Pertemuan 11

Data Mining and Knowledge Management

Data and Information
Data and Information
• Condensed: Data is summarized in more concise form and
unnecessary depth is eliminated.
• Contextualized: We know why the data was collected.
• Calculated: Analyzed data, similar to condensation of data.
• Categorized: The unit of analysis is known
• Corrected: Errors have been removed, missing "data holes" have been
accounted for.
Definisi Knowledge
• Gabungan dari banyak pengalaman, nilai, informasi
kontekstual, pandangan ahli dan intuisi yang menyediakan
sebuah lingkungan dan framework untuk mengevaluasi
pengalaman dan informasi baru.
• Knowledge is simply actionable information.
Taksonomi Knowledge
• Tacit Knowledge : “I don’t know what I want but I’ll know when I see
it”
• Explicit Knowledge : “I like meat, I don’t like fish”
Definisi Knowledge Management
• proses menerapkan pendekatan sistematis dalam menangkap,
mengstruktur (mengelompokkan), mengelola, dan menyebarkan
pengetahuan didalam organisasi agar mempermudah dalam setiap
penyelesaian pekerjaan individu atau kelompok.
Mengapa Knowledge Management?
• mengorganisir setiap pengetahuan yang dimiliki individu yang ada
didalam organisasi agar mempermudah organisasi dalam mencarinya
kembali saat dibutuhkan.
Tujuan Knowledge Management
• Memfasilitasi jika adanya transisi, retire, dan atau resign dari anggota
• Memperkecil adanya kemungkinan data yang hilang
• Mengidentifikasi area kritis dan sumber pengetahuan sehingga
perusahaan tahu apa yang mereka tahu
• Membangun alat dan metode agar dapat menangkap dan menyimpan
pengetahuan
Roadmap
• Knowledge management is a complex activity
• It needs a perfect plan
• 10-step knowledge management roadmap will guide you through the
entire process of creating a business-driven knowledge management
strategy, designing, developing, and implementing a knowledge
management system and effecting the soft changes that are required
to make them work
10 Steps of the Road Map
Phase 1. Infrastructure evaluation
1. Analyze the existing infrastructure
2. Align KM and business strategy
Phase 2. KM system analysis, design, and development
3. Design the KM infrastructure
4. Audit existing knowledge assets and systems
5. Design the KM TEAM
6. Create the KM blueprint
7. Develop the KM system
Phase 3. System deployment
8. Deploy, using the results-driven incremental methodology
9. Manage change, culture and reward structures
Phase 4. Evaluation
10. Evaluate performance, measure ROI, and incrementally refine the KMS
Step 1: Analysis of Existing Infrastructure
1. Understanding the role of your company’s existing networks,
intranet, and extranets in KM. Analyze, leverage, and build
upon data mining, data warehousing, project management,
and DSS tools that might already be in place.
2. Understanding the KM technology framework and its
components.
3. Considering the option of using knowledge servers for
enterprise integration, and performing a preliminary analysis
of business needs that match up with relevant knowledge
server choices.
Step 1: Analysis of Existing Infrastructure

4. Integrating existing intranets, extranets, and Group Ware

into your KM system.
5. Understanding the limitations of implemented tools and
identifying existing gaps in your company’s existing
technology infrastructure.
6. Taking concrete steps to leverage and build upon existing
infrastructure investments.
 Step 2: Aligning KM and Business Strategy
Knowledge drives strategy, and strategy drives KM

