KNOWLEDGE

MANAGEMENT SYSTEMS
LIFE CYCLE
Chapter 3: Knowledge Management Systems Life Cycle

 For any task, from as simple as planning

a trip, working on a maths problem, the
process involves a number of steps until
you come up with a solution.
 In developing a large software system
used in industry, the process also follows
a number of defined steps which are
accepted as best practices by
practitioners.

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What would be the steps you would

take in completing a programming
assignment?

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Chapter 3: Knowledge Management Systems Life Cycle

 read the problem statement

 mentally think about how to solve it
 select a programming language (if decided,
select what kind of data structures)
 translate into program code
 compile, run and test
 modify if program doesn't function as
expected
 Satisfied!!

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Chapter 3: Knowledge Management Systems Life Cycle

CHALLENGES IN BUILDING KM
SYSTEMS
 Culture
— getting people to share knowledge
 Knowledge evaluation
— assessing the worth of knowledge
across the organization
 Knowledge processing
— documenting how decisions are
reached
 Knowledge implementation
— organizing knowledge and
integrating it with the processing
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Chapter 3: Knowledge Management Systems Life Cycle

Conventional KM System
versus
System Life Cycle Life Cycle
Recognition of Need and Evaluate Existing Infrastructure
Feasibility Study

Functional Requirements Specifications Form the KM Team

Knowledge Capture
Logical Design (master Corrections
design plan)
Design KMS Blueprint
Physical Design (coding)
Verify and validate the KM
System
Testing
Corrections
Implement the KM System
Implementation (file
conversion, user training)
Manage Change and
Rewards Structure
Operations and Maintenance

Post-system evaluation
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Key Differences
 Systems analysts deal with information from the
user; knowledge developers deal with
knowledge from domain experts
 Users know the problem but not the solution;
domain experts know both the problem and the
solution
 Conventional SLC is primarily sequential;
sequential KM
SLC is incremental and interactive.
interactive
 System testing normally at end of conventional
system life cycle; KM system testing evolves
from beginning of the cycle
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Key Similarities
 Both begin with a problem and
end with a solution
 Both begin with information
gathering or knowledge capture
 Testing is essentially the same
to make sure “the system is
right” and “it is the right system”
 Both developers must choose
the appropriate tool(s) for
designing their respective
systems

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Stages of KMSLC
Evaluate Existing
Infrastructure

Form the KM Team

Knowledge Capture

Iterative Rapid Prototyping

Design KM Blueprint

Verify and validate the KM

System

Implement the KM System

Manage Change and

Rewards Structure

Post-system evaluation
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Chapter 3: Knowledge Management Systems Life Cycle

(1) Evaluate Existing

Infrastructure
System justifications:
 What knowledge will be lost
through retirement, transfer, or
departure to other firms?
 Is the proposed KM system
needed in several locations?
 Are experts available and
willing to help in building a KM
system?
 Does the problem in question
require years of experience
and tacit reasoning to solve?
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The Scope Factor

 Consider breadth and
depth of the project within
financial, human resource,
and operational constraints
 Project must be completed
quickly enough for users to
foresee its benefits
 Check to see how current
technology will match
technical requirements of
the proposed KM system

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Role of Strategic Planning

Risky to plunge into a KMS without strategy

Knowledge developer should

consider:
Vision

Resources

Culture
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(2) Form the KM Team

 Identify the key stakeholders of
the prospective KM system.
 Team success depends on:
 Ability of team members

 Team size

 Complexity of the project

 Leadership and team

motivation
 Not promising more than can
be realistically delivered

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(3) Knowledge Capture

 Explicit knowledge
captured in repositories
from various media
 Tacit knowledge captured
from company experts
using various tools and
methodologies
 Knowledge developers
capture knowledge from
experts in order to build the
knowledge base
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Chapter 3: Knowledge Management Systems Life Cycle

Selecting an Expert
 How does one know the expert is in fact an expe
 How would one know that
the expert will stay with the
project?
 What backup should be
available in case the
project loses the expert?
 How could we know what is
and what is not within the
expert’s area of expertise?

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Users Versus Experts

Attribute User Expert
Dependence on system High Low to nil

Cooperation Usually cooperative Cooperation not

required

Tolerance for ambiguity Low High

Knowledge of problem High Average/low

Contribution to system Information Knowledge/expertise

System user Yes No

Availability for system

builder Readily available Not readily available

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(4) Design the KM Blueprint

The KM blueprint addresses
several issues:
 Finalize scope of proposed KM
system with realized net
benefits
 Decide on required system
components
 Develop the
key layers of the KM software arc
to meet company requirements
 System interoperability and
scalability with existing
company IT infrastructure
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Rapid Prototyping Process?

Structure
the Problem
Reformu Repeated
late the Cycle(s)
Problem Structure
a Task
Make Repea
Modificat ted
Build Cycle(
ions
a Task s)

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(5)Testing the KM System

 Verification procedure:
ensures that the system
has the right functions
 Validation procedure:
ensures that the system
has the right output
 Validation of KM
systems is not
foolproof
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(6) Implement the KM System

 Converting a new KM system into actual operation
 includes conversion of data or files
 also includes user training
 Quality assurance is important, which includes
checking for:
 Reasoning errors
 Ambiguity
 Incompleteness
 False representation (false positive and false
negative)

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(7) Manage Change and

Rewards Structure
 Goal is to minimize
resistance to change
 Experts
 Regular employees
(users)
 Troublemakers
 Resistances via
projection, avoidance,
or aggression
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(8) Post-system Evaluation

 Assess system impact in terms of effects
on:
 People
 Procedures
 Performance of the business
 Areas of concern:
 Quality of decision making
 Attitude of end users
 Costs of Knowledge processing and update
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Key Questions
 Has accuracy and timeliness of decision
making improved?
 Has KMS caused organizational changes?
 What are users’ reactions towards KMS?
 Has KMS changed the cost of operating
the business?
 Have relationships among users affected?
 Does KMS justify the cost of investment?
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.....

Layers of KM Architecture
1 User Interface
(Web browser software installed on each user’s PC)

Authorized access control

2 (e.g., security, passwords, firewalls, authentication)

Collaborative intelligence and filtering

3 (intelligent agents, network mining, customization, personalization)

Knowledge-enabling applications
4 (customized applications, skills directories, videoconferencing, decision support systems,
group decision support systems tools)

Transport
5 (e-mail, Internet/Web site, TCP/IP protocol to manage traffic flow)

Middleware
(specialized software for network management, security, etc.)
6
The Physical Layer
(repositories, cables)
7

Databases Legacy applications Groupware Data warehousing

(e.g., payroll) (document exchange, (data cleansing,
collaboration) data mining)
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Knowledge Capture and

Transfer Through Teams
Team performs Evaluate relationship
Outcome
a specialized task between action and
Achieved
outcome

Knowledge
Feedback Developer
Knowledge
Knowledge transfer
stored in a method
form usable by selected
others in the
organization

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Vision
 Foresee what the business is trying to
achieve, how it will be done, and how the new
system will achieve goals

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Resources
 Check on the affordability of the
business to invest in a new KM
system

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Culture
 Isthe company’s
political and social
environment open and
responsive to
adopting a new KM
system?

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