Perspectives in Personal Knowledge Management "Managing Knowledge Means Managing Oneself" Peter Drucker, 1909-2005 Jack Davis University of Washington CSS 497 – Individual Project Professor Mark Kochanski – Faculty Advisor Gordon Watanabe and Patrick Butler Monterde – Sponsors
An exploration into the concepts, directions, and opportunities in personal information and personal knowledge management. See also Total Recall: How the E-Memory Revolution will Change Everything; Keeping Found Things Found: The Study and Practice of Personal Information Management; Personal Information Management.
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Perspectives inPersonal Knowledge Management
"Managing Knowledge Means Managing Oneself" Peter Drucker, 1909-2005Jack Davis
University of WashingtonCSS 497 – Individual ProjectProfessor Mark Kochanski – Faculty AdvisorGordon Watanabe and Patrick Butler Monterde – Sponsors
Project MotivationExplore current and new approaches forpersonal information and knowledge management.
How do I:Manage Information Overload.
Keep Found Things Found.
Efficiently Task Switch Between Projects
Identify automated processes to simplifyand improve personal productivity.
Project Goals and ObjectivesI want to learn:How do people currently use Personal
Information Management (PIM) and Personal Knowledge Management (PKM) today?
How might people better use PIM and PKM in the future?
What are some of the technical and usability issues surrounding PIM and PKM?
What are the qualities of products that earn brand buzz and a loyal customer following?
Prototype a background service with an extensible architecture to support anarray of personal assistant plug-ins.
Quickly locate and open commonly useddocuments, folders, and web pages.
Quickly locate and recall items that I’veidentified and saved for future reference.
Synchronize updated documents and filesacross multiple machines and locations.
Insert blocks of commonly used boilerplate content.
Project PlanHow do I get there?
Why Personal Knowledge Management?
General Categories:Global / Community – “Global Search”Enterprise / Organization – “Social Search”Personal / Individual – “Recall” / “Retrieve”The issue of “what’s in it for me?”
Least Studied − Potentially the largest area for productivity improvement.
Discoveries (1)What I learned along the way
Data à Information à Knowledge
“Knowledge = information in action”
A “Language”Information-Items (the “opposable thumb”)
Additional factors effect task switchingType of task, complexity of task, task duration,length of absence, number of interruptions
But there are many commonalitiesInformation keeping makes deferrable actions of information-items.
Task keeping makes deferrable actions of tasks.
Identification and Locator TechnologiesURIs, URLs, IRIs, URNs, XRIs, DOIs, PermalinksPURLS
Content ManagementMy Big-Arse Text File (Cornell)
Living in Text Files (Turbull)
Tech Secrets of Overprolific Alpha Geeks (O'Brien)
FlatFileAdvantages (PmWiki)
XML
Semantic WebResource Description Framework (RDF)
Key TechnologiesWhat I learned along the way
Products qualities that drive brand buzz and loyal followings
Five key requirementsPerformance
Usability
Security
Reliability
Compatibility
How do I build products that sizzle?
The most common unmet user needs are Performance, Usability, and Security
Product qualities that drive brand buzz and loyal followings
The Kano Model
What might an enhancedpersonal assistant tool look like?Perform basic PIM/PKM functionsSynchronize documents, files, and folders across multiple locations.
Provide workflow, project, and in-contextviews of related information.
Re-find documents and files based onpersonal tags and metadata.
Encrypt documents and files for privacy.
Digitally sign documents and files for security.
Challenge for the 21st Century“The greatest management challenge of the 21st century – to improve the effectiveness and productivity of knowledge workers – is not even close to being met” Peter Drucker (1909-2005)
Questions?
Products qualities that drive brand buzz and loyal followingsPerformance | Usability | Security | Reliability | Compatibility
“Innovations have to be handled by ordinary human beings, and if they are to attain any size or importance at all, by morons or near-morons. Incompetence, after all is the only thing in abundant and never-failing supply. Anything too clever, whether in design or execution, is almost bound to fail.” Peter Drucker (1919-2005), Innovation and Entrepreneurship