Knowledge Management architecture NASA.pdf
- 1. Creating An Architecture to Creating An Architecture to Deploy Knowledge Deploy Knowledge Management at Your Management at Your Organization Organization Jeanne Holm Jeanne Holm Jet Propulsion Laboratory Jet Propulsion Laboratory California Institute of Technology California Institute of Technology NASA NASA KM Asia 2002 KM Asia 2002 July 18, 2002 July 18, 2002
- 2. July 18, 2002 Knowledge Architectures 2 Drafting the Architecture Scoping the job – What are the drivers for knowledge management? Creating the blueprints – What constitutes a knowledge architecture? Finding the builders – How do you start a knowledge management community? Laying the foundation – How do you begin implementing the initiatives? Moving in – How do you sustain the environment?
- 3. July 18, 2002 Knowledge Architectures 3 Where are You in the Journey? Have you started discussions on knowledge management in your organization? Have you developed a plan for KM? Do you have KM pilots underway? Have you been deploying KM solutions?
- 4. Scoping the Job: Theory, Scoping the Job: Theory, Drivers, and Culture Drivers, and Culture
- 5. July 18, 2002 Knowledge Architectures 5 What is Driving KM? The implementation of knowledge management processes, systems, and applications has been shown to – Improve efficiency • Speed up core processes and information retrieval • Free up workers’ time for content production – Avoid knowledge loss • Compensate for dilution or loss of experts • Avoid costs and consequences of relearning lessons – Stimulate knowledge growth and creation • Improve collaborative environments to promote research and cross- discipline sharing • Recognize and reward knowledge reuse Current drivers include – Increasing percentage of workforce is eligible for retirement – People spend ~30% of their time looking for information – Of the Fortune 500, 2/3 have KM initiatives
- 6. July 18, 2002 Knowledge Architectures 6 Generating Knowledge is Dynamic • Lessons learned • Interconnections between objects and people • Documents • Drawings • Raw data • Test results Data Information Knowledge
- 7. July 18, 2002 Knowledge Architectures 7 The Essence of Transferring Knowledge There are two types of knowledge we deal with in an organization – Tacit: Embedded in the minds of people and difficult to write down or communicate (a musician’s style, the steps a researcher follows to decide what to study) – Explicit: Captured in a persistent way (video, documents) Knowledge transfer occurs in one of two modes, through – Making tacit knowledge explicit to another person synchronously synchronously • Imitation (apprenticeship, mentoring) • Identification (familiarity) • Learning by doing (experience) – Making tacit knowledge explicit to another person asynchronously asynchronously • Capture tacit knowledge explicitly (books, programs, or procedures) • Share that explicit knowledge through discussions or tools • Sustain access to that knowledge across generations and projects
- 8. July 18, 2002 Knowledge Architectures 8 Types of Tacit Knowledge Exists in individuals and groups, and is created through repeated experiences (or routines) and experiments (content + context) Tacit knowledge, internalized by a user, is almost impossible to put into a document or a database—we cannot codify it – Incorporates accrued, embedded learning – May not be separable from individual’s actions • A musician’s style • Steps a researcher follows to decide what to study Has been historically eased by turning it into explicit knowledge through language, printing, and collective understanding
- 9. July 18, 2002 Knowledge Architectures 9 Polanyi’s Theories of Knowledge Polanyi (1948) started the philosophical discussion of personal knowledge Polanyi’s three theses – True discovery cannot be accounted for by rules or algorithms – Knowledge is both public and to a great extent personal (and contains emotions) – Knowledge that underlies explicit knowledge is either tacit or rooted in tacit knowledge
- 10. July 18, 2002 Knowledge Architectures 10 Polanyi’s Hierarchy of Knowing Skill – The ability to act according to rules (typing) Know How – Skill + ability to act in social contexts (problem solving) Expertise – Know How + ability to influence the rules of the domain of knowledge (innovative solutions and new creations—doing what you must)
- 11. July 18, 2002 Knowledge Architectures 11 Other Theorists on Knowledge Sveiby looked at the implications and Polanyi and noted that knowledge is an activity that would be better described as a process of knowing (to know is to do) – Acquiring knowledge is action-oriented – A medical diagnostician’s skill is as much an art of doing as of knowing Barnard notes knowledge is skills + mental processes and attempts to combine logical (explicit) and non-logical (tacit) Simon develops “information processing theory”, stresses keeping information within company and dismisses tacit knowledge Weick’s “sensemaking” theory emphasizes that knowledge is created by individuals sharing and debating ideas and experiences
