Knowledge Management Overview and Process
Knowledge Management Overview and Process
10
KNOWLEDGE MANGAMENT
Unit Structure
10.0 Objectives
10.1 Introduction to Knowledge Management
10.1.1 Define Knowledge Management
10.1.2 What is Data, Information and Knowledge
10.2 The Knowledge Management Process
10.3 Organizational Learning and Transformation
10.3.1 Organizational Learning
10.3.2 Organizational Transformation
10.4 Power of Knowledge Management
10.4.1 Approaches to Knowledge Management
10.5 Information Technology in Knowledge Management
10.5.1 Knowledge Management System (KMS) Cycle
10.6 Knowledge Management Systems Implementation
10.7 Summary
10.8 Questions
10.9 References
10.0 OBJECTIVES:
128
10.2 THE KNOWLEDGE MANAGEMENT PROCESS Knowledge Mangament
Step 2. Organizing
Step 3. Summarizing
• The information is summarized to take the essence of it. The lengthy
information is presented in tabular or graphical format and stored
appropriately.
• For summarizing, there are many tools that can be used such as
software packages, charts (Pareto, cause-and-effect), and different
techniques.
Step 4. Analyzing
• The information analyzed to find the relationships, redundancies, and
patterns.
• An expert team ought to be assigned for this purpose because the
expertise from the team plays a significant role.
• There are reports created during the analysis of information.
Step 5. Synthesizing
• In this stage the information convers into the knowledge. The results
of research (usually the reports) are combined to derive numerous
concepts and data.
• A pattern or behavior of one entity is applied to explain another, and
collectively, the organization can have a set of data elements that may
be used a cross the organization.
• This knowledge is then stored within the organizational knowledge
base for more use.
Step 6. Decision Making
• In this stage the knowledge is used for decision making.
• Example, once estimating a specific type of a project or a task, the
knowledge related to previous estimation is used.
130
• This accelerates the estimation process and adds high accuracy. This Knowledge Mangament
is how the organizational knowledge management adds value and
saves money overall.
10.3 ORGANIZATIONAL LEARNING AND TRANSFORMATION
People are the holders of knowledge. The main aim or goal is to encourage
them to not only search for it and improve it for applying it to improving
internal processes, but to make them see the benefits of sharing it with the
organizations, It is important for:
• To provide proper storage and sharing of knowledge systems.
• To give people autonomy in their jobs and find new ways to fulfill
them.
• To empower them and continually train them.
• To give them adequate remuneration, to ensure their commitment.
The manager should always know decisions made by people can affect the
entire organization.
Employees will share the knowledge they accumulate in their activities in
the company with colleagues.
Only the disadvantage is to lose that talent to the competition, along with
everything they have learned.
10.3.1 Organizational Learning
The learning organization is an organization characterized by a deep
commitment to learning and education with the intention of continuous
improvement.
This concept reviews several theories relating to the learning organization.
As an aspect of an organization, organizational learning is that the method
of creating, retaining, and transferring data.
The organizational learning leads to an enhanced ability to react quickly to
opportunities and threats.
10.3.2 Organizational Transformation
132
Stage 3) Invest in the future Knowledge Mangament
• With the help of these three stages, organization can establish new
development pathways where enhancement in their strategic
flexibility and react successfully to changes in the environment.
• Knowledge creation
• Knowledge sharing
• Knowledge seeking
1) Knowledge creation
• To create new knowledge means existing knowledge will use
for recreating the company and everyone in it in a nonstop
process of personal and organizational self-renewal.
• For creation of new knowledge, the employees must create
innovative ideas.
• Socialization, Externalization, Internalization, and combination
are the various four modes for conversion of tacit knowledge to
new knowledge with the help of social interaction and sharing
experiences among organizational members.
• Externalization is the converting tacit knowledge to new
explicit knowledge.
• Internalization is the converting tacit knowledge from explicit
knowledge.
