Professional Documents
Culture Documents
html
ntroduction
Enterprises are realising how important it is to "know what they know" and be able to
make maximum use of the knowledge. This knowledge resides in many different places
such as: databases, knowledge bases, filing cabinets and peoples' heads and are
distributed right across the enterprise. All too often one part of an enterprise repeats work
of another part simply because it is impossible to keep track of, and make use of,
knowledge in other parts. Enterprises need to know:
Most traditional company policies and controls focus on the tangible assets of the
company and leave unmanaged their important knowledge assets.
Knowledge assets are the knowledge regarding markets, products, technologies and
organisations, that a business owns or needs to own and which enable its business
processes to generate profits, add value, etc.
Knowledge management is not only about managing these knowledge assets but
managing the processes that act upon the assets. These processes include: developing
knowledge; preserving knowledge; using knowledge, and sharing knowledge.
There are many problems associated with identifying these knowledge assets and being
able to use them and manage them in an efficient and cost-effective manner. Enterprises
need:
Knowledge engineering methods and tools have come a long way towards addressing the
use of a company's knowledge assets. They provide disciplined approaches to designing
and building knowledge-based applications. There are tools to support the capture,
modelling, validation, verification and maintenance of the knowledge in these
applications. However these tools do not extend to supporting the processes for managing
knowledge at all levels within the organisation.
At the strategic level the organisation needs to be able to analyse and plan its business in
terms of the knowledge it currently has and the knowledge it needs for future business
processes. At the tactical level the organisation is concerned with identifying and
formalising existing knowledge, acquiring new knowledge for future use, archiving it in
organisational memories and creating systems that enable effective and efficient
application of the knowledge within the organisation. At the operational level knowledge
is used in everyday practice by professional personnel who need access to the right
knowledge, at the right time, in the right location.
A Knowledge Management Framework
The knowledge management framework we use was originally based on work by van der
Spek and de Hoog. It covers
We believe that the knowledge modelling techniques that exist to support the use of the
knowledge, along with traditional business management techniques, provide a starting
point to manage the knowledge assets within a company. Therefore the the techniques we
employ for managing knowledge within the organisation are drawn from these two
distinct areas:
• the techniques that have been used previously from business management, for
example, SWOT (Strengths Weaknesses Opportunities Threats) analysis,
balanced scorecards (Kaplan, Robert S.; Norton, David P. (1996)), modelling
languages such as: IDEF (Process Flow and Object State Description Capture
Method, Mayer, R., Cullinane, T., de Witte, P., Knappernberger, W., Perakath, B.,
& Wells, S. (1992)) and RADs (Role Activity Diagrams, Ould, M. (1993));
• the knowledge techniques that have been used previously for the disciplined
development of knowledge-based applications (Benus, B. (1993) and Schreiber,
A. T., Akkermans, J. M., Anjewierden, A. A., De Hoog, R., Van De Velde, W., &
Wielinga, B. J. (1998)).
Our recommended approach is a multi-perspective modelling approach. Several models
need to be developed, each of which represents a different perspective on the organisation
which can be characterised as “How, What, Who, Where, When and Why”
• How the organisation carries out its business - modelling the business processes
• What the processes manipulate - modelling the resources
• Who carries out the processes - modelling capabilities, roles and authority
• Where a process is carried out - modelling of the communication between agents
• When a process is carried out - this specifies the control over processes
Knowledge Asset Road Maps highlight the critical knowledge assets required by an
organisation to meet market needs five to ten years in the future. They are mechanisms
enabling organisations to visualise their critical knowledge assets, the relationships
between these and the skills, competencies and technologies required to meet future
market demands. They allow:
The Road Map is a living document regularly updated and serves as a framework for the
monitoring of the knowledge management programme. The document reflects the current
state of the interrelationships between work in progress and proposed for the future and
the overall milestones and aims of the programme. Our work on knowledge management
road maps is more fully described (Macintosh, A., Filby, I. & Tate, A., 1998).
AIAI, at the University of Edinburgh is concerned with how specific aspects of AI,
namely modelling, ontologies and planning techniques can support knowledge
management. These techniques allow an integrated support framework to be developed
for knowledge management based on adaptive workflow techniques.
External Links
Websites | Applications | Tools | References | Mailing lists | Events
Websites
Below are sites that include many references and links to electronic KM resources:
• Work carried out at AIAI on the Enterprise Project providing a framework for
enterprise modelling and integration.
• Enterprise related work at other sites
• A collaborative project involving the NWAIAG and supported by the ERDF, SRB
and DTI, which aims to address the problems associated with Knowledge
Management and provide help and support for companies who want to manage
this asset.
• Report on work at George Washington University on OKAM Organisational
Knowledge Asset Management.
• UCSF Knowledge Management's Web server which lists some of the internal
projects being undertaken at the University.
• Ikarus is an experimental knowledge management project with a World Wide
Web interface that uses Netscape 3 or Internet Explore. It is being undertaken by
the Language Analysis & Knowledge Engineering (LAKE) Group Department of
Computer Science, University of Ottawa.
• Code4 (Conceptually Oriented Description Environment) is a general purpose
knowledge management project intended for analysing, debugging, and delivering
knowledge about some domain. It is being undertaken by Artificial Intelligence
Laboratory, Department of Computer Science, University of Ottawa
Tools
There are very few tools providing a truly integrated set of functions to support the tasks
associated with knowledge management. The following lists some tools that have been
used to support various aspect of managing knowledge:
• Knowledge Capture:
o PC PACK is a portable package of integrated tools for requirements and
knowledge engineering.
o Clementine Data Mining (or Knowledge Discovery) Software package
from ISL
o Intelligent Miner another data mining tool this time from IBM
o The Information Discovery System (IDIS) a data mining tool from
Information Discovery.
• Knowledge Sharing:
o ART*Enterprise - object-oriented client/server tool with case-based
retrieval of both structured and unstructured information from Brightware
o GrapeVINE - two versions one for lotus notes and one for Netscape in
which users can set up an interest profile that identifies what is useful to
them and so filter information.
o Knowledger Software - two products PKM (the Personal Knowledge
Manager) and PDP (the Personal Development Plan) both based on Lotus
Notes.
o Knowledge Xchange - TM Knowledge Management System - a Lotus
Notes based system, the current users are Andersen Consulting
professionals.
References