CPE/CSC 580: Knowledge Management

Name: CPE/CSC 580: Knowledge Management
Uploaded: 2017-08-26T20:48:35+00:00
Duration: PTM34S23
Description: CPE/CSC 580: Knowledge Management

CPE/CSC 580: Knowledge Management
Dr. Franz J. Kurfess Computer Science Department Cal Poly

Course Overview Introduction Knowledge Processing
Knowledge Acquisition, Representation and Manipulation Knowledge Organization Classification, Categorization Ontologies, Taxonomies, Thesauri Knowledge Retrieval Information Retrieval Knowledge Navigation Knowledge Presentation Knowledge Visualization Knowledge Exchange Knowledge Capture, Transfer, and Distribution Usage of Knowledge Access Patterns, User Feedback Knowledge Management Techniques Topic Maps, Agents Knowledge Management Tools Knowledge Management in Organizations

Overview Knowledge Management Techniques
Motivation Objectives Evaluation Criteria Chapter Introduction Review of relevant concepts Overview new topics Terminology Topic 1 Subtopic 1.1 Subtopic 1.2 Topic 2 Subtopic 2.1 Subtopic 2.2 Topic 3 Subtopic 3.1 Subtopic 3.2 Important Concepts and Terms Chapter Summary

Logistics Introductions Course Materials Term Project
textbook handouts Web page CourseInfo/Blackboard System and Alternatives Term Project Lab and Homework Assignments Exams Grading

Knowledge Repositories
[KPMG 1998]

KM Infrastructure

KM Initiatives

Pre-Test

Motivation

Objectives

Evaluation Criteria

Corporate Memory (CM) definition attempts purpose concepts
implementation

Definition Attempts Corporate Memory
explicit, disembodied, persistent representation of knowledge and information in an organization [Van Heijst, van der Spek and Kruizinga 1996] may include knowledge on products, production processes, clients, marketing strategies, plans, strategic goals, etc. the collective data and knowledge resources of a company [Nagendra Prasad and Plaza 1996] may include project experiences, problem-solving expertise, design rationale, etc. [Dieng et al. 1999]

Purpose Corporate Memory
capitalization of knowledge integration of resources and know-how cooperation through effective communication and active documentation “the right knowledge to the right person at the right time and at the right level” [Dieng et al. 1999]

Links in the Knowledge Chain
list existing knowledge determine required knowledge develop new knowledge allocate new and existing knowledge apply knowledge maintain knowledge dispose of knowledge [Dieng et al. 1999]

Corporate Memory Management
detection of needs construction of the corporate memory diffusion of the corporate memory use of the corporate memory evaluation maintenance and evolution [Dieng et al. 1999]

Corporate Memory Management Overview
[Dieng et al. 1999]

Multidisciplinary Perspective on CM
technological (computer science, information technology) concentrate on technical and implementation aspects may neglect requirements and constraints of systems in practical use organizational (CKO) emphasize the role of CM in an organization may overlook technological problems, or underestimate efforts needed for implementation [Dieng et al. 1999]

Corporate Memory Techniques
[Dieng et al. 1999]

Corporate Memory Example
[Dieng et al. 1999]

Motivations for Establishing a CM
avoid knowledge loss departure, retirement, change of roles of employees exploit past experience cumulative technical know-how successful and failed projects utilize collective knowledge for strategic purposes detection of new opportunities reaction to changes improve knowledge exchange and communication establish venues for sharing information improve learning integrate knowledge from different areas cross-disciplinary knowledge exchange [Dieng et al. 1999]

Knowledge in Organizations
explicit knowledge specific know-how to design, build, sell and support products and services tacit knowledge individual and collective skills enabling the organization to act, adapt, and evolve tangible knowledge components data, procedures, plans, models, algorithms, documents of analysis and synthesis intangible knowledge components abilities, professional skills, private knowledge, organizational culture, history of the organization, contexts of decisions, etc. [Dieng et al. 1999]

Types of Corporate Memories
technical memory know-how of the employees about technical aspects organizational memory knowledge about the internal structure of an organization project memories lessons and experiences from past projects individual memories status, know-how, activities, relationships of individual employees internal vs. external memory indicates the source of relevant knowledge and information [Dieng et al. 1999]

CM Needs organization is also a knowledge production unit
not necessarily as primary purpose depends on size, type, and organizational scheme of the organization e.g. distributed network of consultants needs of individual users vs. organizational needs detecting the “right” needs can be difficult target users, domains, tasks, situations, knowledge [Dieng et al. 1999]

Determination of CM Needs
stakeholder-centered influenced by the members of the community of people affected by or invested in the system requirements analysis early involvement of stakeholders is critical and feasible most stakeholders are internal to the organization, and many are motivated most solutions are adaptations or evolutions of previous systems CSCW, KBMS, MIS, ... [Dieng et al. 1999]

