CPECSC 580 Knowledge Management Dr Franz J Kurfess

CPE/CSC 580: Knowledge Management Dr. Franz J. Kurfess Computer Science Department Cal Poly © 2001 Franz J. Kurfess Knowledge Management Techniques 1

Course Overview u u Introduction Knowledge Processing u u u Classification, Categorization Ontologies, Taxonomies, Thesauri Knowledge Retrieval u u u Knowledge Exchange u u u Information Retrieval Knowledge Navigation Knowledge Presentation u u u Access Patterns, User Feedback Knowledge Management Techniques u u Knowledge Capture, Transfer, and Distribution Usage of Knowledge Organization u u Knowledge Acquisition, Representation and Manipulation u Topic Maps, Agents Knowledge Management Tools Knowledge Management in Organizations Knowledge Visualization © 2001 Franz J. Kurfess Knowledge Management Techniques 2

Overview Knowledge Management Techniques u u Motivation Objectives Evaluation Criteria Chapter Introduction u u Review of relevant concepts Overview new topics Terminology u u u u Subtopic 1. 1 Subtopic 1. 2 © 2001 Franz J. Kurfess u Subtopic 2. 1 Subtopic 2. 2 Topic 3 u Topic 1 u Topic 2 Subtopic 3. 1 Subtopic 3. 2 Important Concepts and Terms Chapter Summary Knowledge Management Techniques 3

Logistics u u Introductions Course Materials u u u u textbook handouts Web page Course. Info/Blackboard System and Alternatives Term Project Lab and Homework Assignments Exams Grading © 2001 Franz J. Kurfess Knowledge Management Techniques 4

Knowledge Repositories © 2001 Franz J. Kurfess [KPMG 1998] Knowledge Management Techniques 5

KM Infrastructure © 2001 Franz J. Kurfess Knowledge Management Techniques 6

KM Initiatives © 2001 Franz J. Kurfess Knowledge Management Techniques 7

Pre-Test © 2001 Franz J. Kurfess Knowledge Management Techniques 8

Motivation © 2001 Franz J. Kurfess Knowledge Management Techniques 9

Objectives © 2001 Franz J. Kurfess Knowledge Management Techniques 10

Corporate Memory (CM) u definition attempts u purpose u concepts u implementation © 2001 Franz J. Kurfess Knowledge Management Techniques 12

Definition Attempts Corporate Memory u explicit, disembodied, persistent representation of knowledge and information in an organization [Van Heijst, van der Spek and Kruizinga 1996] u may include knowledge on products, production processes, clients, marketing strategies, plans, strategic goals, etc. u the collective data and knowledge resources of a company [Nagendra Prasad and Plaza 1996] u may include project experiences, problem-solving expertise, design rationale, etc. © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 13

Purpose Corporate Memory u capitalization of knowledge u integration of resources and know-how u cooperation through effective communication and active documentation “the right knowledge to the right person at the right time and at the right level” © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 14

Links in the Knowledge Chain u list existing knowledge u determine required knowledge u develop new knowledge u allocate new and existing knowledge u apply knowledge u maintain knowledge u dispose of knowledge © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 15

Corporate Memory Management u detection of needs u construction of the corporate memory u diffusion of the corporate memory u use of the corporate memory u evaluation u maintenance and evolution © 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

Multidisciplinary Perspective on CM u technological (computer science, information technology) u concentrate on technical and implementation aspects u may neglect requirements and constraints of systems in practical use u organizational (CKO) u emphasize the role of CM in an organization u may overlook technological problems, or underestimate efforts needed for implementation © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 18

Corporate Memory Techniques © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 19

Corporate Memory Example © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 20

Motivations for Establishing a CM u avoid u knowledge loss departure, retirement, change of roles of employees u exploit u u cumulative technical know-how successful and failed projects u utilize u u past experience collective knowledge for strategic purposes detection of new opportunities reaction to changes u improve u knowledge exchange and communication establish venues for sharing information u improve learning u integrate knowledge from different areas u cross-disciplinary knowledge exchange © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 21

Knowledge in Organizations u explicit knowledge u specific know-how to design, build, sell and support products and services u tacit knowledge u individual and collective skills enabling the organization to act, adapt, and evolve u tangible knowledge components u data, procedures, plans, models, algorithms, documents of analysis and synthesis u intangible knowledge components u abilities, professional skills, private knowledge, organizational culture, history of the organization, contexts of decisions, etc. © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 22

Types of Corporate Memories u technical memory u know-how of the employees about technical aspects u organizational u knowledge u project memory about the internal structure of an organization memories u lessons u individual and experiences from past projects memories u status, know-how, activities, relationships of individual employees u internal vs. external memory u indicates © 2001 Franz J. Kurfess the source of relevant knowledge and information [Dieng et al. 1999] Knowledge Management Techniques 23

