KM Techniques

CPE/CSC 580: Knowledge Management
Dr. Franz J. Kurfess Computer Science Department Cal Poly
2001 Franz J. Kurfess
Knowledge Management Techniques 1
Course Overview
Introduction Knowledge
Knowledge
Exchange
Processing
Knowledge Acquisition, Representation and Manipulation
Knowledge Capture, Transfer, and Distribution
Usage
of Knowledge
Knowledge

Organization
Access Patterns, User Feedback
Classification, Categorization Ontologies, Taxonomies, Thesauri
Knowledge
Management
Techniques
Topic Maps, Agents
Knowledge

Retrieval
Knowledge
Management
Information Retrieval Knowledge Navigation
Knowledge
Presentation
Tools Knowledge Management in Organizations

Knowledge Visualization
Overview Knowledge Management Techniques

Motivation Objectives Evaluation Topic

Criteria Chapter Introduction
Subtopic 2.1 Subtopic 2.2
Topic

Review of relevant concepts Overview new topics Terminology
Important
Concepts and
Topic

Terms Chapter Summary
Logistics
Introductions Course
Materials
textbook handouts Web
page CourseInfo/Blackboard System and Alternatives

Term
Project Lab and Homework Assignments Exams Grading

2001 Franz J. Kurfess Knowledge Management Techniques 4
Knowledge Repositories
[KPMG 1998]
KM Infrastructure
KM Initiatives
Pre-Test
Motivation
Objectives
Corporate Memory (CM)

definition purpose concepts implementation
attempts
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
emphasize
(CKO)
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 Management Techniques 21
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
data,
knowledge components
procedures, plans, models, algorithms, documents of analysis and synthesis
intangible
abilities,
knowledge components
professional skills, private knowledge, organizational culture, history of the organization, contexts of decisions, etc.
[Dieng et al. 1999]
Types of Corporate Memories

technical
memory
of the employees about technical aspects
know-how
organizational
knowledge
memory
about the internal structure of an organization
project
memories
and experiences from past projects
lessons
individual
status,
memories
know-how, activities, relationships of individual employees
internal
vs. external memory

the source of relevant knowledge and information
indicates
CM Needs
organization
not
is also a knowledge production unit
necessarily as primary purpose
depends
e.g.
on size, type, and organizational scheme of the organization

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
early
analysis
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
domain
experts, experienced specialists, people with organizational memories
physical
printed
documents
documents, notes, design artifacts, products, tools,
etc.
digital
documents
reports,
technical documentation, design artifacts, email, case libraries, dictionaries, sketches, etc.
[Dieng et al. 1999]
Non-computational CM
establishment
existing
of paper-based knowledge repository
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
may
all existing documents in an organization
be in paper-based or digital form
organizes
indexing interface
the collection in a systematic way

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
2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 31
Distributed CM
emphasis
on collaboration and knowledge-sharing across traditional boundaries

geographically
distributed persons/groups structurally separated entities
common tasks, domains
essential
teams
for virtual organizations
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]

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
attic
knowledge
archive that can be consulted when needed collection and diffusion are passive
knowledge
sponge publisher
active collection, passive diffusion relevant elements are distributed to users passive collection, active distribution
knowledge

knowledge

pump
specific roles or methods for collection of relevant knowledge active collection and active diffusion
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
improve
the bottom-line of the organization may be difficult to measure

organizational
work
perspective
environment employee satisfaction

technical
transfer
perspective
of know-how
some effects may not be direct consequences of the CM, but side-effects of its introduction or use
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 Mtiers 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
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)

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)

2001 Franz J. Kurfess Knowledge Management Techniques 47
Personalization
sharing
knowledge through person-to-person contacts tools for more effective communication

email,
message boards, chatrooms, personal ontologies
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
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
Creation/innovation
generation
of new knowledge tools and techniques from cognitive science, psychology

brainstorming
support, creativity assistance
mainly
a human endeavor
Capture/Monitor
capturing
knowledge as people work on their normal
task tools and techniques from Human-Computer Interaction, AI

audit
trails, case collections
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]
ContextSensitive 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
2001 Franz J. Kurfess [Abecker et al. 1998b] Knowledge Management Techniques 63
Overview
Development of Knowledge Management technology of the requirements andManagement approaches to support KM infrastructures Knowledge Group at for organizations; related research fields DFKI Kaiserslautern
KnowMore Know-Net active knowledge supply collaboration finished ongoing
FRODO
MOTIVE
distribution, framework
3D access
current
planned
summary: we propose a rich, modular KM middleware as a solid basis for engineering intranet-based KM solutions
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.
Organizations Have Serious Problems in Managing Their Corporate Knowledge

Distribution Accessibility Resources Documentation Discovery Acquisition Multiple Views Multiple Formats Availability
Knowledge Problems
Awareness
Various fields of computer science tackle some of these knowledge problems.