- 12. July 18, 2002 Knowledge Architectures 12 Benchmarking In 1998, the Jet Propulsion Laboratory (JPL) KM team reviewed 43 published case studies and visited 6 organizations to understand what others were doing in KM – Standard set of questions, which generally devolved into long conversations – Analyzed for critical success factors or reasons why implementations failed or stumbled – Has held up over the test of time in ongoing benchmarking These organizations succeeded at KM when they were – Recognizing and rewarding people for sharing knowledge – Encouraging and supporting communities of practice – Balancing their long-term corporate needs (capturing knowledge) with short-term local needs (completing a task quickly) Culture Culture was the most important factor: recognize, reward, and acknowledge the importance of knowledge sharing throughout the organization
- 13. July 18, 2002 Knowledge Architectures 13 Supporting Services Knowledge Management Culture IT Infrastructure Knowledge Architecture Access Methods, Access Methods, Building Blocks, Building Blocks, Standards, Standards, Service Bases Service Bases Training, Training, Services, Services, Strategic Tools Strategic Tools Knowledge Resources, Knowledge Resources, Repositories, Content, Repositories, Content, Context, Directories, Context, Directories, Interoperability Interoperability Ownership, Ownership, Sharing and Reuse, Sharing and Reuse, Incentives and Rewards Incentives and Rewards KM Critical Success Factors
- 14. July 18, 2002 Knowledge Architectures 14 Recognizing the Importance of Culture The most critical factor in the success of a KM implementation is cultural acceptance – Recognizing issues of data ownership • Individual vs. organization • Individual vs. team – Acknowledging the appropriateness and acceptance of knowledge sharing and reuse • Knowledge reuse is not always perceived by the individual to be “good” (innovation or creation is “better”) – Rewarding individuals and teams for promoting KM when they • Capture team discussions and decisions • Create a supportive environment for mentoring • Document and share lessons learned • Make tacit knowledge explicit
- 15. July 18, 2002 Knowledge Architectures 15 Cultural Differences in Sharing Nonaka and Takeuchi (1995) studied knowledge- creating companies American Information is to be guarded and legally protected Ignore outside sources of knowledge Value explicit knowledge Japanese Information is a resource that can be bought both internally or externally Value tacit knowledge
- 16. July 18, 2002 Knowledge Architectures 16 Mentoring Study at JPL In an effort to understand cultural issues at JPL, we investigated how mentoring was occurring We asked… – Can shared interests be transmitted between mentor and protégé? – What characteristics of the mentor affect the protégé’s perspective of the mentoring relationship? – What encourages a protégé to model the mentor’s behavior? Respondents were from across the organization—55% from administrative and management, 45% from technical areas
- 17. July 18, 2002 Knowledge Architectures 17 Importance of Mentoring (continued) Benefits to the protégé – Stimulating environment to develop intellectually and creatively – Advancement of career – Development of a personal ethic and increase in confidence – Protégés hold a greater influence on their organizations and are more apt to control resources than workers without a mentor Benefits to the mentor – Assistance in completion of work – Work and personal stimulation – Personal satisfaction – Continued life of their ideas Benefits to the organization – Mentoring leads both parties to greater levels of job satisfaction – Increase in organizational loyalty
- 18. July 18, 2002 Knowledge Architectures 18 Significant Findings on Mentoring Mentor’s primary method of conveying message is oral and/or written communication vs. modeling – Protégées reported that when their mentor used modeling, as opposed to oral/written communication, they were more apt to attribute their interests to them Protégés are most likely to attribute their interests to the influence of their mentor when they felt – They shared their work-related interests or were working on specific projects with their mentor – The mentor supported their personal growth Protégés report that one of the most important things their mentor did was related to socialization within JPL 60% were mentoring for personal satisfaction, a total of 97% for primarily intrinsic rewards
- 19. July 18, 2002 Knowledge Architectures 19 How We Changed In an environment where most people mentor for personal satisfaction and work stimulation, monetary rewards are only part of the answer – Recognition of individuals – Recognition of the importance of the community Formalizing or documenting mentoring relationships allows us to recognize good teams of mentors and protégés and to start understanding the paths through which knowledge is shared Recognition of the different ways mentors communicate and protégés learn was incorporated into mentoring orientation or training to help both to communicate more effectively The use of stories was significant and stories told by a mentor were passed on to the protégé’s protégés (next-generation storytelling)
- 20. July 18, 2002 Knowledge Architectures 20 Cultural Reflections What are some of the barriers to people easily sharing knowledge? – Culture: Trust, competitiveness, and ownership? – Infrastructure: Information technology, standards, or policies? – Services: Training, access, and tools and techniques? What are some of the broader cultural issues that would have to be dealt with in your organization? – Personal, professional, or societal? What are some of the barriers to forming a knowledge management team or community? – Management support? – Funding people’s time or building the infrastructure?
