© 2004 by Annie Green Slide 1 Knowledge Engineering/Science Curricula – What is it? Dr. Annie Green December 1, 2005

© 2004 by Annie Green© 2004 by Annie Green Slide Slide 11

Knowledge Engineering/Science

Curricula – What is it?

Knowledge Engineering/Science

Curricula – What is it?

Dr. Annie GreenDecember 1, 2005


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 (What’s needed)


Core CompetenciesPossess, Develop, Buy

Organizational StructureCentralized Decentralized, Hierarchical, Horizontal

Enterprise EnvironmentEase of Entry, Cost Structures, Product Families

Market EnvironmentCustomers, Competitors, Distribution Channels

Global EnvironmentRegulatory, Customs Duties, Trade Agreements

The Environment (Infrastructure)


Parker, Marilyn M., Strategic Transformation and Information Technology - Paradigms for Performing While Transforming, Prentice Hall, Upper Saddle River,

NJ, 1996

• 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?

The Environment (Infrastructure)


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?

Five Perspectives


Information System

InterfaceInterface

Business Logic (Rules)Business Logic (Rules)

Data/Information/Knowledge(Content)

Data/Information/Knowledge(Content)

Portals

Databases

Search and Retrieval, KDD

Maintenance

Send/Broadcast

Share/Collaborate

Databases Documents

Employees Brain

Other


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?


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

2.82.8


Characteristics of a System


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


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


Implications to the Enterprise

• Assess where you are

• Plan where you want to be

• Identify what resources you need to get there


An Intangible Asset TaxonomyAn Intangible Asset TaxonomyAn Intangible Asset TaxonomyAn Intangible Asset Taxonomy

Business Enterprise Value Sources Business Enterprise Value Sources

Sources of Non-Financial Indicators and Indices Balance Scorecard Models

Sources of Non-Financial Indicators and Indices Balance Scorecard Models

++

==Initial Integrated Set of Sources of Intangible Assets

Business Enterprise Value Sources Initial Integrated Set of Sources of Intangible Assets

Business Enterprise Value Sources

__RedundancyRedundancy

==

COMPETITORCOMPETITORCUSTOMERCUSTOMER EMPLOYEEEMPLOYEE INFORMATIONINFORMATION PARTNERPARTNER PROCESSPROCESS PRODUCT/SERVICEPRODUCT/SERVICE TECHNOLOGYTECHNOLOGY

Framework of Intangible Valuation Areas (FIVA)

To define and codify common principle valuation sources of intangible assets for use in enterprise valuation practices

To define and codify common principle valuation sources of intangible assets for use in enterprise valuation practices


Drivers of Intangible AssetsDrivers 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.

3 EMPLOYEE Collective capabilities of an enterprise’s employees

4 INFORMATION An enterprise’s ability to collect and disseminate information and knowledge in the right form and content to the right people at the right time

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

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

7 PRODUCT/SERVICE An enterprise’s ability to develop and deliver its offerings that reflects anunderstanding of market and customer( requirements, expectations and desires

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


Why?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.


Improving the PerformanceImproving the Performance

Product/Service

Processes

Information

Technology

Partners(Alliances)

Participants

It All Depends on What You Want to Know………….

Customers

Competitor


PROCESSES OUTPUTS OUTCOMES

OPERATING EFFICIENCYIndicators

EFFECTIVENESSIndicators

STRATEGIC CONGRUENCE(alignment of resources with performance)

Employees

Partners

Information

Technology

Product/

Service

Customer

Competitors

Value Added

(emphasis onprocesses that

are on the value chain

of an organization)

PerformanceStandards

(evidence-basedindicators & performance

measures)

Improvement

(time-seriesindicators describing business

Operations Improvements)

CompetenciesEnabled

Policiesenforced

StructuresEstablished

INPUTS


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


Name the Intangible Assets

Technology

Product/Service

Process

Partner

Information

Competitor

Customer

Employee

TechnologyProduct/Service

ProcessPartnersInformationCompetitorCustomerEmployee

Human Capital Knowledge Asset Performance Index (HCKAPI)

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?

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?