Resarch Fields Related to KM

Groupware,
Document
most
Workflow, CSCW
of individuals and departments
collaboration
management, retrieval, and filtering systems

of the available abstract, strategic knowledge written down in text-based documents often advertised as KM solutions
Artificial
Intelligence
formal ontologies We strive for a new quality of knowledge systems by data mining integrating all these areas. case bases J. expert 2001 Franz Kurfess systems Knowledge Management Techniques [Abecker et al. 1998b]
67
KnowMoreKnowledge Management for Learning Organizations

basic
research project funded by German
government
central
idea: access to multiple
heterogeneous knowledge sources

enabled
through comprehensive knowledge
Indescription KnowMore, knowledge can be viewed as information using several formal ontologies linked into the application context.
(information, domain, enterprise ontology)

The KnowMore System Architecture
Know-NetKnowledge 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
on Knowledger suite (Lotus Notes application from Knowledge Associates) and In addition to a KnowMore-like knowledge platform, intelligentaspects agentsplay (DFKI) collaborative an important role. intranet- and agent-based knowledge platform: 2001 Franz J. Kurfess Knowledge Management Techniques 70 [Abecker et al. 1998b]
based
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 bulletin boards and forums
project-based on-line
topical conferences with threading features

[Abecker et al. 1998b] Knowledge Management Techniques 71
and interactive expertise databases

The Know-Net Intranet- and AgentBased System Architecture
FRODOA 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
databases ontology mapping problem independently introduced partial OMs based on communicating and specific ontologies We propose a rich, modular KM middleware as a solid cooperating services external knowledge sources (with own ontologies) basis for engineering intranet-based KM solutions.
legacy
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

[Abecker et al. 1998b] Knowledge Management Techniques 74
specialists
A Sample Instantiation of the FRODO OM Framework
Users Motivation for Accessing Online Learning & Training Resources will be submitted to the (planned) 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 peoples interactions virtual representation of the L&T environment:
workspace
with 3D representation of the

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 as upcoming standard will be used for this knowledge representation task
XML
3D knowledge portal wraps these ontologies In general, 3D spaces can be used to access replace legacy to provide a highly motivating to the information retrieval, knowledge acquisition, and L&T resources workflow frontends of OM systems. the MOTIVE 3D knowledge access can 2001 Franz J. Kurfess Knowledge Management Techniques 77 [Abecker al. 1998b] be viewed as an et additional, but highly user thus,
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
Reference [Kearns 00]
Reference [Sommerville 01]
[Sommerville 01]
[Sommerville 01]
Post-Test
References

[Abecker et al. 1998] Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Khn, Michael Sintek. Techniques for Organizational Memory Systems. Technical Report D-98-02, Deutsches Forschungszentrum fr Knstliche Intelligenz (DFKI), 1998. [Abecker et al. 1998b] Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Khn, Michael Sintek. Toward a Technology for Organizational Memories. IEEE Intelligent Systems, vol. 13, no.3, pp. 40-48, 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. 567-598, 1999. [Karagiannis & Telesko, 2000] Dimitris Karagiannis and Rdiger 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, 30-31 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. 549-566, 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. 615641, 1999 [Sintek et al. 1998] Michael Sintek, Andreas Abecker, Ansgar Bernardi. Developong a Knowledge Management Technology. Presentation at WET ICE KMN 99, Deutsches Forschungszentrum fr Knstliche Intelligenz (DFKI), 1999; www.dfki.uni-kl.de/~simtek/.
Important Concepts and Terms

agent automated reasoning belief network cognitive science computer science hidden Markov model intelligence knowledge representation linguistics Lisp logic machine learning microworlds
natural language processing neural network predicate logic propositional logic rational agent rationality Turing test
Summary Chapter-Topic

KM Techniques

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

KM Techniques

Uploaded by

Copyright:

Available Formats

CPE/CSC 580: Knowledge Management

Dr. Franz J. Kurfess Computer Science Department Cal Poly

2001 Franz J. Kurfess

Knowledge Management Techniques 1

Knowledge Acquisition, Representation and Manipulation

Knowledge Capture, Transfer, and Distribution

Access Patterns, User Feedback

Classification, Categorization Ontologies, Taxonomies, Thesauri

Topic Maps, Agents

Information Retrieval Knowledge Navigation

2001 Franz J. Kurfess

Tools Knowledge Management in Organizations

Overview Knowledge Management Techniques

Criteria Chapter Introduction

Subtopic 2.1 Subtopic 2.2

Review of relevant concepts Overview new topics Terminology

Subtopic 3.1 Subtopic 3.2

Subtopic 1.1 Subtopic 1.2

Terms Chapter Summary

2001 Franz J. Kurfess

Knowledge Management Techniques 3

textbook handouts Web

page CourseInfo/Blackboard System and Alternatives

Project Lab and Homework Assignments Exams Grading

2001 Franz J. Kurfess

Knowledge Management Techniques 5

2001 Franz J. Kurfess

Knowledge Management Techniques 6

2001 Franz J. Kurfess

Knowledge Management Techniques 7

2001 Franz J. Kurfess

Knowledge Management Techniques 8

2001 Franz J. Kurfess

Knowledge Management Techniques 9

2001 Franz J. Kurfess

Knowledge Management Techniques 10

Corporate Memory (CM)

2001 Franz J. Kurfess

Knowledge Management Techniques 12

Definition Attempts Corporate Memory

include project experiences, problem-solving expertise, design rationale, etc.

2001 Franz J. Kurfess

[Dieng et al. 1999]

Knowledge Management Techniques 13

Purpose Corporate Memory

2001 Franz J. Kurfess

[Dieng et al. 1999]

Knowledge Management Techniques 14

Links in the Knowledge Chain

2001 Franz J. Kurfess

[Dieng et al. 1999]

Knowledge Management Techniques 15

Corporate Memory Management

2001 Franz J. Kurfess

[Dieng et al. 1999]

Knowledge Management Techniques 16

Corporate Memory Management Overview

2001 Franz J. Kurfess

[Dieng et al. 1999]

Knowledge Management Techniques 17

(computer science, information

2001 Franz J. Kurfess

[Dieng et al. 1999]