROCESSES
that enrich intraorganisational business
processes by integrating
knowledge & KM processes
into each step
knowledge chains in the
dynamic inter-networked
enterprises and their
distributed business
processes
KMGov-2001, 22-24 May 2001
13
Slide 14
Levels to consider for Knowledge Management
k-worker
E.g. knowledge portals for mobile workers
k-team
E.g. assistance for dynamic, distributed teams
using shared information spaces
k-organisation
E.g. embedding/extracting context-sensitive
knowledge within/from business processes
k-network
E.g. knowledge sharing value chains
k-product
E.g. B2B exchanges of “knowledge products”
G. Mentzas et al
KMGov-2001, 22-24 May 2001
14
Slide 15
The “product” view
Proposition: knowledge
The “process” view
Proposition: it is only feasible to
can be represented as a
promote, motivate, encourage,
thing
nurture or guide the process of
knowing
that can be located and
manipulated as an object
the idea of trying to capture
and distribute knowledge
it is possible to capture,
seems senseless
distribute, measure and
manage knowledge
G. Mentzas et al
KMGov-2001, 22-24 May 2001
15
Slide 16
Strategic Implications of
The “product” view
The “process” view
competitive strategy:
• exploit organised,
competitive strategy:
• empower and channel
standardised and reuseable knowledge
focus of KM strategy:
• connect people with reusable codified
knowledge
focus of IT strategy:
• heavy emphasis
• develop document
management systems
focus of HR strategy:
• train in groups
• reward for using and
contributing to databases
individual and team
expertise
focus of KM strategy:
• facilitate conversations to
exchange knowledge
focus of IT strategy:
• moderate emphasis
• develop network
management systems
focus of HR strategy:
• train by apprenticeship
• reward for sharing
knowledge with others
G. Mentzas et al
KMGov-2001, 22-24 May 2001
16
Slide 17
IT Support for “Product” & “Process” Views
Intranet
Knowledge maps
Knowledge
as a
Product
(knowledge
content)
Semantic Analysis
White-boarding
structured document
repositories Automatic Profiling
Net Conferencing
Full text retrieval Push Technology
File management
systems
Real-time
messaging
Discussion Groups
E-mail
Shared files
Knowledge as a Process
(knowledge transfer)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
17
Slide 18
Need for holistic KM
Need for a balanced fusion of the two KM views.
Gartner Group 2000-2004 KM report
Our motivation:
to design, develop and test a total KM solution
that would explicitly provide for such a fusion.
G. Mentzas et al
KMGov-2001, 22-24 May 2001
18
Slide 19
Strategic Implications of
The “product” view
The “process” view
competitive strategy:
• exploit organised,
competitive strategy:
• empower and channel
standardised and reindividual and team
useable knowledge
expertise
focus of KM strategy:
focus of KM strategy:
• connect people with re• facilitate conversations to
usable codified
exchange knowledge
knowledge
focus of IT strategy:
focus of IT strategy:
• moderate emphasis
• heavy emphasis
• develop network
• develop document
management systems
management systems
focus of HR strategy:
focus of HR strategy:
• train by apprenticeship
• train in groups
• reward for sharing
• reward for using and
knowledge with others
contributing to databases
Integration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
19
Slide 20
IT Support for “Product” & “Process” Views
Intranet
Integration
Knowledge maps
Knowledge
as a
Product
(knowledge
content)
Semantic Analysis
White-boarding
structured document
repositories
Automatic Profiling
Net Conferencing
Full text retrieval
File management
systems
Push Technology
Real-time
messaging
Discussion Groups
E-mail
Shared files
Knowledge as a Process
(knowledge transfer)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
20
Slide 21
Focus on knowledge as a strategic asset
Strategic assets:
Rare
• Owned by a small number of firms in the industry
Valuable
• Allow the firm to exploit opportunities in the market or address
competitive threats
Imperfectly imitable
• Can be sustained for long periods of time without competitors
replicating it or acquiring it
Non-substitutable
• It has no strategic equivalents
Tangible assets cannot be strategic
Because they can be aquired or imitated.
Corporate Knowledge as strategic asset
When used to advance the objectives of the firm
G. Mentzas et al
KMGov-2001, 22-24 May 2001
21
Slide 22
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(3)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
22
Slide 23
The organisations which developed Know-Net
G. Mentzas et al
Leading Greek
management
consulting firm
Research unit of the
National Technical
University of Athens
Global KM
technology and
consulting
company
CALT center of the
INSEAD business
school
Swiss business
school Fachhochschule
beider Basel
German research
institute in
innovative software
technology
KMGov-2001, 22-24 May 2001
23
Slide 24
The Know-Net Solution:
1. The KnowNet Framework
KnowNet Framework
Awareness
KnowNet Method
Stage I:
Plan
Stage II:
Develop
KnowNet Tool
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
24
Slide 25
A Framework for Managing Knowledge Assets
Organisation
Strategy
Interorganisation
Structure
Assets
Knowledge
Management
Infrastructure
Processes
Team
Systems
Levels of
Knowledge
Networking
Individual
G. Mentzas et al
KMGov-2001, 22-24 May 2001
25
Slide 26
Strategy
Knowledge Assets
Structure
Assets
Processes
Systems
Human Knowledge Assets
Staff capabilities
Staff experience
Staff skills
Creativity of staff
Innovation of staff
Structural Knowledge Assets
Patents, Methods
Best Practices
Administrative systems
Training Seminars
R&D Material
Company standards/processes
Market Knowledge Assets
Knowledge about Industry
Knowledge about Customers
Knowledge about Partners
Knowledge about Competitors
G. Mentzas et al
KMGov-2001, 22-24 May 2001
26
Slide 27
Strategy
Knowledge Strategy
Structure
Assets
Processes
values/mission
knowledge-related strategic values
Systems
reference to knowledge in mission statement, etc.