EnterpriseEnterpriseGoals/ObjectivesGoals/Objectives

EnterpriseEnterpriseGoals/ObjectivesGoals/Objectives

OrganizationalOrganizationalPerformancePerformance

OrganizationalOrganizationalPerformancePerformance

Enterprise Knowledge Enterprise Knowledge Management Engineering Management Engineering

(EKME)(EKME)

IntelligenceIntelligence

KnowledgeKnowledge

LearningLearning

ChangeChange


KM Infrastructure Evolution

Enterprise Knowledge Management Infrastructure

Steps to Build a Successful

Intelligence Representation

Intelligence Capture

Knowledge Assurance

Knowledge Capture

Knowledge Retention

Knowledge Transfer

Knowledge Utilization

Knowledge Evaluation

Knowledge Representation

INTELLIGENCE (Long Term Memory)

KNOWLEDGE (Short Term Memory)

LEARNING (Decode)

CHANGE (encode)

Intangible Assets


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.


COMPETITORCOMPETITORCUSTOMERCUSTOMER EMPLOYEEEMPLOYEE INFORMATIONINFORMATION PARTNERPARTNER PROCESSPROCESS PRODUCT/SERVICEPRODUCT/SERVICE TECHNOLOGYTECHNOLOGY

VALUE DRIVERS - Capacity Drivers (Measurements and Indicators (Leading and Lagging)

Operational Data Bases(Financial &Non-Financial)

Objectives

Measures

Targets

Initiatives

______________________________

CustomerObjectives

Measures

Targets

Initiatives

______________________________

StructureObjectives

Measures

Targets

Initiatives

_________________________

Human

Operational Intelligence(Contribution of Value Drivers)

Strategic Intelligence(Strategic Focus)

Tactical Intelligence (Relationships between Value

Drivers that Contribute to Capital Accumulation

Existing Data and Information

CustomerCompetitorEmployeeInformationPartnerProcessProduct/ServiceTechnology

Co

mp

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Info

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Pro

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Pro

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Tec

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Culture


Co

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Em

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for

mat

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art

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Pro

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Pro

du

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Tec

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Socialization


Co

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Em

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for

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Par

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Pro

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s

Pro

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Tec

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Organization


Co

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for

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Pro

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Pro

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Ser

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no

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Innovation

TechnologyMeasurement & Indicators

10090 80 70 60 50 40

CompetitorMeasurement & Indicators

10090 80 70 60 50 40

CustomerMeasurement & Indicators

10090 80 70 60 50 40

PERFORMANCE DASHBOARD - Accountability of Intangible Assets

Accounting of Intangible Assets

Meta Data


Enterprise Metadata Repository

Core Systems

RDBMS:Oracle, DB2, Sybase, etc.

MAINFRAME:Adabas/Natural,CICS, IMS, etc.

ERP/CRM:SAP, Siebel,

Peoplesoft, etc.

APPLICATIONS:Datawarehouses, Datamarts, etc.

DEV TOOLS:Java, .NET,

JSP/HTML, etc

BusinessSystems

Publishing

ContentManagement

Communication & Collaboration

Analysis Tools

InternetPortals

Delivering Knowledge


CKO - The KnowledgeController

Monitor and Track KnowledgeMonitor and Track Knowledge

What WhereWhenWhoWhy

Enterprise Knowledge Management Information System (KMIS)

IntelligenceMeasures & Indicators

Performance

Internal& External

Data Sources

Decision Makers•Strategy•Policy•Process•Operating Procedures


Knowledge Management Infrastructure Methodology

Phase II – Institutionalize

Phase I – Build Knowledge Repository

Knowledge Repository

Prototype

Proof of Concept

Business Problem/Opportunity

Communities OfPractice (CoPs)

Content Management

Communication

Metrics

Focus Groups

Training

Rewards/Recognition

Systems

I

I

I

I

I I

II

II

II

II

II

II

II

II


Science Curricula

Strategy Engineer Actualize Sustain Dissolve

Knowledge Repository

Content Management

Communication

Metrics

Focus Groups

Training

Rewards and Recognition

Systems

Communities


Good work, but I think we might need just a little more detail right here.

Yet so far!

Andreas Andreous