• External team and Internal team members of the organization
refers to the creation of new explicit knowledge by merging,
categorizing, and reclassifying existing explicit knowledge.
2) Knowledge sharing
• Most of the organization, information and knowledge are not
considered organizational resource to be shared but individual
competitive weapons to be kept private.
133
Business Intelligence • Organizational members may share personal knowledge with
trepidation, they perceive that they are of less value if their
knowledge is a part of the organization public domain.
• Knowledge sharing is the ideas insights, solutions, experience
of individual person to another individual with the help of
intermediary i.e., ICT based system or directly.
3) Knowledge seeking
• It is source or search for use of internal organizational
knowledge.
• Individual may sometimes prefer to not reuse knowledge if they
feel that their own performance review is based on the originally
or creativity of their innovative ideas.
134
10.5 INFORMATION TECHNOLOGY IN KNOWLEDGE Knowledge Mangament
MANAGEMENT
1. Create
Knowledge
6. Disseminate 2. Capture
Knowledge Knowledge
5. Manage 3. Refine
Knowledge Knowledge
4. Store
Knowledge
[Source: [Link]]
136
10.6 KNOWLEDGE MANAGEMENT SYSTEM Knowledge Mangament
IMPLEMENTATION
138
Step 5) Access Current State Knowledge Mangament
You can evaluate the existing state of knowledge management within your
business once you have identified your programme objectives, planned for
cultural changes, defined a high-level procedure, and evaluated and
prioritized your technology needs.
The five fundamental elements of knowledge management—people,
procedures, technology, structure, and culture—should all be covered in the
assessment. A typical assessment should give a broad overview of the
present situation, the differences between it and the desired state, and
suggestions for bridging those differences.
These recommendations will be the foundation for the roadmap in step no.
six.
Step 6) Build a Knowledge Management Implementation Roadmap
To create the knowledge management program's implementation roadmap
now that you have the current-state evaluation in hand. Prior to moving
forward, you should reaffirm senior leadership's commitment and support,
as well as the availability of funds to launch and maintain the knowledge
management programme. Your efforts are useless without these conditions.
The assessment's indisputable proof of your company's inadequacies needs
to increase the urgency level.
Gaining the backing of leadership and obtaining the cash you require will
depend on your ability to overcome the obstacles. This technique can be
described as a roadmap of connected projects, each of which fills in a
particular assessment-identified need. The roadmap might show important
dependencies and milestones over the course of months or years. A
successful project roadmap will result in some immediate successes in the
first stage, which will increase support for the next stage.
Continue to analyse and modify the roadmap over time considering the
shifting business needs and economic conditions. Lessons from past
projects that can be used in present and future initiatives will provide you
new insights.
Step 7) Implementation
Implementing a knowledge management program and maturing the overall
effectiveness of your organization will require significant personnel
resources and funding. Be prepared for the long haul, but make sure that
you are making incremental advances and celebrate them. If there the value
and benefits of the developing program are recognized, there should be little
resistance to continue investing in knowledge management.
With that said, it is time for the rubber to meet the road. You know what the
objectives are. You have properly mitigated cultural issues. You have got
the processes and technologies that will enable and launch your knowledge
management program. You know what the gaps are and have a roadmap to
tell you how to address them. 139
Business Intelligence Step 8) Measure and Improve the Knowledge Management Program
How will you know if your investments in knowledge management are
profitable? You will require a method for gauging your performance and
comparing it to the expected outcomes. If possible, establish some baseline
metrics to provide a snapshot of the organization's performance before the
knowledge management programme is put in place. After deployment,
trend the new findings against the previous results to determine whether
performance has improved.
Create a balanced scorecard that includes measures for performance,
quality, compliance, and value when choosing the right metrics to gauge
your organization's success. The main goal of creating a knowledge
management balanced scorecard is to gain important insight into what is
and is not functioning. After that, you can take the appropriate steps to close
compliance, performance, quality, and value gaps, enhancing the
knowledge management program's overall effectiveness.