objectives
knowledge-related qualitative and/or
quantative strategic objectives
links to business strategy
explicit/implicit links of knowledge strategy
• to business strategic objectives/goals
G. Mentzas et al
KMGov-2001, 22-24 May 2001
27
Slide 28
Strategy
Knowledge Org Structure
Leadership Roles
Structure
Chief Knowledge Officers (CKOs)
Chief Learning Officers (CLOs), etc.
Assets
Processes
Systems
Management Roles
Knowledge managers
Knowledge integrators
Knowledge facilitators, etc.
Technical Roles
Knowledge editors/ analysts/ engineers/ etc.
All employees participate in the knowledge processes -
knowledge workers
G. Mentzas et al
KMGov-2001, 22-24 May 2001
28
Slide 29
Strategy
Knowledge Processes
Structure
Assets
identification of needs /
capture / collection
Processes
Systems
interpret / analyse / link to context / codify
R&D, problem solving, Knowledge
/ index / filter / aggregate / synthesize /
experimenting, prototyping,acquisition
package / refresh / evolve / / maintain / purge
refinement, add value
Knowledge
Knowledge
creationin corporate services or products,
commercialize / develop trust inorganisation
knowledge /
application
apprentice / customise/ push and/or
support for delivering value to customer
pull / distribute pro-actively, event-based
Knowledge
use
G. Mentzas et al
Knowledge
sharing
KMGov-2001, 22-24 May 2001
29
Slide 30
Strategy
Knowledge Systems
Structure
Assets
Processes
access to multi-platform knowledge
sources
knowledge
maps / indexing routines/
e.g. Internet, databases,
legacy IS,
etc
classification
mechanisms
/ linking facilities
Systems
Search &
Indexing/ push-pull features
storage mechanisms
(DBs)
handling
alert//metadata
sharing mechanisms
Retrieval
/ maintenance mechanisms
(input/purge/modify)
custom
views/profile-based + dynamic filtering
email, messaging,
Storage discussions,
Distribution
Integration
with IS applications,
electronic scheduling and meeting,
video
ERPs,
business
process systems
and audio conferencing, virtual
workshops,
etc.
Collaboration
G. Mentzas et al
Integration
KMGov-2001, 22-24 May 2001
30
Slide 31
The Know-Net Solution:
2. The KnowNet Method
KnowNet Framework
Awareness
KnowNet Method
KnowNet Tool
Stage II:
Develop
Stage I:
Plan
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
31
Slide 32
Awareness
A Method for Knowledge Asset Management
Stage I:
Plan
Stage II:
Develop
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
32
Slide 33
Stage I: Strategic Planning
Stage I
Stage II
Stage III
Measurement
Link KM to
Corporate
Strategy
Provide
Leadership
Perform
Knowledge
analysis
Develop
the KM
Case
Obtain
Top Mngmt
Approval
Assess
Risk & Change
Readiness
Goals of Stage I:
Align Knowledge strategy
Assess Change Readiness
Define KM Business Case
G. Mentzas et al
KMGov-2001, 22-24 May 2001
33
Slide 34
Knowledge Orientation Matrix
Knowledge
aware
Still at Base
camp
KNL
Knowledge
leveraging
8
4
KMI
6
5
CSF
4
2
CSF: Critical Success Factors
KNL: Knowledge Networking Level, KMI: Knowledge Management Infr
astructure
infrastructure
CSF: Critical Success Factors
G. Mentzas et al
KMGov-2001, 22-24 May 2001
34
Slide 35
Stage II: Developing the K.Org
Analyse
Stage I
Stage II
Measurement
Leverage
Knowledge in Business Processes
Knowledge in People Networks
Integrate the
KM
Architecture
Information Technology Systems
Develop Knowledge Asset Schema
Goals of Stage II:
Leverage Knowledge Process/People/Technology
Define Knowledge Objects
Integrate the KM Architecture
G. Mentzas et al
KMGov-2001, 22-24 May 2001
Stage III
35
Slide 36
Leveraging knowledge in networks?
Organisational
reach
Local
Tacit
knowledge
Work team
Community-ofpractice
Low
Best practice
community
Community-ofinterest
Economic-web
Explicit
knowledge
Member
cohesiveness
High
Informal networks of people who
share goals and interests.
