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Intranets for Universities–

The Next Big Step

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The problem

„We drown in information, but we are thirsty for knowledge !“

John Naisbitt

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Definitions ?

Knowledge Management

refers to organizing and administrating the complete knowledge of an organization

must be geared towards the goals of the organization and should help to attain these goals

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Goals of Knowledge Management

provide the necessary knowledge at the relevant time in adequate quantity to the right persons (it should facilitate knowledge sharing)

develop an integrated IT-System which taps the enterprise-specific core knowledge from internal and external sources of information, structures and administrates it and thus supports the development of new knowledge

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Sources of Knowledge

about 42 % in employees‘ brains

about 26 % in paper documents

about 20 % in electronic documents

about 12 % in electronic knowledge databases

Where is the expert?How can I find him?Who has previously worked in this field? What were his or her experiences?Where can I read about that?...

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What Do the Experts Say?

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KM is More Urgent than Ever …

Half-life of engineering knowledge: about 5 years

90 % of all scientist ever are living today

17 million different chemical compounds

20,000 journals about bio-medicine exist worldwide

Firms make use of only 20-40 % of available information

IDC-study shows that the big 500 lose $24b a year

American federal government: 36.5b e-mails a year

Seeking knowledge consumes 35 % of working time

At IBM, 49 departments in 27 different fields are

analyzing the same competitors

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es... Global trends

increasing speed of innovation

employees‘ mobility growing

staff reductions

strategic realignment of the enterprise

more complex, more intelligent and knowledge-based products: „...the age of intelligent systems...“

business processes and decision-making are increasingly based on information

life-long learning

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Differences: Intranets vs. the Internet

Intranets Internet

Proprietary information Public information

Aimed at employees Aimed at outsiders

Collaborative communications Financial transactions

Process oriented Sales and marketing oriented

Transforms organizations Transforms customer/sales cycle

Emphasis on work groups, teams and intra-departmental flow

Emphasis on single point of contact with the organisation and user profiling

Creates a learning organization Creates brand awareness

Needs to be highly decentralized Needs to be highly centralized

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Data

Information

Knowledge

Capability

Action

Competence

Competitiveness

+ acting right

+ willingness

+ connection to applications

+ networking (context, expe-

riences, expectations)

+ meaning

+ syntax

The Staircase of Knowledge

Strategic

Knowledge Management

Data, Inform

ation and K

nowledge Management

(operative)

Source: KPMG, BWT

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Learning ...

possibility of annotations (private or public)

asynchronous communication („notes to notes“, newsgroups,

boards etc.)

synchrounous communication (chat, virtual tutors)

dynamic teaching (question and answer)

adaptive systems (completion of the data pool)

customization (learning styles, personal background of

experiences, learners/tutors)

background libraries

personal workspace

authoring on the fly

quality control (tests and checkpoints)

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Interaction of learning methods and knowledge transfer

Instruction centered Learner centered Team centered

Information Transfer /Reproduction

Knowledge Transfer /Skill Acquisition

Shared Knowledgeabout Problem Solving

Interactive Technology

Collaborative Technology

Distributive Technology

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Where are the knowledge carriers for this business process located?

How do these knowledge carriers collaborate? How do they handle their knowledge?

What other employees are also in need of this knowledge?

How can this knowledge be edited for others? Which knowledge categories allow for the easiest

access? How can other employees retrieve this knowledge? Which knowledge is missing? How can knowledge be filtered in order to prevent

overload?

The starting point: W-H-Questions

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The building blocks of knowledge management

knowledge storage

knowledgeidentification

knowledge

acquisition

knowledge development

knowledge

distribution

knowledge use

knowledgemaintenance

knowledgetargets

knowledge valuation

feed-

back

Source: Probst/RomhardtSource: Probst/Romhardt

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Knowledge targets determine a direction of knowledge management activities

(normative, strategic, operative)

Knowledge identification Defining the relevance of internal and external information (criteria!)

Knowledge acquisition Acquisition strategies are necessary for the acquisition e.g. of shareholder knowledge Knowledge of external knowledge carriers (recruitment of experts) Knowledge products (software, patents, CD-ROMs) mobile web-agents

Knowledge development Fostering creativity as well as systematic problem-solving capabilities

The building blocks of knowledge management

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Knowledge distributionWho needs to know what and to what extent?How should the knowledge be distributed?

Knowledge use Convincing the potential users

Knowledge maintenance Concepts for appropriate storing and updating

Knowledge valuationDetermining how the attainment of the targets can be assessed or evaluated (operationalization of targets)

The building blocks of knowledge management

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Building Blocks Instruments and Measures

Knowledge identification ■ „Yellow Pages“

■ Knowledge map

Knowledge acquisition and Knowledge develoment

■ Knowledge brokers

■ Cooperation

■ Recruitment

■ External consultants

■ Acquisition of knowledge products

Knowledge distribution ■ Employee training

■ Job-rotation

Knowledge use ■ Incentives

■ Communities of Practice

■ Systematic further training

■ Job-rotation

Knowledge conservation ■ Knowledge manager / Knowledge employee

■ Internal consulting

■ Mentoring programs

■ Documentation of important processes

■ Lessons learned

■ Electronic brain

Knowledge valuation ■ Balanced Scorecard

Instruments and Measures

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Sekundär-Organisation

Sekundär-Organisation

Primär-Organisation

Primär-Organisation

KM within the Organisation

Brückenschlag durch Wissensmanagement

Wissens-management

Wissens-management

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Knowledge Storage-Platform

House of Knowledge

PORSCHE: House of Knowledge

Knowledge Management at Porsche Engineering

Spe

cific

pur

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kn

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foru

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Pro

ject

dat

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Lite

ratu

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data

base

Sem

inar

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nfer

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da

taba

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CA

D D

raw

ings

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IT-Platform Search Engine

■ Holistic Approach to Knowledge Management:

Humans – Organization – Technology

Culture of Enterprise and Management

Integration and Communications

Visions and Strategies

Corporate consciousness

Roles and Coordination

Non-monetary indices

■ Technology

■ Organization

■ Humans

Yel

low

Pag

es

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Technology: a Critical Issue

• Software Basics– „Nothing“ (LAMP, J2EE, ...)

• Only Database

– CMS (Pironet, Vignette, Gauss)• Right Management, Structured Publication, ...

– Groupware (Domino/Exchange)• Communication, ...

– Standard Software (Intrexx)• Templates, Application Designer, ...

Factor 2-3

Factor 2-3

Factor 2-3

Benefit

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esRequirements: Modular Structure

• An Intranet should be composed by MODULES and have a flexible structure – a network of information !

• Advantages:– Can be controlled, handled– Use of „templates“– Expanding step-by-step– Simplicity (with respect to implementation and usage)– Openness (for extensions, …)– Shared responsibility etc.

„Start small, then grow“

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esRequirements: Modular Structure

• Modern software for the design of Intranets offers adequat „Building Blocks“ („templates“, „puzzles“, „patterns/stencils“)

• Easy adaptaptation of these patterns :– Visuall „design“ of the CI– Competences (Rechtestrukturen– Data structures and GUI– Workflows– Flexible programming

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Intrexx Information Office

• Basic idee: efficient and effective intranet „out of the box“

• Generic und scalable• Flexible templates • Relying on standard technology• Application Server can be

programmed

more than 370.000 sold licenses more than 5.000 companies use Intrexx

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Intrexx Xtreme ...

... a short live demo !

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Thank you for your attention !