Professional Documents
Culture Documents
Lecture Two
(Chapter 2, Notes; Chapter 3, Textbook)
Motivation
For
any task, from as simple as planning a trip, working on a maths problem, The process involves a number of steps until you come up with a solution.
In
developing a large software system used in industry, the process also follows a number of defined steps which are accepted as best practices by practitioners.
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Motivation Cont
How many of you have taken a programming unit either here or elsewhere before?
What would be the steps you would take in completing a programming assignment?
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Motivation Cont
read
the problem statement mentally think about how to solve it select a programming language (if decided, select what kind of data structures) translate into program code compile, run and test modify if program doesn't function as expected Satisfied!! 2-4
in building KM Systems
Stages
2-5
Culture
getting people to share knowledge
Knowledge evaluation
assessing the worth of knowledge across the organization
Knowledge processing
documenting how decisions are reached
Knowledge implementation
organizing knowledge and
2-6
versus
Iterative
Iterative
Implement the KM System Manage Change and Rewards Structure Post-system evaluation
2-7
Key Differences
Systems analysts deal with information from the user; knowledge developers deal with knowledge from domain experts Users know the problem but not the solution; domain experts know both the problem and the solution Conventional SLC is primarily sequential; KM SLC is incremental and interactive. System testing normally at end of conventional system life cycle; KM system testing evolves from beginning of the cycle
2-8
2-9
Key Similarities
Both begin with a problem and end with a solution Both begin with information gathering or knowledge capture Testing is essentially the same to make sure the system is right and it is the right system Both developers must choose the appropriate tool(s) for designing their respective systems
2-10
Stages of KMSLC
Evaluate Existing Infrastructure Form the KM Team Knowledge Capture
Design KM Blueprint Verify and validate the KM System Implement the KM System Manage Change and Rewards Structure Post-system evaluation
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2-12
Consider breadth and depth of the project within financial, human resource, and operational constraints Project must be completed quickly enough for users to foresee its benefits Check to see how current technology will match technical requirements of the proposed KM system
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to plunge into a KMS without strategy Knowledge developer should consider: Vision Resources Culture
2-14
Identify the key stakeholders of the prospective KM system. Team success depends on: Ability of team members Team size Complexity of the project Leadership and team motivation Not promising more than can be realistically delivered
2-15
Explicit knowledge captured in repositories from various media Tacit knowledge captured from company experts using various tools and methodologies Knowledge developers capture knowledge from experts in order to build the knowledge base
2-16
Selecting an Expert
How does one know the expert is in fact an expert?
How would one know that the expert will stay with the project? What backup should be available in case the project loses the expert?
How could we know what is and what is not within the experts area of expertise?
2-17
Verification procedure: ensures that the system has the right functions Validation procedure: ensures that the system has the right output
Validation
Converting a new KM system into actual operation includes conversion of data or files also includes user training Quality assurance is important, which includes checking for: Reasoning errors Ambiguity Incompleteness False representation (false positive and false negative)
2-20
Experts
Regular employees (users)
Troublemakers
Areas of concern:
Key Questions
Has accuracy and timeliness of decision making improved? Has KMS caused organizational changes? What are users reactions towards KMS?
End of Lecture 2
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deep
tacit
exist in chunks
2-26
The unique performance of a knowledgeable expert is clearly noticeable in decision-making quality Knowledgeable experts are more selective in the information they acquire
Experts are beneficiaries of the knowledge that comes from experience
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3. Functional Requirements
3.1 User interfaces 3.2 Hardware interfaces 3.3 Software interfaces 3.4 Communication protocols and interfaces
4. Nonfunctional Requirements
4.1 Performance requirements 4.2 Safety requirements 4.3 Security requirements 4.4 Software quality attributes 4.5 Project documentation 4.6 User documentation
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Contribution to system
System user Availability for system builder
Information
Yes
Knowledge/expertise
No
Readily available
Repeated Cycle(s)
Layers of KM Architecture
1 User Interface
(Web browser software installed on each users PC)
Knowledge-enabling applications 4
(customized applications, skills directories, videoconferencing, decision support systems,
group decision support systems tools)
Transport
(e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow)
Middleware 6
(specialized software for network management, security, etc.)
Databases
2-31
Feedback
Knowledge Developer
2-32
An illustration
Knowledge
Counting
HTHTT HHHTH TTTHT
pH = nH/(nH+nT) pT = nT/(nH+nT)
EV=pH RH+ pT RT
nH = 40 nT = 60
EV = -$0.80
Data
Information
Value
Zero
Low
Culture
getting people to share knowledge
Knowledge evaluation
assessing the worth of knowledge across the organization
Knowledge processing
documenting how decisions are reached
Knowledge implementation
organizing knowledge and
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Vision
Foresee
what the business is trying to achieve, how it will be done, and how the new system will achieve goals
2-35
Resources
Check
2-36
Culture
Is
the companys political and social environment open and responsive to adopting a new KM system?
2-37