Knowledge networks emerge as a
side effect of participation
Learning is facilitated in these
Global
communities as people participate in
new and different Knowledge
Networks
Source: Ernst & Young
G. Mentzas et al
KMGov-2001, 22-24 May 2001
36
Slide 37
Stage III:
Operating the K.Organisation
Stage I
Stage II
Stage III
Measurement
Wide-scale deployment of the KM Architecture
Company-wide deployment of knowledge processes, roles
and systems
Development of additional pilots
Continuous “knowledge journey”
G. Mentzas et al
KMGov-2001, 22-24 May 2001
37
Slide 38
Measuring knowledge assets
Stage I
Stage II
Stage III
Measurement
Focus on key
knowledge assets
Market
Assets
Human
Assets
Distinction
between stocks
and flows
Must be linked to
strategy
Both business
and KM strategy
Company-specific
G. Mentzas et al
Structural
Assets
KMGov-2001, 22-24 May 2001
38
Slide 39
Linking Strategy and CSFs to Knowledge Assets
and Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Strategy A
Integration
Top Down
Integration
Bottom Up
KnowNet Method
G. Mentzas et al
KMGov-2001, 22-24 May 2001
39
Slide 40
The Know-Net Solution:
3. The KnowNet Tool
KnowNet Method
Awareness
KnowNet Framework
KnowNet Tool
Stage II:
Develop
Stage I:
Plan
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
40
Slide 41
Features of Tool for K.Asset Management
Highly scaleable:
Supporting levels:
• from a small team of knowledge workers to
• enabling a Global enterprise-wide Knowledge Management System.
Extensible for customisation and integration
leverages the power of Lotus Enterprise Connectors of Lotus Domino
connects to existing enterprise systems such as RDBMs
Web-based
users need only standard Java-enabled browser
G. Mentzas et al
KMGov-2001, 22-24 May 2001
41
Slide 42
Functionalities of Tool for K. Asset Management
Collect and categorise internal and external information
allows individuals to capture information into a knowledge repository.
Re-use knowledge stored using customisable Knowledge
Navigators
and advanced search mechanisms
Collaborate via on-line workspaces
Knowledge created during collaboration is captured and made
available for others to access
G. Mentzas et al
KMGov-2001, 22-24 May 2001
42
Slide 43
The Know-Net Tool:
(1 of 2)
Integration of Process and Product Views
KM Process
KM applications
“Product” (Content)centric
part of the
Know-Net tool
“Process-”
centric
part of the
Know-Net tool
Knowledge
Object
Ontology-based
Indexing and
Retrieval
Disseminate
Index
Organise
Search
G. Mentzas et al
KMGov-2001, 22-24 May 2001
43
Slide 44
The Know-Net Tool:
(2 of 2)
Integration of Process and Product Views
Process View
KM processes fostered through collaborative KM applications
Sametime communication facilities are integrated
The tool contains a library of predefined KM applications and K.
Assets / K. Objects
Product View
The documents created in collaborative KM processes are centrally
managed and consistently indexed
Indexing is done using the K. Assets ontology
Search and retrieval uses an incremental browse / search approach
through the indexing ontologies
Automated search agents and notification mechanisms
Not only operative KM processes and content, but also
support for KM implementation
G. Mentzas et al
KMGov-2001, 22-24 May 2001
44
Slide 45
KnowNet Tool-set Architecture
SKN
KWN
KSAN
KASI
KWMA
K Navigators
KM
Processes / Apps
K Server
Km Processes / Apps Library
KM Systems
Ontology
Km Objects Directory
K Objects Store
RDBMS
RDBMS
Metadata
MDS
store
Mail KB
MKB
Lotus Domino 5 / Sametime Server
G. Mentzas et al
KMGov-2001, 22-24 May 2001
45
Slide 46
The Know-Net Solution:
Tight integration of components
Common Language -> Navigators
KM Strategy
KnowNet Framework
Method Stage I:
Strategic Planning
Key Business Area
K.Assets / K.Processes
KM Case
Key Business Area
K.Objects
K.Assets
K.Proceses
Method Stage II: K.Systems
KnowNet Tool
Develop K.Organisation
K.Objects
K.Processes
K.Systems
KM Strategy
Knowledge Assets
Measurement System
K.Assets
K.Objects
G. Mentzas et al
KMGov-2001, 22-24 May 2001
46
Slide 47
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(4)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
47
Slide 48
The companies which have applied Know-Net
One of the world's
leading financial
services groups
Leading company in
Greece in the area
of business software
UK-based global
firm of Chartered
Surveyors and
Commercial
Property Agents
Turkish company
specializing in
DBMS Application
Development
UK-based global
developer of
CRM software &
solutions
G. Mentzas et al
KMGov-2001, 22-24 May 2001
ERP development
and localisation
centre based in the
Czech Republic
48
Slide 49
An application in the Greek Ministry of Finance
Basic information
some 5,000,000 taxpayers
TAXIS information system
• 2nd CSF funds (65 Meuros, 1997-2000)
• 300 tax offices all over Greece
• > 95% of transactions (100% in 2001)
IT penetration
Internet : 12%
fixed telephony : near 100%
mobile telephony : 50%
Legislative framework
Data Protection Act (1997)
Digital Signatures Act (2001)
Taxation Reform Act (2001)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
49
Slide 50
Electronic Services for Taxation
G. Mentzas et al
KMGov-2001, 22-24 May 2001
50
Slide 51
User and Business Penetration
a. e-VAT (via TAXISnet)
registered users
filed forms
