Washington DC. August 2011 Satory Global Results: the foundation for your investment… Information Management: Ontology and Taxonomy Creation Brian K Seitz
Dec 08, 2014
Washington DC.
August 2011
Satory GlobalResults: the foundation for your investment…
Information Management:Ontology and Taxonomy Creation
Brian K Seitz
Satory Global, LLC
Agenda
Why is Ontology and Taxonomy Important– Problems and Benefits– Definitions
O&T Lifecycle– Creation– Adoption– Evolution
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Ontology / Taxonomy Problem and Benefits
What is it that the enterprise is manipulating?
Where do I find it?
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Agenda
Why is Ontology and Taxonomy Important– Problems and Benefits– Definitions
O&T Lifecycle– Creation– Adoption– Evolution
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Ontology and Taxonomy are the key ingredients to Information architecture
Ontology requires a joint effort between business and IT
Multiple taxonomies are common, even within an organization– Organizational– Functional
February 28, 2011
Information architecture is more than just an IT concern
• “How information is stored is almost never how it is searched for or retrieved”
• Enterprise Architect's Notebook , Brian K Seitz, 1986
Seitz’s Law of Knowledge Management
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Ontology / Taxonomy definition
Every Taxonomy has an inferred Ontology
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Taxonomy characteristics
The name and organization of things– Hierarchy – Network– List
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Ontology characteristics
Things and Meaning
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Ontology ……
Ontologies are definitions of objects
Meta Data (tags) are one of may ways to enable ontologies
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Ontology Management
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Different ontologies/taxonomies for different needs Vendor Application:
– EXCEL, WORD, POWERPOINT, ACCESS– Indicates the software used to manipulate but gives not indication of usage
or content
Technology Category– Spreadsheet, Text Document, Slide Presentation, Database, Form, Flowchart– Indicates usage but not software to manipulate or content
Organizational Structure– Groups, Departments, Individual Shares– Ownership but not sharing
Business Defined:– Business Forecast, Annual Report, Sales Presentation, Inventory, Requisition form,
Procurement Process– Indicates contents that End Users are concern with but does not indicate
usage or software needed to use.
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April 10, 2023
Is Structure Meaning?
Social Networks
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Taxonomy?
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Social GroupsAerospace Community
Stan Seitz
Larry Kitchen Dave Nelson
CAD Community
Brad Holtz
Cyon Research
Joel Orr
Lockheed
Microsoft Community
Chris Gibbons
Brooke Banbury
Alison Watson
Bill Gates
IBM Corporate
Stas T.
Garrett LongDon Brown
Mike Sventi
SMB Community
Pat SingletonBo Burlingham
Norm Judah
Tom Rizzo
Gen. AbnerMartin
DeniseWisnowski
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Roles in Ontology / Taxonomy creation
The Body Enterprise‘87
ISO Product Data Definition‘93
CIO WorkbenchActive Directory
‘95
Digital Nervous System‘99
SharePoint / ITIL‘09
IBM Marketing CMMI‘00
Business Architecture‘10
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April 10, 2023
Is SharePoint a Enterprise virus?
End-users in Enterprise create multiple sites using self service, spreading SharePoint across enterprise
Content of sites are typically ad hoc, do not follow corporate standards for data quality or security
Applications are developed that do not follow I.T. best practices
Hundreds of sites that are poorly labeled and have content that does not have a consistent taxonomy (files, departments vs. business objects)
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Will SharePoint kill I.T. organizations ?
SharePoint is to Web as MS Access is to Relational Databases
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Ontology/Taxonomy Example
White Pages Vs. Yellow Pages
Phone Book > Contact List > CRM
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Agenda
Why is Ontology and Taxonomy Important– Problems and Benefits– Definitions
O&T Lifecycles– Creation– Adoption
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Ontology / Taxonomy Creation: Four Approaches
Start for scratch
Folksonomy capture
Application/Tool encoding
Formalism
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Start for scratch
Throw out the forms and rebuild from lessons of the past – Create only the forms that are operationally needed– Only add information that is needed to the form
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Folksonomy capture
Social Tagging
Statistical Analysis
Taxonomy translation
Performance Monitoring
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Application/Tool encoding
Migrates and Coops terms into a structure
Why use?