CM Construction sources non-computational CM document-based CM
knowledge-based CM case-based CM distributed CM project-centered CM combinations of several techniques [Dieng et al. 1999]

Sources human sources physical documents digital documents
domain experts, experienced specialists, people with organizational memories physical documents printed documents, notes, design artifacts, products, tools, etc. digital documents reports, technical documentation, design artifacts, , case libraries, dictionaries, sketches, etc. [Dieng et al. 1999]

Non-computational CM establishment of paper-based knowledge repository
existing documents generation of new documents synthesis of knowledge not explicit in reports, technical documentation, etc. improve strategies and structural aspects of the organization systematic generation of knowledge in an organization may be the predecessor to a digital CM [Dieng et al. 1999]

Document-based CM comprises all existing documents in an organization
may be in paper-based or digital form organizes the collection in a systematic way indexing interface to manage documents preparation, storage, retrieval, processing, evaluation, distribution [Dieng et al. 1999]

Knowledge-based CM based on the elicitation and explicit modeling of knowledge from experts may use a formal knowledge representation framework this is often quite expensive serves as an assistant to human “knowledge workers” different from traditional expert systems their goal is the automation of a particular task [Dieng et al. 1999]

Case-based CM utilizes case-based reasoning
past experiences are collected in a (semi-)formal representation mechanism allows the comparison of “cases” the assumption is that new problems can often be solved by looking up solutions to previous problems helps with the concentration of expertise around specific cases continuous evolution of the CM through the continuous addition of new cases [Dieng et al. 1999]

Distributed CM emphasis on collaboration and knowledge-sharing across traditional boundaries geographically distributed persons/groups structurally separated entities common tasks, domains essential for virtual organizations teams or people collaborate on-line [Dieng et al. 1999]

Project-centered CM captures the relevant knowledge accumulated while working on a project discussions, arguments, decisions, compromises, etc. important aspects represent and reconcile perspectives of different stakeholders changes of priorities in the project communication of decision rationales recovery of insights and solutions from past scenarios “re-inventing the wheel” example issue-based information system (IBIS) [Rittel 1972] [Dieng et al. 1999]

Combinations of Several Techniques
informal and formal knowledge representation methods combination of paper-based and digital documents semi-automatic extraction of knowledge collaborative construction of “community knowledge” integration of existing components libraries, data bases, case bases, document collections, multi-media collections, etc. [Dieng et al. 1999]

Diffusion and Use of CM diffusion modes knowledge attic
archive that can be consulted when needed collection and diffusion are passive knowledge sponge active collection, passive diffusion knowledge publisher relevant elements are distributed to users passive collection, active distribution knowledge pump specific roles or methods for collection of relevant knowledge active collection and active diffusion [Dieng et al. 1999]

Diffusion via Intranet/Internet
frequently centered around Web servers has some conceptual and technical limitations, but substantial benefits confidentiality, security, reliability, distraction, etc. [Dieng et al. 1999]

Knowledge and Information Retrieval
traditional index-based techniques are integrated in most approaches to CM enhancements through advanced techniques ontologies collaborative filtering intelligent agents

Evaluation financial perspective organizational perspective
improve the bottom-line of the organization may be difficult to measure organizational perspective work environment employee satisfaction technical perspective transfer of know-how some effects may not be direct consequences of the CM, but side-effects of its introduction or use [Dieng et al. 1999]

Maintenance and Evolution
should be based on the evaluation of the current situation addition of new knowledge removal or modification of obsolete knowledge coherence problems scalability user acceptance should become a continuous activity [Dieng et al. 1999]

Examples of CM Methods CYGMA REX MKSM KAMM [Dieng et al. 1999]

CYGMA Cycle de Vie et Gestion des Métiers et des Applications, KADE-TEX construction of a professional memory in manufacturing relies on six categories of industrial knowledge singular knowledge terminological knowledge (dictionary) structural knowledge (ontology, factual knowledge base) behavioral knowledge strategic knowledge operational knowledge [Dieng et al. 1999]

REX needs analysis and identification
construction of elementary pieces of experiences construction of a computer-based representation implementation through a software system [Dieng et al. 1999]

MKSM Method for Knowledge System Management
systemic-based decision support method views knowledge assets as a complex system models this complex system through different perspectives syntactical, semantic, pragmatic different components information (data processing) signification (task modelling) context (activity modelling) [Dieng et al. 1999]

KAMM [Knowledge Associates 2000]

KAMM Architecture [Knowledge Associates 2000]

Knowledge Technology Framework
identifies key KM activities and related knowledge[oriented techniques and tools personalization codification discovery creation/innovation capture/monitor [Milton et al. 1999]