registration rate
65,000 (approx. 8%)
65,000
approx. 300/day
b. e-Certificates (via TAXISphone)
registered agencies
certificates issued
registration rate
2,900 (approx. 43%)
44,000
approx. 300/month
c. e-Income TaxInfo (via TAXISnet, TAXISphone)
info requests
request rate
4,000,000 (approx. 40%)
approx. 17,000/day
d. e-Info (via GSIS web site)
registered users
request rate
registration rate
2,500 + e-service users
approx. 2,000/month
approx. 100/month
e. e-IncomeTax (via TAXISnet)
registered users
filed forms
G. Mentzas et al
30.000 + e-VAT ( 2%)
2.000
KMGov-2001, 22-24 May 2001
51
Slide 52
Key lessons learned
Begin with easily executable pilot projects
“low-hanging fruit”
Institutionalise the project
Advertise and sell the project
Capture metrics and user feedback at every step
Focus on People & Processes, not Technology
Enhance the way people work
• Tie KM into existing and evolving business processes
Transform organisational boundaries
• Shared information = corporate power
Recognize knowledge as the most valuable asset
Establish senior leadership oversight and guidance
G. Mentzas et al
KMGov-2001, 22-24 May 2001
52
Slide 53
Implications for management
Select a good business case
Target projects and activities of strategic importance
Determine experiences worth learning from
Provide processes & structures for knowledge
leveraging
Encourage individuals and groups to reflect on
and share what they have learned
Set up processes and roles
• E.g. AARs, peer reviews, communities of practice
Bring knowledge into operations
Embed knowledge into information repositories, work
processes, support systems, products and services
• Intranet sites, online processes, support systems
G. Mentzas et al
KMGov-2001, 22-24 May 2001
53
Slide 54
Key issues to be considered
Knowledge Management should be holistic
• It fuses:
people and culture issues
intra- or inter-organisational
IT
business processes
tools
Knowledge Management is a means to an end
not an end in itself
• The end is performing work better, faster and smarter
G. Mentzas et al
KMGov-2001, 22-24 May 2001
54
Slide 55
Thank you !
Managing Knowledge
as a Strategic Resource
for Electronic Government
Knowledge Management
in Electronic Government
(KMGov-2001)
22– 24 May 2001, Siena, Italy
Gregoris Mentzas (NTUA)
Dimitris Apostolou (Planet Ernst & Young)
Andreas Abecker (DFKI)
Slide 2
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(1)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
2
Slide 3
Drivers of eGovernment
Government
transformed
along several
dimensions
Government
as a service
provider
Towards eGovernment
Citizens expect
quality
performance
G. Mentzas et al
ICT tools offer
transformational
value
KMGov-2001, 22-24 May 2001
3
Slide 4
What is eGovernment?
eGovernment consists of the strategic and systematic use of
Information and Communication Technologies to
provide improved services to citizens and businesses
make effective use of public information resources
eGovernment creates an environment for the transformation
of government activities
by the application of e-business methods to the public sector
G. Mentzas et al
KMGov-2001, 22-24 May 2001
4
Slide 5
Guiding Principles for eGovernment
Citizen-focused services
Accessible services
High-quality services that
via various modes (Internet,
are accessible, convenient
and secure
Services that make sense
to the citizen
mobile, call centers, digTV)
vital that people trust the
systems used
Guarantee social inclusion
Available to all and easy to
Coherent and compatible
use
cannot avoid the need for
personal contact
G. Mentzas et al
Better use of public
information
information policies
Better service delivery and
efficient working
KMGov-2001, 22-24 May 2001
5
Slide 6
Taxonomy of e-government services (ICDT)
Information Services
provision of non-personal information to any end user
e.g. phone directories, legal texts etc.
Communication Services
(bi-directional) reception of and response to electronic messages
e.g. requests, complaints, notifications etc.
Distribution Services
access distribution
points of access to offered services in public places
e.g. public infokiosks, public phone numbers
content distribution
provision of personal information to individuals
e.g. info on filed tax forms, debt information
Transaction Services
transaction procedures involving exchange of documents and/or money
e.g. filing of VAT forms, payment of taxes
G. Mentzas et al
KMGov-2001, 22-24 May 2001
6
Slide 7
Integration Levels for e-government services
First stop approach
E-gov Portal
provision of introductory
provision of entrance points
information for various
services
without capability for
completing transactions
to various services offered
by other sites
with capability for
transparent transition
Convenience store
True one-stop approach
provision of services in a
information about services
broad spectrum of subjects
without (in the general
case) particular
relationships
that correspond to end user
life events
with capability of
completing transactions
transparent integration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
7
Slide 8
What is KM?
Treating knowledge
assets explicitly is
NEW!
Has been
compared to OR!
Corporate Knowledge Management is
the new discipline of enabling
Teams and
communities are
indispensable!