Concreteness makes adoption easier – “Reification”
Semantics are fixed within the application context
Easier to translate accepted meanings (folksonomy) into a visible structure
Training and knowledge transfer easier due to its less abstract nature
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Formalism
Requirements elicitation
Data capture
Analysis
Design
Deployment
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Agenda
Why is Ontology and Taxonomy Important– Problems and Benefits– Definitions
O&T Lifecycle– Creation– Adoption
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Microsoft Solutions Framework
Deployment is NOT adoption
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Adoption is more than deployment training
“Design and deployment are easy, Adoption is hard” –Brian Seitz 1999
Diffusion of Innovation/Technology Adoption models
Maturity Models
Hoshin Planning
Local deployment leads
Adoption Best Practices
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Maturity Models provide indication of adoption
Adoption Best Practices
Maturity Level Total Open Issues AchievementLevel 5 FALSELevel 4 FALSELevel 3 FALSELevel 2 FALSELevel 1 FALSELevel 0 TRUE
Level 1 Level 1 Level 2 Level 2 Level 3 Level 3 Level 4 Level 4 Level 5 Level 5
Total Percent Total Percent Total Percent Total Percent Total Percent Process Management 9 100.00% 9 66.67% 9 43.75% 9 43.75% 9 43.75%
Process Definition 3 100.00% 3 100.00% 3 100.00% 3 100.00% 3 100.00%Process Focus 6 100.00% 6 100.00% 6 75.00% 6 75.00% 6 75.00%Training N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Process Performance N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Support 9 90.00% 9 16.67% 9 8.65% 9 5.77% 9 5.77%Configuration and Knowledge Management 9 90.00% 9 50.00% 9 34.62% 9 34.62% 9 34.62%Decision Analysis and Resolution N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Process and Deliverable Quality Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Measurement and Analysis N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%Change Management N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%Causal Analysis and Resolution N/A N/A N/A N/A N/A N/A 0 0.00% 0 0.00%
Project Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Project Planning N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Project Monitoring and Control N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Integrated Teaming N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%Integrated Project Management N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%Risk Management N/A N/A N/A N/A N/A N/A N/A N/A 0 0.00%Quantitative Project Management N/A N/A N/A N/A 0 0.00% 0 0.00% 0 0.00%
Marketing N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Market Research N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Segmentation N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Portfolio Management N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Business Design N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Value Proposition N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Marketing Mix Design N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%Resource Allocation & Alignment N/A N/A 0 0.00% 0 0.00% 0 0.00% 0 0.00%
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Hoshin Planning + Local Deployment Leads
Adoption Best Practices
Impact (1, 2, 3) Low - High
Objectives Leading Target Responsibility Needed
Resources
Responsibility Role (L,
S) Lead, Support Objective # 1
Become WW market share leader in middleware
Objective # 2 Objective #N Measurements
Goals Measurements
Goals Mgr #1 Mgr # 2 Mgr #N
Strategies / Tactics
Prioritize EMEA, the fastest growing middleware market; develop middleware upgrade program for existing IBM accounts to protect incumbency; & identify competitive winbacks
3 1) Mo. sales 2) Qty of protect incumbency sales 3) Qty of Winbacks sales
1) $20 million 2) 50 3) 20
Revenue market share in EMEA middleware market
25% Mgr. Websphere New T&Cs
Leading Indicator
Target Leading Indicator
Target Leading Indicator
Target
Measures WW mo Sales
WW Revenue Market Share
Goals $50 million
Impact (1, 2, 3) Low - High
Objectives Leading Target Responsibility Needed
Resources
Responsibility Role (L,
S) Lead, Support Objective # 1
Become WW market share leader in middleware
Objective # 2 Objective #N Measurements
Goals Measurements
Goals Mgr #1 Mgr # 2 Mgr #N
Strategies / Tactics
Prioritize EMEA, the fastest growing middleware market; develop middleware upgrade program for existing IBM accounts to protect incumbency; & identify competitive winbacks
3 1) Mo. sales 2) Qty of protect incumbency sales 3) Qty of Winbacks sales
1) $20 million 2) 50 3) 20
Revenue market share in EMEA middleware market
25% Mgr. Websphere New T&Cs
Leading Indicator
Target Leading Indicator
Target Leading Indicator
Target
Measures WW mo Sales
WW Revenue Market Share
Goals $50 million
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Bibliography
Garrett, The Elements of User Experience, 978-0-7357-1202-7
Boag, Website Owner’s Manual, 13-978-1933988450
Buxton, Sketching User Experiences, 978-0-12-374037-3
Cooper, About Face 3, 978-0-470-08411-3
Weinberg, Exploring Requirements, 13-978-0932633132
Lambe, Organizing Knowledge: Taxonomies, Knowledge and Organizational Effectiveness, 978-1843342274
Everett Rogers (1995) , Diffusion of Innovations
Geoffrey Moore (1991) ,Crossing the Chasm
Cowley & Domb , Beyond Strategic Vision
Petrie, Enterprise Integration Modeling, 0-262-66080-6
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Company Info / Speaker Bio
Satory Global, LLC
Management and technology consulting company
Solving business issues through strategic application of technology
Growing SharePoint practice
www.Satory.com
Speaker: Brian K Seitz
Business Architect/Management Consultant, Satory Global LLC
Former Enterprise Architect, Microsoft I.T.
Former BPR Consultant, IBM
Senior CAD Industry Analyst, Cyon Research