CM Needs u organization u not is also a knowledge production unit necessarily as primary purpose u depends on size, type, and organizational scheme of the organization u e. g. u needs distributed network of consultants of individual users vs. organizational needs u detecting the “right” needs can be difficult u target users, domains, tasks, situations, knowledge © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 24

Determination of CM Needs u stakeholder-centered u influenced by the members of the community of people affected by or invested in the system u requirements u early v 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 u CSCW, © 2001 Franz J. Kurfess KBMS, MIS, . . . [Dieng et al. 1999] Knowledge Management Techniques 25

CM Construction u sources u non-computational CM u document-based CM u knowledge-based CM u case-based CM u distributed CM u project-centered CM u combinations of several techniques © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 26

Sources u human sources u domain experts, experienced specialists, people with organizational memories u physical u printed documents, notes, design artifacts, products, tools, etc. u digital documents u reports, technical documentation, design artifacts, email, case libraries, dictionaries, sketches, etc. © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 27

Non-computational CM u establishment of paper-based knowledge repository u existing documents u generation of new documents synthesis of knowledge not explicit in reports, technical documentation, etc. v improve strategies and structural aspects of the organization v u systematic generation of knowledge in an organization u may be the predecessor to a digital CM © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 28

Document-based CM u comprises u may all existing documents in an organization be in paper-based or digital form u organizes the collection in a systematic way u indexing u interface v to manage documents preparation, storage, retrieval, processing, evaluation, distribution © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 29

Knowledge-based CM u based on the elicitation and explicit modeling of knowledge from experts u may use a formal knowledge representation framework u this is often quite expensive u serves as an assistant to human “knowledge workers” u different from traditional expert systems u their goal is the automation of a particular task © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 30

Case-based CM u utilizes case-based reasoning u past experiences are collected in a (semi-)formal representation mechanism u allows the comparison of “cases” u the assumption is that new problems can often be solved by looking up solutions to previous problems u helps with the concentration of expertise around specific cases u 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 u emphasis on collaboration and knowledge-sharing across traditional boundaries u geographically distributed persons/groups u structurally separated entities v common tasks, domains u essential u teams for virtual organizations or people collaborate on-line © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 32

Project-centered CM u captures the relevant knowledge accumulated while working on a project u discussions, u important arguments, decisions, compromises, etc. aspects u represent and reconcile perspectives of different stakeholders u changes of priorities in the project u communication of decision rationales u recovery of insights and solutions from past scenarios v “re-inventing the wheel” u example u issue-based © 2001 Franz J. Kurfess information system (IBIS) [Rittel 1972] [Dieng et al. 1999] Knowledge Management Techniques 33

Combinations of Several Techniques u informal and formal knowledge representation methods u combination of paper-based and digital documents u semi-automatic extraction of knowledge u collaborative construction of “community knowledge” u integration of existing components u libraries, data bases, case bases, document collections, multi-media collections, etc. © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 34

Diffusion and Use of CM u diffusion modes u knowledge attic archive that can be consulted when needed v collection and diffusion are passive v u knowledge v sponge active collection, passive diffusion u knowledge publisher relevant elements are distributed to users v passive collection, active distribution v u knowledge pump specific roles or methods for collection of relevant knowledge v active collection and active diffusion v © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 35

Diffusion via Intranet/Internet u frequently centered around Web servers u has some conceptual and technical limitations, but substantial benefits u confidentiality, © 2001 Franz J. Kurfess security, reliability, distraction, etc. [Dieng et al. 1999] Knowledge Management Techniques 36

Knowledge and Information Retrieval u traditional index-based techniques are integrated in most approaches to CM u enhancements through advanced techniques u ontologies u collaborative filtering u intelligent agents © 2001 Franz J. Kurfess Knowledge Management Techniques 37

Evaluation u financial perspective u improve the bottom-line of the organization u may be difficult to measure u organizational perspective u work environment u employee satisfaction u technical u transfer perspective of know-how some effects may not be direct consequences of the CM, but side-effects of its introduction or use © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 38

Maintenance and Evolution u should be based on the evaluation of the current situation u addition of new knowledge u removal or modification of obsolete knowledge u coherence problems u scalability u user acceptance should become a continuous activity © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 39

Examples of CM Methods u CYGMA u REX u MKSM u KAMM © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 40