Not just water-cooler
discussions, but planned
ICT, processes &
behaviours
individuals, teams and entire organisations
to collectively and systematically
Created by individuals,
create,BUTshare
and
apply corporate knowledge
found within
systems,
networks of people,
business processes, etc
Reuse corporate
to better achieve organisational
efficiency,
knowledge
responsiveness, competency and innovation
Marshall knowledge to
respond to threats and
opportunities
G. Mentzas et al
Improve
employee skills
Create and share
new ideas
KMGov-2001, 22-24 May 2001
8
Slide 9
KM and e-gov
Making e-government a reality requires serious issues to be
addressed, such as
business process change
attacking skills shortages and
confronting the problems of the existing IT infrastructure in public
organisations
Leveraging the tacit and explicit knowledge of a public
organisation can facilitate tremendously e-government
since knowledge management has the potential to substantially
improve the electronic provision of services
G. Mentzas et al
KMGov-2001, 22-24 May 2001
9
Slide 10
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(2)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
10
Slide 11
The challenge to capture and organise knowlege
Content Management
Page: 1
6/9/96
Page: 1
6/9/96
Page:11
6/9/96
6/9/96
Page:
Time-Sensitive
Information
Internal
External
Information Information
Sources
Sources
for capturing, organising,
storing and using
knowledge
Methods, models and tools for
CAPTURE
FILTER
TAXONOMY
STORE
DIFFUSE
Multi-disciplinary solutions
Document Management System,
Databases, etc...
USE
G. Mentzas et al
BUSINESS
PROCESSES
enterprise-wide knowledge
taxonomies that help help
and filter knowledge needs
Methods and tools that
exploit and leverage
multiple knowledge sources
(internal or external)
KMGov-2001, 22-24 May 2001
11
Slide 12
The challenge to facilitate collaboration
Collaboration Management
Customer
Virtual
Communities
COMMUNITIES
OF INTEREST
/ PRACTICE
ORGANIZATIONAL
STRUCTURE
COMMUNITY A
SHARED
WORKSPACES
COMMUNITY B
Encourage collaboration
and knowledge sharing
multi-functional intraorganisation manner
inter-organisational
knowledge chains
Multi-disciplinary methods
and tools to facilitate virtual
communities
that bring business value
by sharing their knowledge
SUPPORT
TEAM
ORGANIZATIONAL
STRUCTURE
Communication & collaboration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
12
Slide 13
The challenge of knowledge-enabled processes
Multi-disciplinary solutions
Process management
BUSINESS
PROCESSES
LIBRARY
Page: 1
Methods and tools to support
KNOWLEDGE SOURCES
Page: 1
Page: 1
Page: 1
G. Mentzas et al
6/9/96
6/9/96
ENHANCED
BUSINESS
PROCESSES
that enrich intraorganisational business
processes by integrating
knowledge & KM processes
into each step
knowledge chains in the
dynamic inter-networked
enterprises and their
distributed business
processes
KMGov-2001, 22-24 May 2001
13
Slide 14
Levels to consider for Knowledge Management
k-worker
E.g. knowledge portals for mobile workers
k-team
E.g. assistance for dynamic, distributed teams
using shared information spaces
k-organisation
E.g. embedding/extracting context-sensitive
knowledge within/from business processes
k-network
E.g. knowledge sharing value chains
k-product
E.g. B2B exchanges of “knowledge products”
G. Mentzas et al
KMGov-2001, 22-24 May 2001
14
Slide 15
The “product” view
Proposition: knowledge
The “process” view
Proposition: it is only feasible to
can be represented as a
promote, motivate, encourage,
thing
nurture or guide the process of
knowing
that can be located and
manipulated as an object
the idea of trying to capture
and distribute knowledge
it is possible to capture,
seems senseless
distribute, measure and
manage knowledge
G. Mentzas et al
KMGov-2001, 22-24 May 2001
15
Slide 16
Strategic Implications of
The “product” view
The “process” view
competitive strategy:
• exploit organised,
competitive strategy:
• empower and channel
standardised and reuseable knowledge
focus of KM strategy:
• connect people with reusable codified
knowledge
focus of IT strategy:
• heavy emphasis
• develop document
management systems
focus of HR strategy:
• train in groups
• reward for using and
contributing to databases
individual and team
expertise
focus of KM strategy:
• facilitate conversations to
exchange knowledge
focus of IT strategy:
• moderate emphasis
• develop network
management systems
focus of HR strategy:
• train by apprenticeship
• reward for sharing
knowledge with others
G. Mentzas et al
KMGov-2001, 22-24 May 2001
16
Slide 17
IT Support for “Product” & “Process” Views
Intranet
Knowledge maps
Knowledge
as a
Product
(knowledge
content)
Semantic Analysis
White-boarding
structured document
repositories Automatic Profiling
Net Conferencing
Full text retrieval Push Technology
File management
systems
Real-time
messaging
Discussion Groups
Shared files
Knowledge as a Process
(knowledge transfer)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
17
Slide 18
Need for holistic KM
Need for a balanced fusion of the two KM views.
Gartner Group 2000-2004 KM report
Our motivation:
to design, develop and test a total KM solution
that would explicitly provide for such a fusion.