Knowledge Technology (Key: P"Person, K1"Knowledge 1echnology, I1"Information 1echnology)

Personalization sharing knowledge through person-to-person contacts
tools for more effective communication , message boards, chatrooms, personal ontologies [Milton et al. 1999]

Codification capturing existing knowledge and placing it in repositories tools and techniques for knowledge representation generic models rules, frames, case-based reasoning, ... specialized techniques task- or domain-specific [Milton et al. 1999]

Discovery searching and retrieving knowledge from repositories and data bases tools and techniques from information retrieval, knowledge-based systems, natural language processing search engines, ontologies [Milton et al. 1999]

Creation/innovation generation of new knowledge
tools and techniques from cognitive science, psychology brainstorming support, creativity assistance mainly a human endeavor [Milton et al. 1999]

Capture/Monitor capturing knowledge as people work on their normal task tools and techniques from Human-Computer Interaction, AI audit trails, case collections [Milton et al. 1999]

KM Framework [Macintosh et al. 1999]

KM Processes [Macintosh et al. 1999]

PROMOTE Architecture [Karagiannis & Telesko, 2000]

PROMOTE Framework [Karagiannis & Telesko, 2000]

Organizational Memory Context
[Abecker et al. 1998b]

Context-Sensitive Knowledge Supply

Integration of Ontologies

Knowledge Task Support

Related Research Areas

Developing a Knowledge Management Technology An Encompassing View on the Projects of the Knowledge Management Group at DFKI Kaiserslautern Michael Sintek, Andreas Abecker, Ansgar Bernardi German Research Center for Artificial Intelligence Kaiserslautern, Germany [Abecker et al. 1998b]

Overview Development of Knowledge Management technology of the
Knowledge Management Group at DFKI Kaiserslautern requirements and approaches to support KM infrastructures for organizations; related research fields KnowMore active knowledge supply finished Know-Net collaboration ongoing FRODO distribution, framework current MOTIVE 3D access planned summary: we propose a rich, modular KM middleware as a solid basis for engineering intranet-based KM solutions [Abecker et al. 1998b]

Knowledge is an Important Productivity Factor for Organizations
besides labor, capital, and land, knowledge has been recognized as an important productivity factor knowledge is stored in individual brains or implicitly encoded and hidden in organizational processes, documents, services, and systems KM is concerned with discovery, acquisition, creation, dissemination, and utilization of knowledge. [Abecker et al. 1998b]

Organizations Have Serious Problems in Managing Their Corporate Knowledge
Distribution Discovery Accessibility Acquisition Resources Knowledge Problems Multiple Views Documentation Multiple Formats Awareness What are multiple formats: paper, mind, collective electronic texts MS WORD ASCII HTML FrameMaker WordPerfect graphics tables sounds movies What are multiple views: product, process, client, strategic, financial, planning, department, personal, organizational Availability Various fields of computer science tackle some of these knowledge problems. [Abecker et al. 1998b]

Resarch Fields Related to KM
Groupware, Workflow, CSCW collaboration of individuals and departments Document management, retrieval, and filtering systems most of the available abstract, strategic knowledge written down in text-based documents often advertised as KM solutions Artificial Intelligence formal ontologies data mining case bases expert systems We strive for a new quality of knowledge systems by integrating all these areas. [Abecker et al. 1998b]

KnowMore—Knowledge Management for Learning Organizations
basic research project funded by German government central idea: access to multiple heterogeneous knowledge sources enabled through comprehensive knowledge description using several formal ontologies (information, domain, enterprise ontology) active information delivery integrated into business processes explicit representation of context In KnowMore, knowledge can be viewed as information linked into the application context. [Abecker et al. 1998b]

The KnowMore System Architecture

Know-Net—Knowledge Management with Intranet Technologies
funded by the European Commission within the “IT for learning and training industry” program integrate groupware functionalities with AI methods enabling the handling of knowledge objects based on Knowledger™ suite (Lotus Notes™ application from Knowledge Associates) and intelligent agents (DFKI) intranet- and agent-based knowledge platform: codification, mapping, sharing, and reuse of explicit knowledge in multimedia content corporate knowledge ontologies intelligent navigation, searching, filtering In addition to a KnowMore-like knowledge platform, collaborative aspects play an important role. [Abecker et al. 1998b]

Know-Net: Collaborative Aspects
collaborative tools supporting communities of practice at the team level to facilitate the creation of shared memories and interpretative context real-time group discussions/meetings project-based bulletin boards and forums on-line topical conferences with threading features and interactive expertise databases Know-Net mainly exploits the collaboration and coordination technology provided by Lotus Notes and add-on products like Sametime [Abecker et al. 1998b]