CYGMA Cycle de Vie et Gestion des Métiers et des Applications, KADE-TEX u construction of a professional memory in manufacturing u relies on six categories of industrial knowledge u singular knowledge u terminological knowledge (dictionary) u structural knowledge (ontology, factual knowledge base) u behavioral knowledge u strategic knowledge u operational knowledge © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 41

REX u needs analysis and identification u construction of elementary pieces of experiences u construction of a computer-based representation u implementation through a software system © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 42

MKSM Method for Knowledge System Management u systemic-based decision support method u views knowledge assets as a complex system u models this complex system through different perspectives u syntactical, u different semantic, pragmatic components u information (data processing) u signification (task modelling) u context (activity modelling) © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 43

KAMM © 2001 Franz J. Kurfess [Knowledge Associates 2000] Knowledge Management Techniques 44

KAMM Architecture © 2001 Franz J. Kurfess [Knowledge Associates 2000] Knowledge Management Techniques 45

Knowledge Technology Framework identifies key KM activities and related knowledge[oriented techniques and tools u personalization u codification u discovery u creation/innovation u capture/monitor © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 46

Knowledge Technology (Key: P"Person, K 1"Knowledge 1 echnology, I 1"Information 1 echnology) © 2001 Franz J. Kurfess Knowledge Management Techniques 47

Personalization u sharing knowledge through person-to-person contacts u tools for more effective communication u email, message boards, chatrooms, personal ontologies © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 48

Codification u capturing existing knowledge and placing it in repositories u tools and techniques for knowledge representation u generic v models rules, frames, case-based reasoning, . . . u specialized v techniques task- or domain-specific © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 49

Discovery u searching and retrieving knowledge from repositories and data bases u tools and techniques from information retrieval, knowledge-based systems, natural language processing u search engines, ontologies © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 50

Creation/innovation u generation of new knowledge u tools and techniques from cognitive science, psychology u brainstorming u mainly support, creativity assistance a human endeavor © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 51

Capture/Monitor u capturing knowledge as people work on their normal task u tools and techniques from Human-Computer Interaction, AI u audit trails, case collections © 2001 Franz J. Kurfess [Milton et al. 1999] Knowledge Management Techniques 52

KM Framework © 2001 Franz J. Kurfess [Macintosh et al. 1999] Knowledge Management Techniques 53

KM Processes © 2001 Franz J. Kurfess [Macintosh et al. 1999] Knowledge Management Techniques 54

PROMOTE Architecture © 2001 Franz J. Kurfess [Karagiannis & Telesko, 2000] Knowledge Management Techniques 55

PROMOTE Framework © 2001 Franz J. Kurfess [Karagiannis & Telesko, 2000] Knowledge Management Techniques 56

© 2001 Franz J. Kurfess Knowledge Management Techniques 57

Organizational Memory Context © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 58

Context. Sensitive Knowledge Supply © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 59

Integration of Ontologies © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 60

Knowledge Task Support © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 61

Related Research Areas © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 62

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. 1998 b] Knowledge Management Techniques 63

Overview Development of Knowledge Management technology of the requirements and. Management approaches to support KM infrastructures Knowledge Group at DFKI for organizations; related research fields Kaiserslautern Know. More active knowledge supply finished Know-Net collaboration ongoing FRODO distribution, framework current MOTIVE 3 D access planned summary: we propose a rich, modular KM middleware as a solid basis for engineering intranet-based KM solutions © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 64

Knowledge is an Important Productivity Factor for Organizations u besides labor, capital, and land, knowledge has been recognized as an important productivity factor u 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. © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 65

Organizations Have Serious Problems in Managing Their Corporate Knowledge Accessibility Resources Documentation Distribution Knowledge Problems Awareness Discovery Acquisition Multiple Views Multiple Formats Availability Various fields of computer science tackle some of these knowledge problems. © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 66

Resarch Fields Related to KM u Groupware, Workflow, CSCW u collaboration of individuals and departments u Document management, retrieval, and filtering systems u most of the available abstract, strategic knowledge written down in text-based documents u often advertised as KM solutions u Artificial Intelligence formalforontologies Weustrive a new quality of knowledge systems by u data mining integrating all these areas. u case bases u J. expert © 2001 Franz Kurfess systems Knowledge Management Techniques 67 [Abecker et al. 1998 b]

Know. More—Knowledge Management for Learning Organizations u basic research project funded by German government u central idea: access to multiple heterogeneous knowledge sources u enabled through comprehensive knowledge Indescription Know. More, knowledge can be viewedontologies as information using several formal linked into the application context. (information, domain, enterprise ontology) © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 68

The Know. More System Architecture © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 69

