MIS 6625 Database and Knowledge Management Systems Fall

MIS 6625 Database and Knowledge Management Systems Fall 2003 Prof. Alexander Korogodsky (973) 723 -8456 akorogod@fdu. edu

Introduction to the course n n n Who is who? Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases Framework for Case Reports

Course Philosophy n KM is not IT!!! – But IT is enabling KM n Success depends on strategic alignment – Need to know how to talk to management n Knowledge Management is a complex discipline – Marriage of strategy, organization (people, behaviors and culture), process, technology n “Book smart” vs. “experience” – MBM, exams and cases

The Strategic Alignment Model BUSINESS Business Strategy IT IT Strategy Technolog y Scope Business Scope Distinctive competencie s Business Governance Systemic competencie s IT Governance Strategic Fit Administrativ e Structure Processes IT Architecture Skills Organizational Infrastructure Processes Skills IT Infrastructure Functional Integration

Incremental vs Radical Innovation Product, Service & Technology Change; Immersion Knowledge Economy internal/external Dynamic Stability Leadership Skills; Build Hierarchy of Imagination Value Demonstration KNOWLEDGE MANAGEMENT IT can: - Enable - Drive - Inhibit Multiple careers. Rightsizing, Skills Shortage Revenue vs Earnings Growth Global Community and Economy Leverage Core CSFs Integrated CRM & SCM Dis-intermediation / Re-intermediation New Organization Structures Wireless PDAs

Course Schedule

Grading n n n 20% - Team Cases - presentations 30% - Individual Cases – write-ups 40% - Final Assignment – Case – Presentation n 10% - Participation

Final Assignment n n n n Paper should be at least 20 typed pages (6 k Words) not including cover, diagrams, bibliography Communicate and document your ideas to me early Use your organization as a case, or research in knowledge management (on an approved topic) Use current references At least 10 different reputable sources, referenced in text to support your research is key Sample references & format in notes For organization case: – – n For research paper: – – – n Do not present “boiler plate”; include your insights Relate/compare to concepts presented in class End with a section describing the major lessons learned Presentation should be 15 minutes – – – n Follow outline used for class cases References should include interviews Focus on recommendations & next steps End with a section describing the major lessons learned and what steps you can take to present your ideas more confidently Emphasize your major findings What were the lessons that you learned - do not spend time on background information Teach your material Focus on KM in the context of organization

Structure for Case Reports / Team Presentations n n n Abstract Company background What is/are the problems/opportunities, reference “AS-IS” – SWOT analysis – Consider the key stakeholders – Relate to major problems/opportunities • • n What would they like the state of affairs to be? What are the appropriate roles/responsibilities? What could/should competitors do? What are your major objectives “TO-BE” assessment – Use matrix – Focus on changes from as-is – Use to summarize major problems & opportunities n n What are the alternatives (options, choices)? What could/should the organization do? What are your specific recommendations? Why? What are the consequences, risks, tradeoffs, uncertainties? What are the expected results & benefits? What are the specific next steps to carry out your recommendations? Focus on KM in the context of organization, and technology enablement * Suggestion: Place Figures in Appendix. Summarize & refer to them in the text.

Team Case Presentation n n n Select a case from the case book (except 3 designated by the professor) Follow the case structure; divide presentation equally among the team Presentation is 30 minutes + 10 minutes for Q&A Spend minimum time on history and as-is A written case report is not required End with what were the lessons that you learned Cases not selected for team presentations are available for extra credit

Introduction to the course n n n Who is who? Course Description n Course Philosophy n Course Schedule n Grading Policy n Your Deliverables n Final Assignment n Team Cases n Individual Cases Framework for Case Reports

Framework Description n n n AS-IS n Business n Technology TO-BE n Business n Technology SWOT Stakeholders Alternatives Recommendations Next Steps

Business AS-IS BUSINESS STRATEGY § BUSINESS SCOPE o PRODUCTS/SERVICES: o CUSTOMERS/CLIENTS: o COMPETITORS: § DISTINCTIVE COMPETENCIES: BUSINESS GOVERNANCE § INTERNAL DECISIONS: § GOVERNMENT REGULATION: § STRATEGIC PARTNERS: BUSINESS INFRASTRUCTURE § ORGANIZATION STRUCTURE: § KEY PROCESSES: § H/R:

Information Technology AS-IS IT STRATEGY § TECHNOLOGY SCOPE o KEY APPLICATIONS o KEY TECHNOLOGIES § SYSTEMIC COMPETENCIES § IT GOVERNANCE IT INFRASTRUCTURE § ARCHITECTURE § KEY PROCESSES § HR

Business TO-BE BUSINESS STRATEGY § BUSINESS SCOPE o PRODUCTS/SERVICES: o CUSTOMERS/CLIENTS: o COMPETITORS: § DISTINCTIVE COMPETENCIES: § BUSINESS GOVERNANCE § INTERNAL DECISIONS: § GOVERNMENT REGULATION: § STRATEGIC PARTNERS: BUSINESS INFRASTRUCTURE § ORGANIZATION STRUCTURE: § KEY PROCESSES: § H/R:

Information Technology TO-BE IT STRATEGY § TECHNOLOGY SCOPE o KEY APPLICATIONS: o KEY TECHNOLOGIES: § SYSTEMIC COMPETENCIES: § IT GOVERNANCE IT INFRASTRUCTURE § ARCHITECTURE: § KEY PROCESSES: § H/R:

STRENGTHS WEAKNESSES OPPORTUNITIES THREATS

(Be specific)

STAKEHOLDERS All the world’s a stage, And all the men and women merely players; They have their exits and their entrances, And one man in his time plays many part. - William Shakespeare, As You Like It, Act 2, Scene 7

Stakeholders 1. Competitors / potential entrants 2. Customers / Clients 3. Employees 4. End User Partners 5. IT 6. Partners 7. Senior Managers 8. Shareholders

Key Stakeholders (with regards to major problems & opportunities)

The CEO decided that it ought to be done… The head of marketing agreed that it ought to be done…He didn’t agree to do it, but he agreed it ought to be done. It was communicated to the rank and file, so they were all expecting it to happen, at least on some level. And nothing’s happened… WHAT SHOULD…. MUST THEIR ROLE BE ?

Recommendations

Next Steps

Questions?