G. Mentzas et al
KMGov-2001, 22-24 May 2001
18
Slide 19
Strategic Implications of
The “product” view
The “process” view
competitive strategy:
• exploit organised,
competitive strategy:
• empower and channel
standardised and reindividual and team
useable knowledge
expertise
focus of KM strategy:
focus of KM strategy:
• connect people with re• facilitate conversations to
usable codified
exchange knowledge
knowledge
focus of IT strategy:
focus of IT strategy:
• moderate emphasis
• heavy emphasis
• develop network
• develop document
management systems
management systems
focus of HR strategy:
focus of HR strategy:
• train by apprenticeship
• train in groups
• reward for sharing
• reward for using and
knowledge with others
contributing to databases
Integration
G. Mentzas et al
KMGov-2001, 22-24 May 2001
19
Slide 20
IT Support for “Product” & “Process” Views
Intranet
Integration
Knowledge maps
Knowledge
as a
Product
(knowledge
content)
Semantic Analysis
White-boarding
structured document
repositories
Automatic Profiling
Net Conferencing
Full text retrieval
File management
systems
Push Technology
Real-time
messaging
Discussion Groups
Shared files
Knowledge as a Process
(knowledge transfer)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
20
Slide 21
Focus on knowledge as a strategic asset
Strategic assets:
Rare
• Owned by a small number of firms in the industry
Valuable
• Allow the firm to exploit opportunities in the market or address
competitive threats
Imperfectly imitable
• Can be sustained for long periods of time without competitors
replicating it or acquiring it
Non-substitutable
• It has no strategic equivalents
Tangible assets cannot be strategic
Because they can be aquired or imitated.
Corporate Knowledge as strategic asset
When used to advance the objectives of the firm
G. Mentzas et al
KMGov-2001, 22-24 May 2001
21
Slide 22
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(3)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
22
Slide 23
The organisations which developed Know-Net
G. Mentzas et al
Leading Greek
management
consulting firm
Research unit of the
National Technical
University of Athens
Global KM
technology and
consulting
company
CALT center of the
INSEAD business
school
Swiss business
school Fachhochschule
beider Basel
German research
institute in
innovative software
technology
KMGov-2001, 22-24 May 2001
23
Slide 24
The Know-Net Solution:
1. The KnowNet Framework
KnowNet Framework
Awareness
KnowNet Method
Stage I:
Plan
Stage II:
Develop
KnowNet Tool
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
24
Slide 25
A Framework for Managing Knowledge Assets
Organisation
Strategy
Interorganisation
Structure
Assets
Knowledge
Management
Infrastructure
Processes
Team
Systems
Levels of
Knowledge
Networking
Individual
G. Mentzas et al
KMGov-2001, 22-24 May 2001
25
Slide 26
Strategy
Knowledge Assets
Structure
Assets
Processes
Systems
Human Knowledge Assets
Staff capabilities
Staff experience
Staff skills
Creativity of staff
Innovation of staff
Structural Knowledge Assets
Patents, Methods
Best Practices
Administrative systems
Training Seminars
R&D Material
Company standards/processes
Market Knowledge Assets
Knowledge about Industry
Knowledge about Customers
Knowledge about Partners
Knowledge about Competitors
G. Mentzas et al
KMGov-2001, 22-24 May 2001
26
Slide 27
Strategy
Knowledge Strategy
Structure
Assets
Processes
values/mission
knowledge-related strategic values
Systems
reference to knowledge in mission statement, etc.
objectives
knowledge-related qualitative and/or
quantative strategic objectives
links to business strategy
explicit/implicit links of knowledge strategy
• to business strategic objectives/goals
G. Mentzas et al
KMGov-2001, 22-24 May 2001
27
Slide 28
Strategy
Knowledge Org Structure
Leadership Roles
Structure
Chief Knowledge Officers (CKOs)
Chief Learning Officers (CLOs), etc.
Assets
Processes
Systems
Management Roles
Knowledge managers
Knowledge integrators
Knowledge facilitators, etc.
Technical Roles
Knowledge editors/ analysts/ engineers/ etc.
All employees participate in the knowledge processes -
knowledge workers
G. Mentzas et al
KMGov-2001, 22-24 May 2001
28
Slide 29
Strategy
Knowledge Processes
Structure
Assets
identification of needs /
capture / collection
Processes
Systems
interpret / analyse / link to context / codify
R&D, problem solving, Knowledge
/ index / filter / aggregate / synthesize /
experimenting, prototyping,acquisition
package / refresh / evolve / / maintain / purge
refinement, add value
Knowledge
Knowledge
creationin corporate services or products,
commercialize / develop trust inorganisation
knowledge /
application
apprentice / customise/ push and/or
support for delivering value to customer
pull / distribute pro-actively, event-based
Knowledge
use
G. Mentzas et al
Knowledge
sharing
KMGov-2001, 22-24 May 2001
29
Slide 30
Strategy
Knowledge Systems
Structure
Assets
Processes
access to multi-platform knowledge
sources
knowledge
maps / indexing routines/
e.g. Internet, databases,
legacy IS,
etc
classification
mechanisms
/ linking facilities
Systems
Search &
Indexing/ push-pull features
storage mechanisms
(DBs)
handling
alert//metadata
sharing mechanisms
Retrieval
/ maintenance mechanisms
(input/purge/modify)
custom
views/profile-based + dynamic filtering
email, messaging,
Storage discussions,
Distribution
Integration
with IS applications,
electronic scheduling and meeting,
video
ERPs,
business
process systems
and audio conferencing, virtual
workshops,
etc.