1. Shift your company from strategic programming to strategic

planning.
2. Move your systems design practices and business decisions
away from the seemingly rigorous, fallacious notion of
making predictions using extrapolations from past data. You
must shift this critical decision-making dependency on
knowledge that is both within and outside your company.
Step 2: Aligning KM and Business Strategy
3. Perform a KB SWOT analysis and create knowledge maps for
your own company, your main competitors, and your
industry as a whole.
4. Analyze knowledge gaps and identify how KM can fill those
gaps. Do a cost-benefit analysis to prioritize filling such gaps.
5. Determine whether a codification or personalization focus is
better suited for your company.
Step 2: Aligning KM and Business Strategy
6. Balance exploitation, exploration, and just-in-time (JIT) and
just-in-case (JIC) delivery supported by your KM system.
7. Before you can design your KM system, determine the right
diagnostic questions to ask.
8. Translate your strategy-KM link to KM system design
characteristics. You must articulate a clear strategy-KM link
and incorporate the 24 critical success factors in KM design
that we have learned from some exemplary KM projects
worldwide.
Step 2: Aligning KM and Business Strategy

9. Mobilize initiatives to help you “sell” your KM project

internally.
10. Diagnose and validate your strategy-KM link, and use it to
drive the rest of the design process.
Step 3: KM Architecture & Design
1. Comprehend various components of the knowledge
infostructure.
2. Identify internal and external knowledge source feeds that
must be integrated.
3. Choose IT components to find, create, assemble, and apply
knowledge.
4. Identify elements of the interface layer: clients, server,
gateways, and the platform.
5. Decide on the collaborative platform: Web or Notes?
Step 3: KM Architecture & Design
6. Identify and understand components of the collaborative
intelligence layer: AI, data warehouses, genetic algorithms,
neural networks, expert reasoning systems, rule bases, and
case-based reasoning.
7. Optimize knowledge object molecularity with your own
company in mind.
8. Balance cost against value-added for each enabling
component.
9. Balance push- and pull-based mechanisms for knowledge
delivery.
Step 3: KM Architecture & Design
10. Identify the right mix of components for searching, indexing,
and retrieval.
11. Create knowledge tags and attributes: domain, form, type,
product/service, time, and location tags.
12. Create profiling mechanisms for knowledge delivery
13. Retrofit IT on SECI KM model to validate your choices.
Nonaka’s SECI Model
• Socialization: tacit  tacit
• Face-to-face communications
• Video conferencing tools
• Web cams
• Virtual reality tools
• Externalization: tacit  explicit
• Process capture tools
• Traceability
• Reflective peer-to-peer networks
• Expert systems
• Discussion platforms
Nonaka’s SECI Model
• Combination: explicit  explicit
• Systemic knowledge tools
• Collaborative computing tools
• Intranets, groupware
• Discussion lists
• Web forums
• Best practice databases
• Internalization: explicit  tacit
• Collective knowledge networks
• Notes databases / Organization memory
• Pattern recognition
• Neural networks
Step 4: Knowledge Audit & Analysis
1. Use Bohn’s Stages of Knowledge Growth framework to
measure process knowledge.
2. Identify, evaluate, and rate critical process knowledge on an
8-point scale.
3. Select an audit method out of several possible options.
4. Assemble a preliminary knowledge audit team.
5. Audit and analyze your company’s existing knowledge.
6. Identify your company’s K-spot.
7. Choose a strategic position for your KMS that is in line with
the strategic gaps identified in step 2.
Step 5: Designing the KM Team
1. Identify key stakeholders: IT, management, and end users;
manage their expectations.
2. Identify sources of requisite expertise.
3. Identify critical points of failure in terms or unmet
requirements, control, management buy-in, and end user
buy-in.
4. Balance the KM team’s constitution—organizationally,
strategically, and technologically.
5. Balance technical & managerial expertise that forms a part
of this team.
6. Resolve team-sizing issues.
Step 6: Creating the KMS Blueprint
1. Customize the details of the seven layers of the KM
architecture to your own company.
2. Understand and select the components required by your
company: integrative repositories, content centers,
knowledge aggregation and mining tools, the collaborative
platform, knowledge directories, the user interface options,
push delivery mechanisms, and integrative elements.
3. Design the system for high levels of interoperability with
existing IT investments; optimize for performance and
scalability.
4. Understand and execute repository life-cycle management.
Step 6: Creating the KMS Blueprint
5. Understand & incorporate the seven key user interface (UI)
considerations.
6. Position and scope the KMS to a feasible level where
benefits exceed costs.
7. Make the build-or-buy decision and understand the
tradeoffs.
8. Future proof the KMS so that it does not “run out of gas”
when the next wave of fancy technology hits the market.
Seven Key User Interface Considerations

