Marielba Zacarias Prof. Auxiliar DEEI FCT I, Gab 2.69, Ext. 7749 [email protected] http://w3.ualg.pt/~mzacaria Information & Knowledge Management - Class 2 Knowledge Management vs Knowledge Engineering
Marielba ZacariasProf. Auxiliar DEEI
FCT I, Gab 2.69, Ext. [email protected]
http://w3.ualg.pt/~mzacaria
Information & KnowledgeManagement - Class 2
Knowledge Management vs Knowledge Engineering
Summary
Knowledge Managment
Knowledge Engineering
Knowledge Management
in Organizational and Management Sciences
“The Tacit Dimension”, M. Polanyi, 1966
Tacit
Individual knowledge embedded in experience and involves opinions, instincts, judgements and values
Explicit
Knowledge shared via oral or written means (for some, information)
Types of knowledge
Types of KnowledgeEmpirical: Tacit knowledge from experience
Skill & “know-how”,Atention, love and trustEnergy, passion and stress
Conceptual:Explicit knowledge articulated through language, symbols and images
Designs, models, concepts about artifacts
Routines: Tacit knowledge routinized through work practices
Know-how about daily operations, organizational routines and culture
Sistemic:Explícit knowledge standardized, distributed and packagedDocuments, Specifications, manuals, data bases, patents and licences
Knowledge creation process (SECI)
Knowledge Chaininternal awareness
know core skills and competences
internal responsiveness
explore and exploit them in value actions
external responsiveness
capacity to satisfy market needs
external awareness
ability of perceiving how the market values product and services
Chain dynamicsInternal Internal
Awareness
Responsiveness
Wrong chaininternal awareness
extensive use of graphics, management through memos, no knowledge sharing, static procedures and policies. Focus on product lines
internal responsiveness
new ideas drowned by hierarchical and excessively departamentalized structures
external responsiveness
no feedback loops with clients, few predictive efforts
external awareness
slow distribution channels, standard products, long innovation cycles, excessive focus on the internal rate of return
Right Chaininternal awareness
awareness of strenghts and weaknesses, experiences are openly communicated, focus on compentencies and skills not on products
internal responsiveness
ability of organizing competencies based on internl awareness and market needs
external responsiveness
reduction of filters to access the market and capacity of creating partnerships with clients and competitors, proactive thinking and behavior
external awareness
focus on service client and using knowledge as a value-creating product
KM Processes(Frapaiolo)
Intermediation
link knowledge-person
from provider to consumer
Externalization
link knowledge-knowledge
store in repository
organize within classification system
KM Processes II(Frapaiolo)
Internalization
link knowledge-query
extraction & filtering by consumer
Cognition
link knowledge-process
application of knowledge in organizational activity
A model for KM
Another model
Recognition of
Knowledge need
Knowledge Resources
KME,
Knowledge Activities
KM Influences
Triggers
Govern
Achievement of
Available for processing in
Learning
Projection
Another model
Recognition of
Knowledge need
Knowledge Resources
KME,
Knowledge Activities
KM Influences
Triggers
Govern
Achievement of
Available for processing in
Learning
Projection
CompetitionFashionMarketsTechnologyTimeGEPSE climate
KM Activities 1
Using
Acquiring
External Sources
Internalizing
KM Activities 1
Using
Acquiring
External Sources
Internalizing
Identifying knowledge in the
environment and transforming
it into a representation for
usage and/or internalization
IdentifyingCapturingOrganizingTransferring
KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Participants’ knowledgeArtifactsCultureStrategy…
KM Activities 2
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Identifying knowledge within
the organization’s KR and
providing it in an appropriate
representation to an activity
that needs it
IdentifyingCapturingOrganizingTransferring
Participants’ knowledgeArtifactsCultureStrategy…
KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Selecting
Internalizing
Incorporating knowledge into the
organization. Culminating activity
in organizational learning AssessingTargetingStructuringDelivering
KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
Generating
Applying existing knowledge to
generate new (or not new)
knowledge
MonitoringEvaluatingProducingTransferring
KM Activities 3
Using
Acquiring
Kn
ow
led
ge
Re
so
urc
es
External Sources
Generating
Externalizing
Selecting
Internalizing
External Targets
Generating
Applying existing knowledge to
generate new (or not new)
knowledge
MonitoringEvaluatingProducingTransferring
Externalizing
Making some knowledge
available in an outward form
TargetingProducingTransferring
Knowledge ManagementActivities that we do not do in IM
socialize
internalize
externalize
combine
“sensemaking”
create
synthesize
design
learn
sharing
tomar decisões
Knowledge Management
in Computer Science
Knowledge Management(Laudon & Laudon)
Capture, Codification and Discovery
Expert Systems, Neuronal networks, fuzzy logic, data mining, genetic algorithms, intelligent agents
Creation
CAD, Virtual Reality, Investment workstations
Sharing
Tools supporting individual and collaborative work (e-mail, groupware, intranets)
Distribution
word processing, worksheets, publishing tools
CommonKADS
Methodology to carry out structured knowledge Management, Knowledge Analysis and Knowledge-intensive system development
Product from Artificial Intelligence
CommonKADSPremises
Knowledge is a valuable asset
Knowledge engineering lies at the heart of development, distribution and maintenance of knowledge assets
Knowledge in CommonKADS
Data, information and knowledge slightly different meanings
Data is uninterpreted signals
Information is data with meaning
Data and information that people bring about to practical use in action
Knowledge Engineering
Discipline devoted to the analysis, design and implementation of knowledge systems
knowledge systems =
expert systems, knowledge-based systems, knowledge-intensive information systems
First Architecture of Knowledge Systems
ReasoningMechanism
Domain Knowledge(facts, rules)
Knowledge Engineering Principles
Constructing different aspect models of human knowledge
Modeling activity
First concentrate on the conceptual structure of knowledge, leave programming details for later
Knowledge has a stable structure analyzable through knowledge types and roles
Knowledge Project must be managed in a controlled “spiral” way (iterative and incremental)
CommonKADS Model Suite
task modelorganization
model agent model
knowledge model
communication model
design model
Organizational & Task Models
Mayor features of an organization to discover problems and opportunities, feasibility and impact of knowledge systems
Task layout. Inputs and outputs, pre-conditions, performance criteria, needed resources and competences
Agent & Knowledge Models
Human and automated agents. Competences, authority and constraints to act. Communication links among agents.
Knowledge Types and Structures in a language understandable by humans. Vehicle of communication with experts and users about problem-solving aspects
Knowledge Representation
Semantic Networks, Frames
Conceptual maps
Class diagrams
Topic Maps
Graphs
Rules, Scripts....
Communication and Design Models
Communicative transactions
Language-Action Perspective modeling approaches
Technical specifications in terms of architecture, implementation platform and software modules
based on the previous models
CommonKADSroles
Knowledge provider/expert
Knowledge engineer/analyst
Knowledge-system developer
Knowledge user
Project Manager
Knowledge Manager
architecture + management issues