The Know-Net Intranet- and Agent-Based System Architecture

FRODO—A Scalable OM Framework for Evolutionary Growth (future work)
basic research project funded by German government, successor project of KnowMore KnowMore: global set of ontologies, centralized inference FRODO: conjointly use knowledge from several independent knowledge sources legacy databases independently introduced partial OMs based on specific ontologies external knowledge sources (with own ontologies) ontology mapping problem communicating and cooperating services We propose a rich, modular KM middleware as a solid basis for engineering intranet-based KM solutions. [Abecker et al. 1998b]

The FRODO KM Middleware Will Exploit Various Notions of Agents
digital reference and acquisition librarians know their respective knowledge source and organization principles know how to effectively access, search, maintain the knowledge wrappers, mediators, ontologists, knowledge brokers add intelligent interfaces to legacy systems make sources accessible to higher-level inferences document analysis and information extraction specialists allow transition between informal and formal representations task/process agents, knowledge push/pull mechanisms manage workflow enactment realize context-sensitive information supply [Abecker et al. 1998b]

A Sample Instantiation of the FRODO OM Framework

MOTIVE—Fostering Individual Users’ Motivation for Accessing Online Learning & Training Resources (planned) will be submitted to the EU 5th framework online front-end to electronic learning and training (L&T) systems addresses users’ motivation; important driving factor is social interaction MOTIVE proposes an environment that wraps L&T tools and content together with people’s interactions virtual representation of the L&T environment: workspace with 3D representation of the organization and of knowledge assets avatars associated to users wizard agents with specific roles for promoting available material support for social processes: events organization, social places (café) etc. [Abecker et al. 1998b]

MOTIVE Adds Access to L&T OMs Through 3D Knowledge Portal
the L&T contents is accompanied by a KnowMore/FRODO-like knowledge meta-level based upon various ontologies XML as upcoming standard will be used for this knowledge representation task a 3D knowledge portal wraps these ontologies to provide a highly motivating access to the L&T resources thus, the MOTIVE 3D knowledge access can be viewed as an additional, but highly user-friendly information retrieval aspect of the general KM scenario In general, 3D spaces can be used to replace legacy information retrieval, knowledge acquisition, and workflow frontends of OM systems. [Abecker et al. 1998b]

Summary In our view, KM technology is a combination of:
distributed, heterogeneous knowledge sources various formal ontologies (information, domain, enterprise) knowledge meta-descriptions informal-formal transitions workflow, active support, context collaboration framework, middleware, agents user-friendly access through 3D spaces [Abecker et al. 1998b]

Reference [Kearns 00] [Dieng et al. 1999]

Reference [Sommerville 01]

Post-Test

Evaluation Criteria

References [Abecker et al. 1998] Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Kühn, Michael Sintek. Techniques for Organizational Memory Systems. Technical Report D-98-02, Deutsches Forschungszentrum für Künstliche Intelligenz (DFKI), 1998. [Abecker et al. 1998b] Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Kühn, Michael Sintek. Toward a Technology for Organizational Memories. IEEE Intelligent Systems, vol. 13, no.3, pp , 1998. [Dieng et al. 1999] Rose Dieng, Olivier Corby, Alain Giboin and Myriam Ribiere, Methods and Tools for Corporate Memory. Int. J. Human-Computer Studies, no. 51, pp , 1999. [Karagiannis & Telesko, 2000] Dimitris Karagiannis and Rüdiger Telesko. The EU-Project PROMOTE: A Process-oriented Approach forKnowledge Management. Proc. of the Third Int. Conf. on Practical Aspects of Knowledge Management (PAKM2000) Basel, Switzerland, Oct. 2000, (U. Reimer, ed.). [KPMG 1998] KPMG Management Consulting Knowledge Management Research Report 1998. [Macintosh et al 1999] Ann Macintosh, Ian Filby, and John Kingston. Knowledge Management Techniques - Teaching and Dissemination Concepts. Int. J. Human-Computer Studies, no. 51, pp , 1999. [Milton et al. 1999] Nick Milton, Nigel Shadbolt, Hugh Cottam, and Mark Hammersly. Towards a Knowledge Technology for Knowledge Management. Int. J. Human-Computer Studies, no. 51, pp , 1999 [Sintek et al. 1998] Michael Sintek, Andreas Abecker, Ansgar Bernardi. Developong a Knowledge Management Technology. Presentation at WET ICE KMN ‘99, Deutsches Forschungszentrum für Künstliche Intelligenz (DFKI), 1999;

Important Concepts and Terms
natural language processing neural network predicate logic propositional logic rational agent rationality Turing test agent automated reasoning belief network cognitive science computer science hidden Markov model intelligence knowledge representation linguistics Lisp logic machine learning microworlds

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CPE/CSC 580: Knowledge Management

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