As you advance through each step of the roadmap, make sure you are
realizing your short-term wins. Without them, your program may lose
momentum and the support of key stakeholders.
10.7 SUMMARY
10.8 QUESTIONS:
140
140 Q7. What is Organizational Transformation?
10.9 REFERENCES: Knowledge Mangament
141
Business Intelligence
11
ARTIFICIAL INTELLIGENCE
& EXPERT SYSTEMS
Unit Structure
11.0 Objectives
11.1 Concepts & Definitions of AI
11.1.1 Introduction of AI
11.1.2 Characteristics of AI
11.1.3 Applications of AI
11.2 AI verses Natural Intelligence
11.3 Concepts of Expert Systems
11.3.1 Structure of Expert Systems
11.3.2 Components of Expert Systems
11.4 Knowledge Engineering
11.4.1 Knowledge Base
11.4.2 Components of Knowledge Base
11.4.3 Applications of Expert Systems
11.5 Development of Expert Systems
11.6 Benefits of Experts Systems
11.7 Summary
11.8 Questions
11.9 References
11.0 OBJECTIVES
143
Business Intelligence 3. Thinking rationally- Study of how human thinks use some principles
that will helping in creating a guideline of human behavior. A person
is considered rational means reasonable, sensible and with good
judgement). The computer thinks rationally and solve the different
problems.
4. Acting Rationally- It is the study of how human behaviour, which
relies on the rational agents. To optimize the expected value of its
performance, actions are dependent on circumstances, environmental
factors and available data. Engineering approach and black-box are
typically used to get the desired output.
Definitions
Artificial Intelligence is a type of technology as well as field of computer
science for making a computer, a computer-controlled robot or a software
which thinks intelligently like human.
OR
Artificial Intelligence is like a human intelligence which works in machines
for creating different applications that understand, think, learn and behave
like human being.
OR
Artificial Intelligence is a technique that enables the computers to mimic
human intelligence. That machine performs on algorithms and data fed to it
and gives the desired output.
11.1.2 Characteristics of Artificial Intelligence
Following are the top 3 main characteristics of framework that majorly
contribute to Artificial Intelligence.
1. Feature Engineering
After collection of data, we need to process it first and then data are
identified through the feature extraction process. The accuracy of the
data set and features are always depending on the correctness of the
data. If data is correct then the model always gives the good
performance. Feature extraction is the process or technique to find the
key features of the data.
The feature extraction process includes: –
144
144
There are various algorithms used to select a subset of the features as Artificial Intelligence
& Expert Systems
per the importance in the model it is known as feature selection
algorithms. The subset is selected for zero correlation between these
features. By using Principal Component Analysis (PCA) the objective
can achieved.
146
146
Natural Language Processing is useful in text-mining systems, Artificial Intelligence
& Expert Systems
where processing of unstructured text documents processed
successfully i.e., recognized, understood, and interpreted for
acquisition of new knowledge.
3. Neural Network: It is also known as Neural Computing. It describes
the mathematical models set that simulate the functions of a human
brain.
There are many applications of Neural Networks in business like
1 Expert Systems
Examples − Flight-tracking
systems, Clinical systems.
2 Natural Language
Processing
Examples: Google Now
feature, speech recognition,
Automatic voice output.
147
Business Intelligence
3 Neural Networks
Examples − Pattern
recognition systems such as
face recognition, character
recognition, handwriting
recognition.
4 Robotics
Examples − Industrial
robots for moving, spraying,
painting, precision checking,
drilling, cleaning, coating,
carving, etc.
148
148
• Artificial intelligence can figure out the complete object even if some Artificial Intelligence
& Expert Systems
part of it missing or distorted, whereas the artificial intelligence
cannot do it correctly.