1. Functionality: quickly, effectively and without frustration

2. Consistency: consistent interface
3. Visual clarity: all information in one screen
4. Navigation & Control: site map
5. Relevancy: display relevant information
6. Feedback: alerts can be very useful
Step 7: Developing the KMS
1. Develop the interface layer. Create platform independence,
leverage the intranet, enable universal authorship, and
optimize video and audio streaming.
2. Develop the access & authentication layer. Secure data,
control access, and distribute control.
3. Develop the collaborative filtering and intelligence layer,
using intelligent agents and collaborative filtering systems.
We look at options to buy intelligent agents versus easy &
free tools that can be used to build your own.
4. Develop and integrate the application layer with the
intelligence layer and the transport layer.
Step 7: Developing the KMS

5. Leverage the extant transport layer to take advantage of

existing networks that are already in place in your company.
6. Develop the middleware & legacy integration layer to
connect the KMS both to true legacy data and “recent,”
inconsistent legacy data repositories and databases left
behind by custom systems that your company needs to
retire for reasons of cost or lack of functionality.
7. Integrate & enhance the repository layer.
Step 8: Pilot Testing and Deployment Using the RDI
Methodology
1. Understand the need for a pilot KMS deployment, and
evaluate the need to run one; if it is needed, select the right,
nontrivial, and representative pilot project.
2. Identify and isolate failure points in pilot projects.
3. Understand the KMS life cycle and its implications for KMS
deployment.
4. Eliminate the “big-bang” information packaging
methodology, the waterfall methodology, and SDLC
orientation.
Step 8: Pilot Testing and Deployment Using the RDI
Methodology
5. Understand the scope of KMS deployment.
6. Use the RDI methodology to deploy the system, using
cumulative results-driven business releases.
7. Decide when to use prototypes, and when not to use them.
8. Convert factors to processes.
9. Create cumulative results-driven business releases by
selecting releases with the highest payoffs first.
10. Identify & avoid the traps in the RDI methodology.
RDI Methodology
RDI = Results Driven Incremental

1. Objective-driven decision support

2. Incremental but independent results
3. Software and organizational measures clearly laid out at
each stage
4. Intensive implementation schedules
5. Results-driven follow-ups
Step 9: The CKO, Reward Structures, Technology, and
Change Management

1. Understand the role of a CKO and decide whether your

company–big or small—needs to formally have a CKO at all.
This decision further requires an understanding of how a
CKO relates to the CIO, CFO, and CEO. If you decide not to
appoint a CKO, who else can best play that evangelist’s role?
2. Organize the four broad categories of the CKO’s or
knowledge manager’s responsibilities. To do so, you must
understand the CKO’s technological and organizational
functions.
Step 9: The CKO, Reward Structures, Technology, and
Change Management

3. Enable process triggers for KMS success.

4. Plan for KM success using the knowledge evangelist as an
agent for selling foresight. Selling foresight is as hard as
selling oxygen, but not as hard as selling the Brooklyn
Bridge: It is difficult, but it can be done.
5. Manage and implement cultural and process changes to
make your KMS as well as your KM strategy succeed.
Step 10: Metrics for Knowledge Work
1. Understand how to measure the business impact of KM,
using a set of lean metrics.
2. Calculate ROI for KM investments.
3. Decide when to use benchmarking as a comparative
knowledge metric.
4. Evaluate KM ROI using BSC method.
5. Use quality function deployment (QFD) for creating strategic
knowledge metrics.
6. Identify and stay clear of the seven common measurement
pitfalls, and identify what not to measure.
7. Review & select software tools for tracking complex metrics,
QFDs, and BSCs.