Collaboration
G. Mentzas et al
Integration
KMGov-2001, 22-24 May 2001
30
Slide 31
The Know-Net Solution:
2. The KnowNet Method
KnowNet Framework
Awareness
KnowNet Method
KnowNet Tool
Stage II:
Develop
Stage I:
Plan
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
31
Slide 32
Awareness
A Method for Knowledge Asset Management
Stage I:
Plan
Stage II:
Develop
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
32
Slide 33
Stage I: Strategic Planning
Stage I
Stage II
Stage III
Measurement
Link KM to
Corporate
Strategy
Provide
Leadership
Perform
Knowledge
analysis
Develop
the KM
Case
Obtain
Top Mngmt
Approval
Assess
Risk & Change
Readiness
Goals of Stage I:
Align Knowledge strategy
Assess Change Readiness
Define KM Business Case
G. Mentzas et al
KMGov-2001, 22-24 May 2001
33
Slide 34
Knowledge Orientation Matrix
Knowledge
aware
Still at Base
camp
KNL
Knowledge
leveraging
8
4
KMI
6
5
CSF
4
2
CSF: Critical Success Factors
KNL: Knowledge Networking Level, KMI: Knowledge Management Infr
astructure
infrastructure
CSF: Critical Success Factors
G. Mentzas et al
KMGov-2001, 22-24 May 2001
34
Slide 35
Stage II: Developing the K.Org
Analyse
Stage I
Stage II
Measurement
Leverage
Knowledge in Business Processes
Knowledge in People Networks
Integrate the
KM
Architecture
Information Technology Systems
Develop Knowledge Asset Schema
Goals of Stage II:
Leverage Knowledge Process/People/Technology
Define Knowledge Objects
Integrate the KM Architecture
G. Mentzas et al
KMGov-2001, 22-24 May 2001
Stage III
35
Slide 36
Leveraging knowledge in networks?
Organisational
reach
Local
Tacit
knowledge
Work team
Community-ofpractice
Low
Best practice
community
Community-ofinterest
Economic-web
Explicit
knowledge
Member
cohesiveness
High
Informal networks of people who
share goals and interests.
Knowledge networks emerge as a
side effect of participation
Learning is facilitated in these
Global
communities as people participate in
new and different Knowledge
Networks
Source: Ernst & Young
G. Mentzas et al
KMGov-2001, 22-24 May 2001
36
Slide 37
Stage III:
Operating the K.Organisation
Stage I
Stage II
Stage III
Measurement
Wide-scale deployment of the KM Architecture
Company-wide deployment of knowledge processes, roles
and systems
Development of additional pilots
Continuous “knowledge journey”
G. Mentzas et al
KMGov-2001, 22-24 May 2001
37
Slide 38
Measuring knowledge assets
Stage I
Stage II
Stage III
Measurement
Focus on key
knowledge assets
Market
Assets
Human
Assets
Distinction
between stocks
and flows
Must be linked to
strategy
Both business
and KM strategy
Company-specific
G. Mentzas et al
Structural
Assets
KMGov-2001, 22-24 May 2001
38
Slide 39
Linking Strategy and CSFs to Knowledge Assets
and Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Key Success Factors
Assets
Measurements
Strategy A
Integration
Top Down
Integration
Bottom Up
KnowNet Method
G. Mentzas et al
KMGov-2001, 22-24 May 2001
39
Slide 40
The Know-Net Solution:
3. The KnowNet Tool
KnowNet Method
Awareness
KnowNet Framework
KnowNet Tool
Stage II:
Develop
Stage I:
Plan
Stage III:
Operate
Measurement
Training
G. Mentzas et al
KMGov-2001, 22-24 May 2001
40
Slide 41
Features of Tool for K.Asset Management
Highly scaleable:
Supporting levels:
• from a small team of knowledge workers to
• enabling a Global enterprise-wide Knowledge Management System.
Extensible for customisation and integration
leverages the power of Lotus Enterprise Connectors of Lotus Domino
connects to existing enterprise systems such as RDBMs
Web-based
users need only standard Java-enabled browser
G. Mentzas et al
KMGov-2001, 22-24 May 2001
41
Slide 42
Functionalities of Tool for K. Asset Management
Collect and categorise internal and external information
allows individuals to capture information into a knowledge repository.
Re-use knowledge stored using customisable Knowledge
Navigators
and advanced search mechanisms
Collaborate via on-line workspaces
Knowledge created during collaboration is captured and made
available for others to access
G. Mentzas et al
KMGov-2001, 22-24 May 2001
42
Slide 43
The Know-Net Tool:
(1 of 2)
Integration of Process and Product Views
KM Process
KM applications
“Product” (Content)centric
part of the
Know-Net tool
“Process-”
centric
part of the
Know-Net tool
Knowledge
Object
Ontology-based
Indexing and
Retrieval
Disseminate
Index
Organise
Search
G. Mentzas et al
KMGov-2001, 22-24 May 2001
43
Slide 44
The Know-Net Tool:
(2 of 2)
Integration of Process and Product Views
Process View
KM processes fostered through collaborative KM applications
Sametime communication facilities are integrated
The tool contains a library of predefined KM applications and K.