• High performance
• Understandable
• Reliable
• Highly responsive
150
150
Capabilities of Expert Systems Artificial Intelligence
& Expert Systems
The expert systems are capable of:
Advising
151
Business Intelligence
• User Interface: The front-end of a KBS where users interact with the
system.
152
152
11.4 KNOWLEDGE ENGINEERING Artificial Intelligence
& Expert Systems
• Applies rules repeatedly to the facts, which are obtained from earlier
rule application.
• Adds new knowledge into the knowledge base if required.
• Resolves rules conflict when multiple rules are applicable to a
particular case.
To recommend a solution, the Inference Engine uses the following
strategies −
• Forward Chaining
• Backward Chaining
Forward Chaining
It is a strategy of an expert system to answer the question, “What can happen
next?”
Here, the Inference Engine follows the chain of conditions and derivations
and finally deduces the outcome. It considers all the facts and rules and sorts
them before concluding to a solution.
This strategy is followed for working on conclusion, result, or effect. For
example, prediction of share market status as an effect of changes in interest
rates.
154
154
Artificial Intelligence
& Expert Systems
155
Business Intelligence 11.4.2 Components of Knowledge Base
What is Knowledge Base in an Expert System?
A type of Knowledge Base System called an expert system employs
artificial intelligence to simulate human decision-making, access data from
the underlying knowledge base, and retain knowledge. Early expert systems
were designed to direct users toward a single, well-defined answer and did
not accommodate numerous users. However, as the volume of stored data
increased, expert systems expanded to support more complex knowledge
types, to perform more complex problem-solving, and to support multiple
users. The knowledge base in today’s expert systems include data,
information, and past experience.
Expert systems concentrate on the specialized, targeted knowledge of one
or more domain experts and imitate their decision-making and procedures
rather than collecting expertise from throughout an organization. Contrarily,
general knowledge-based systems may cover a wider range of domains and
be more heuristic-based.
There are three main components of a knowledge Based System:
Knowledge Base: The actual knowledge stored as ontologies in the system.
Inference Engine: The backend component of a KBS that applies logic
rules (as assertions and conditions) to the knowledge base to derive answers
from it. You can think of the inference engine as the “brain” of the KBS.
User Interface: The user-facing component that people interact with to find
and extract knowledge stored in the system.
Regardless of the content stored, a Knowledge Base Systems should always
aim to represent knowledge explicitly (as tools, data, and ontologies) rather
than implicitly (computer code, vague human experience) - all for the
benefit of the end user. Ultimately, however, a Knowledge Based System is
still run by a computer.
11.4.3 Applications of Expert Systems
The application of an expert system can be found in almost all areas of
business or government. They include areas such as –
• The knowledge engineer uses sample cases to test the prototype for
any deficiencies in performance.
• End users test the prototypes of the ES.
Develop and Complete the ES
• Test and ensure the interaction of the ES with all elements of its
environment, including end users, databases, and other information
systems.
• Document the ES project well.
• Train the user to use ES.
Maintain the System
11.8 QUESTIONS:
11.9 REFERENCES:
159
Expert systems replicate human decision-making capabilities by using a knowledge base, which comprises factual and heuristic knowledge encoded with IF-THEN-ELSE rules, and an inference engine that processes these rules to derive conclusions . This setup allows the system to perform tasks such as advising, diagnosing, and predicting outcomes similar to a human expert . However, expert systems face limitations such as the complexity of acquiring and maintaining high-quality knowledge, high development and maintenance costs, and potential inadequacies if the knowledge base is incomplete . They also rely heavily on accurate initial coding and can struggle with knowledge domains requiring adaptive and heuristic decision-making .
Knowledge management (KM) is the process of creating, using, sharing, and managing the information and knowledge of an organization, beyond just the collection of data and information. While data refers to raw facts and figures and information is processed data, knowledge is contextual, relevant, and actionable . KM involves capturing organizational knowledge from multiple sources and distributing it efficiently for reuse, thus making sense of the information collected to facilitate problem-solving, learning, and strategic planning within the organization's framework . Unlike simple data collection, KM requires a cultural shift to overcome barriers such as individual achievement priorities which hinder knowledge sharing .
