Knowledge-Based Systems, R akerkar, Priti Sajja

1. Knowledge Management
(Knowledge-Based Systems; R Akerkar, P Sajja)
Prepared By: Ashique Rasool

2. What Drives Knowledge Management
Following are the reasons; why knowledge management is
important.
 Size and dispersion of an organization
 Reducing risk and uncertainty
 Improving the quality of decisions
 Improving customer relationships
 Techno centric support
 Intellectual asset management and prevention of




knowledge loss
Future use of knowledge
Enhance an organization’s brand image
Shorter product cycle
Restricted access and added security
Prepared By: Ashique Rasool

3. Evolution of Knowledge Management
The typical evolution of knowledge management in an
organization.
 Ad-hoc Knowledge
There is no formal procedure of knowledge management
 Sophisticated Knowledge Management
The organization might have formal KM (Knowledge
Management) process but uses only certain phases of it.
 Embedded Knowledge Management
Organizations may have critical processes and
knowledgeable expert who has a high degree of knowledge
regarding the organization’s business and its knowledge
assets
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4. Evolution of Knowledge Management
The typical evolution of knowledge management in an
organization.
 Integrated Knowledge Management
All of the tasks, major operations and systems of an
organization are contained in a knowledge management
system and knowledge is shared through a common
integrated environment.
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5. Elements of Knowledge Management
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6. Elements of Knowledge Management
 People and Skills
Skilled work force and their expertise
 Procedures
Standard procedures and basic
generates knowledge
 Strategy and Policy
operations
During the KM, the promises to customer , product quality
and policies should be kept into consideration
 Technology
Technology plays a variety of role in providing sharing and
documenting knowledge.
Prepared By: Ashique Rasool

7. Knowledge Management Process
Knowledge management process encompasses the
phases of Knowledge discovery, knowledge
documentation,
knowledge
sharing
and
knowledge use.
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8. Knowledge Management Process
 Knowledge Discovery and Innovation:
Knowledge discovery encompasses activities regarding the
identification and acquisition of knowledge. Creation of
new knowledge is considered as Innovation
 Knowledge Documentation
The discovered knowledge should be stored according to
its application and nature. There should be meta
knowledge. Sorting, classification, structures are done.
 Knowledge Use
Use and reuse of knowledge is part of work process
 Knowledge Sharing
The knowledge repository should be available centrally so
that all authorized users can handle and contribute to it.
Prepared By: Ashique Rasool

9. Knowledge Management Process
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10. KM Tools and Technologies
 Tools for Discovering Knowledge
 Creative abstraction
 Simulation
 interactive sessions
 Meetings
 Morphological Analysis
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11. KM Tools and Technologies
 Tools for Documenting knowledge
 Design Specifications
 Metadata Tools
 Algorithms
 Knowledge Tree
 Authoring Tools
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12. KM Tools and Technologies
 Tools for sharing and using knowledge
 E-marketing
 Special groups
 Office Design
 Portal
 Network
Prepared By: Ashique Rasool

13. KM Tools and Technologies
 Technologies for knowledge Management
 Managing Knowledge
 Artificial Intelligence
 Preserving and Applying human expertize
 Knowledge-Based Systems
 Using History as knowledge
 Case-Based Reasoning
 Discovering New Knowledge
 Data Mining
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14. Case-Based Reasoning Cycle
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15. Knowledge Discovery Process
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16. Organizational Structure of KM System
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17. KM Roles and Responsibilities
 Chief Knowledge Officer(CKO)
 Leader of KM team
 Responsible for development and uses of KM system
 Knowledge Engineer
 Developer
and administrator
knowledge repository
 Problem solver, Trouble Shooter
of
organizational
 Knowledge Facilitator
 Facilitating knowledge usage at multiple sites
 Understand the detailed logic of the business cycle,
principles, processes, tools and technologies
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18. KM Roles and Responsibilities
 Knowledge Worker
 Use, reuse and apply the documented knowledge
 Carry out the business procedures by using minimum
use of resources to achieve the goal
 Knowledge Consultant
 Contribute to the development of strategy, vision and
risk analysis
 Audit the plans for KM activities
 Support development of KM objectives and policies
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19. KM Roles and Responsibilities
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20. Knowledge Management Models
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21. Knowledge Management Models
 Transaction Model
 Focuses on routine work done at individual level
 Highly reliant on formal procedures and dependent on
individual workers
 Examples: Call centre knowledge management system,
Consultancy-providing systems
 Cognitive Model
 Emphasize
on
standardization
conceptual
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strength,
reuse
and

22. Knowledge Management Models
 Network Model
 Focuses on connections and relationships among
elements of the KM system
 Considers how knowledge is acquired, shared and
transferred
 Community Model
 Used for collaborative and interactive type of KM
systems
 Recognizes the relationships between organizations
 Checks the need for contineous exchange among
knowledge roles
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23. Techniques to Model Knowledge
 CommonKADS
 Facto standard for knowledge Modeling
 Supports structured knowledge engineering techniques
 Improved communication, standardization, technology
support and availability of reusable components
 Protégé 2000
 It is an open source tool, assists users in the construction
of large electronic knowledge bases
 Has an intutive user interface
 Allow use of inference engines and problem solvers
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24. Benefits of Knowledge Management
 Knowledge-Related Benefits
 Documentation and safe keeping of knowledge
 High degree of availability and organization wide access
 Reduce knowledge loss
 Provides background of innovation and new knowledge
creation
 Controls redundancy of stored knowledge
 Individual Benefits
 High quality decision within a given time frame
 Job security and personal development
 Rewards and recognition
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25. Benefits of Knowledge Management
 Organizational and Administrative Benefits
 Improve customer service in most flexible way
Improved customer relationship and brand
image
Reduce cost and increase productivity
Reduce process/product cycle time
Faster problem solving
Ease of administration and control
Supporting best practices
Useful as a tool for human resource
development, training and research &
development
Prepared By: Ashique Rasool