Assets / K. Objects
Product View
The documents created in collaborative KM processes are centrally
managed and consistently indexed
Indexing is done using the K. Assets ontology
Search and retrieval uses an incremental browse / search approach
through the indexing ontologies
Automated search agents and notification mechanisms
Not only operative KM processes and content, but also
support for KM implementation
G. Mentzas et al
KMGov-2001, 22-24 May 2001
44
Slide 45
KnowNet Tool-set Architecture
SKN
KWN
KSAN
KASI
KWMA
K Navigators
KM
Processes / Apps
K Server
Km Processes / Apps Library
KM Systems
Ontology
Km Objects Directory
K Objects Store
RDBMS
RDBMS
Metadata
MDS
store
Mail KB
MKB
Lotus Domino 5 / Sametime Server
G. Mentzas et al
KMGov-2001, 22-24 May 2001
45
Slide 46
The Know-Net Solution:
Tight integration of components
Common Language -> Navigators
KM Strategy
KnowNet Framework
Method Stage I:
Strategic Planning
Key Business Area
K.Assets / K.Processes
KM Case
Key Business Area
K.Objects
K.Assets
K.Proceses
Method Stage II: K.Systems
KnowNet Tool
Develop K.Organisation
K.Objects
K.Processes
K.Systems
KM Strategy
Knowledge Assets
Measurement System
K.Assets
K.Objects
G. Mentzas et al
KMGov-2001, 22-24 May 2001
46
Slide 47
Overview of Presentation
2
Product & Process
Approaches to KM
1
Knowledge in
e-government
G. Mentzas et al
(4)
3
4
Knowledge Asset
Management
Applications and
Lessons Learned
KMGov-2001, 22-24 May 2001
47
Slide 48
The companies which have applied Know-Net
One of the world's
leading financial
services groups
Leading company in
Greece in the area
of business software
UK-based global
firm of Chartered
Surveyors and
Commercial
Property Agents
Turkish company
specializing in
DBMS Application
Development
UK-based global
developer of
CRM software &
solutions
G. Mentzas et al
KMGov-2001, 22-24 May 2001
ERP development
and localisation
centre based in the
Czech Republic
48
Slide 49
An application in the Greek Ministry of Finance
Basic information
some 5,000,000 taxpayers
TAXIS information system
• 2nd CSF funds (65 Meuros, 1997-2000)
• 300 tax offices all over Greece
• > 95% of transactions (100% in 2001)
IT penetration
Internet : 12%
fixed telephony : near 100%
mobile telephony : 50%
Legislative framework
Data Protection Act (1997)
Digital Signatures Act (2001)
Taxation Reform Act (2001)
G. Mentzas et al
KMGov-2001, 22-24 May 2001
49
Slide 50
Electronic Services for Taxation
G. Mentzas et al
KMGov-2001, 22-24 May 2001
50
Slide 51
User and Business Penetration
a. e-VAT (via TAXISnet)
registered users
filed forms
registration rate
65,000 (approx. 8%)
65,000
approx. 300/day
b. e-Certificates (via TAXISphone)
registered agencies
certificates issued
registration rate
2,900 (approx. 43%)
44,000
approx. 300/month
c. e-Income TaxInfo (via TAXISnet, TAXISphone)
info requests
request rate
4,000,000 (approx. 40%)
approx. 17,000/day
d. e-Info (via GSIS web site)
registered users
request rate
registration rate
2,500 + e-service users
approx. 2,000/month
approx. 100/month
e. e-IncomeTax (via TAXISnet)
registered users
filed forms
G. Mentzas et al
30.000 + e-VAT ( 2%)
2.000
KMGov-2001, 22-24 May 2001
51
Slide 52
Key lessons learned
Begin with easily executable pilot projects
“low-hanging fruit”
Institutionalise the project
Advertise and sell the project
Capture metrics and user feedback at every step
Focus on People & Processes, not Technology
Enhance the way people work
• Tie KM into existing and evolving business processes
Transform organisational boundaries
• Shared information = corporate power
Recognize knowledge as the most valuable asset
Establish senior leadership oversight and guidance
G. Mentzas et al
KMGov-2001, 22-24 May 2001
52
Slide 53
Implications for management
Select a good business case
Target projects and activities of strategic importance
Determine experiences worth learning from
Provide processes & structures for knowledge
leveraging
Encourage individuals and groups to reflect on
and share what they have learned
Set up processes and roles
• E.g. AARs, peer reviews, communities of practice
Bring knowledge into operations
Embed knowledge into information repositories, work
processes, support systems, products and services
• Intranet sites, online processes, support systems
G. Mentzas et al
KMGov-2001, 22-24 May 2001
53
Slide 54
Key issues to be considered
Knowledge Management should be holistic
• It fuses:
people and culture issues
intra- or inter-organisational
IT
business processes
tools
Knowledge Management is a means to an end
not an end in itself
• The end is performing work better, faster and smarter
G. Mentzas et al
KMGov-2001, 22-24 May 2001
54
Slide 55
Thank you !