Technology plays a critical role in enhancing the knowledge management process by offering tools that facilitate the capturing, storing, retrieval, and sharing of knowledge within an organization. Knowledge Management Systems (KMS) incorporate technologies that allow for the automation of these processes, making access to information more convenient and efficient . By providing a technological foundation, KMS can support the program objectives by ensuring the strategic use of information to meet organizational goals . The success of KM initiatives often depends on selecting appropriate technologies that align with organizational needs and processes .
An expert system consists of three main components: the knowledge base, inference engine, and user interface . The knowledge base stores factual and heuristic knowledge needed for problem-solving in a specialized domain . The inference engine acts as the "brain," applying logical rules to the knowledge base to derive new information or conclusions . The user interface allows users to interact with the system, providing input and receiving advice or solutions . Together, these components enable an expert system to simulate decision-making processes, offering solutions and recommendations similar to a human expert in specific fields .
To ensure alignment of a knowledge management program with an organization's strategic objectives, several steps are essential: establishing clear program objectives that reflect long-term and short-term goals aligned with business drivers ; preparing for cultural shifts to encourage knowledge sharing ; defining a high-level KM process as a foundation for all subsequent procedures ; determining and prioritizing technological needs to suit predefined KM goals ; and instituting constant measurement of KM performance against the set objectives . This systematic approach ensures that the KM program not only supports but actively drives organizational strategy .
Organizations face several challenges in maximizing rewards from knowledge management systems, including cultural barriers to knowledge sharing, resistance to change, and the complexity of aligning technology with organizational processes . Overcoming these challenges involves a structured approach that includes defining clear objectives, preparing for cultural change by addressing and modifying norms, engaging KM champions, and establishing a robust methodology for KM processes . Prioritizing technological needs in alignment with organizational goals and continuous measurement and improvement of the KM program's outputs also help in overcoming these barriers .
Effective knowledge management facilitates organizational learning and transformation by promoting the continuous creation, sharing, and management of knowledge that fosters innovative thinking and adaptability . By facilitating the efficient transfer of individual and collective knowledge into databases that are accessible for decision-making, organizations enhance their ability to learn and apply new strategies . KM also empowers organizational transformation by leveraging strategic planning tools, dynamic problem-solving techniques, and the automation of knowledge processes, which support a culture of continuous improvement and adaptation in a changing business environment .
Cultural change is pivotal in implementing a knowledge management system because KM requires a shift from prioritizing individual achievements to fostering an environment that values sharing and creating knowledge . This cultural shift is essential in overcoming typical barriers like the "knowledge is power" mentality that discourage open dissemination of knowledge. Successful KM implementation demands changes in organizational norms and values, managed through champions who encourage knowledge-sharing behaviors . Without addressing cultural aspects, KM programs are likely to face resistance, reducing their effectiveness .
Knowledge management champions play a pivotal role in the successful implementation of knowledge management systems by promoting knowledge-sharing behaviors within their departments and providing feedback to the implementation team . They help to overcome cultural barriers that prioritize individual achievements over collective knowledge sharing, fostering an organizational culture that values collaboration and knowledge creation . Champions also act as role models and motivate others to engage with KM practices, which is crucial for overcoming resistance and ensuring the KM program's acceptance and success within the organization .
Measuring and improving the knowledge management program is crucial as it helps to gauge the effectiveness and profitability of KM investments . By establishing baseline metrics and using a balanced scorecard, organizations can track performance, quality, compliance, and value achieved through KM initiatives . This evaluation process highlights what is working well and identifies areas that need improvement, allowing timely adjustments to optimize the program's impact . Continuous measurement ensures that short-term wins are realized and the program retains momentum and stakeholder support, ultimately maximizing the benefits of KM .