Know-Net—Knowledge Management with Intranet Technologies u funded by the European Commission within the “IT for learning and training industry” program u integrate groupware functionalities with AI methods enabling the handling of knowledge objects u based on Knowledger™ suite (Lotus Notes™ application from Knowledge Associates) and In addition to a Know. More-like knowledge platform, intelligentaspects agentsplay (DFKI) collaborative an important role. u intranet- and agent-based knowledge platform: © 2001 Franz J. Kurfess Knowledge Management Techniques 70 [Abecker et al. 1998 b]

Know-Net: Collaborative Aspects u collaborative tools supporting communities of practice at the team level to facilitate the creation of shared memories and interpretative context u real-time group discussions/meetings u project-based u on-line bulletin boards and forums topical conferences with threading features and interactive expertise databases © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 71

The Know-Net Intranet- and Agent. Based System Architecture © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 72

FRODO—A Scalable OM Framework for Evolutionary Growth (future work)by German u basic research project funded government, successor project of Know. More u Know. More: global set of ontologies, centralized inference u FRODO: conjointly use knowledge from several independent knowledge sources u legacy databases u ontology mapping problem u independently introduced partial OMs based on u communicating and specific ontologies Wecooperating propose a rich, modular KM middleware as a solid services u external knowledge sources (with own ontologies) basis for engineering intranet-based KM solutions. © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 73

The FRODO KM Middleware Will Exploit Various Notions of Agents u digital reference and acquisition librarians u know their respective knowledge source and organization principles u know how to effectively access, search, maintain the knowledge u wrappers, mediators, ontologists, knowledge brokers u add intelligent interfaces to legacy systems u make sources accessible to higher-level inferences u document specialists © 2001 Franz J. Kurfess analysis and information extraction [Abecker et al. 1998 b] Knowledge Management Techniques 74

A Sample Instantiation of the FRODO OM Framework © 2001 Franz J. Kurfess [Abecker et al. 1998 b] Knowledge Management Techniques 75

Users’ Motivation for Accessing Online Learning & Training Resources u will be submitted to the (planned) EU 5 th framework u online front-end to electronic learning and training (L&T) systems u addresses users’ motivation; important driving factor is social interaction u MOTIVE proposes an environment that wraps L&T tools and content together with people’s interactions u virtual representation of the L&T environment: u workspace © 2001 Franz J. Kurfess with 3 D representation of the [Abecker et al. 1998 b] Knowledge Management Techniques 76

MOTIVE Adds Access to L&T OMs Through 3 D Knowledge Portal u the L&T contents is accompanied by a Know. More/FRODO-like knowledge meta-level based upon various ontologies u XML as upcoming standard will be used for this knowledge representation task ua 3 D knowledge portal wraps these ontologies In general, 3 D spaces can be used to replace legacy to provide a highly motivating access to the information retrieval, knowledge acquisition, and L&T resources workflow frontends of OM systems. u thus, the MOTIVE 3 D knowledge access can © 2001 Franz J. Kurfess Knowledge Management Techniques 77 al. 1998 b] be viewed as[Abecker an etadditional, but highly user-

Summary In our view, KM technology is a combination of: u distributed, heterogeneous knowledge sources u various formal ontologies (information, domain, enterprise) u knowledge meta-descriptions u informal-formal © 2001 Franz J. Kurfess transitions [Abecker et al. 1998 b] Knowledge Management Techniques 78

Reference [Kearns 00] © 2001 Franz J. Kurfess [Dieng et al. 1999] Knowledge Management Techniques 79

Reference [Sommerville 01] u [Sommerville 01] © 2001 Franz J. Kurfess [Sommerville 01] Knowledge Management Techniques 80

Post-Test © 2001 Franz J. Kurfess Knowledge Management Techniques 81

References u u u u [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. 1998 b] Andreas Abecker, Ansgar Bernardi, Knut Hinkelmann, Otto Kühn, 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 Rüdiger Telesko. The EU-Project PROMOTE: A Process-oriented Approach for. Knowledge Management. Proc. of the Third Int. Conf. on Practical Aspects of Knowledge Management (PAKM 2000) 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 für Künstliche Intelligenz (DFKI), 1999; www. dfki. uni-kl. de/~simtek/. © 2001 Franz J. Kurfess Knowledge Management Techniques 83

Important Concepts and Terms u u u u agent automated reasoning belief network cognitive science computer science hidden Markov model intelligence knowledge representation linguistics Lisp logic machine learning microworlds © 2001 Franz J. Kurfess u u u u natural language processing neural network predicate logic propositional logic rational agent rationality Turing test Knowledge Management Techniques 84

Summary Chapter-Topic © 2001 Franz J. Kurfess Knowledge Management Techniques 85

© 2001 Franz J. Kurfess Knowledge Management Techniques 86