- 21. Creating Architectural Creating Architectural Approaches to Knowledge Approaches to Knowledge Management Management
- 22. July 18, 2002 Knowledge Architectures 22 Guiding Principles When selecting a KM solution to implement, it needs to be tied to the core issues and business drivers for that company or field KM solutions are not “one-size-fits-all” and need to be tailored for each organization Beware of easy solutions – Implementing a single software system does not give an organization “knowledge management” • It may provide good information management within a single function such as accounting – Starting KM in a single department can be a good start, but is not a final state • Knowledge exists everywhere and must touch many departments and processes
- 23. July 18, 2002 Knowledge Architectures 23 Est. 1998 Est. 1998 Est. 1998 Est. 1998 KM Architectural Cornerstones Realize success requires cultural acceptance Provide access to knowledge Ensure knowledge is secure and validated Standardize only what’s necessary Build complete service base and capabilities that are operational and can support mission-critical data – Interoperability – Migration tools – Application support and refreshment – Training
- 24. July 18, 2002 Knowledge Architectures 24 Creating a Knowledge Architecture There are three ways to look at architecting a KM program – – Process Process: Oriented on the way in which people do their day-to- day work in the organization (the how and why) – – Services Services: Focused on who will help people share their knowledge and who will maintain tools and processes (the who) – – Systems Systems: Are the IT infrastructure and tools necessary to deliver the processes and services efficiently and effectively to the end users (the what and where) Services Processes Systems
- 25. Conceptual Frameworks and Theory Industry and Academic Best Practices Internal Practices Team and Managerial Inputs Process Architecture Process Architecture System Architecture System Architecture Data Architecture Data Architecture People Issues People Issues Design Scenarios Scenarios Constraints Constraints KM Needs of Core Business Processes KM Needs of Core Business Processes Requirements Requirements Evaluate Architectures Evaluate Architectures Customer Validation Customer Validation Develop Implementation Plan Develop Implementation Plan Success Factors and Risk Success Factors and Risk Customer Validation Customer Validation Concept Dev. Produce Architectures Produce Architectures KM Study Approach Followed at JPL
- 26. July 18, 2002 Knowledge Architectures 26 Step 1. Creating KM Processes Adapted From Ernst and Young Use Use Knowledge Knowledge Develop Develop Capture Capture Organize Organize Distribute Distribute Resource Resource Manage Knowledge Create Create Knowledge Knowledge
- 27. Integrated Process View Enabler Capture Knowledge Organize Knowledge Distribute Knowledge Develop Knowledge Manage the Resource Define the Resource Create the Resource Provide Resource-Based Customer Services Steward Use Knowledge Create Knowledge Creator Acquire Acquire Acquire Store Store Store Deploy Deploy Deploy Add Value Add Add Value Value Resource Manage Knowledge
- 28. July 18, 2002 Knowledge Architectures 28 People Make the Process Work A steward (someone tied to the business process) – Defines the resource • Purpose, audience, content, context, policies, operations, metrics, and access method – Manages the resource (can be jointly done with KM) • Measures performance • Identifies needs and opportunities • Applies and enforces policies • Oversees daily operations A knowledge management project then is an enabler to creating the environment in which the processes can occur
- 29. July 18, 2002 Knowledge Architectures 29 Capture Knowledge Helping people articulate knowledge that which can be easily shared and reused Supporting people in moving tacit knowledge to explicit knowledge
- 30. July 18, 2002 Knowledge Architectures 30 Organize Knowledge Organize information so that people can easily share it, find it, and use it once it’s found Structure information in standardized ways for use by others
- 31. July 18, 2002 Knowledge Architectures 31 Develop Knowledge Refining knowledge so that it can be easily reused by others (such as others on your team, future teams, or in your discipline) Selecting which knowledge will be most useful based on the question asked or the need defined
- 32. July 18, 2002 Knowledge Architectures 32 Distribute Knowledge Helping people get access to knowledge Encouraging people to use and reuse knowledge Training people in how to use the knowledge management tools
- 33. July 18, 2002 Knowledge Architectures 33 Step 2. Establishing KM Services The way in which people in an organization interact with knowledge management activities is through a service service – A set of methods and tools that are supported by a team and used by people throughout the organization (such as accounting) Services integrate processes, people, and systems into a cohesive support structure for how people actually do their work The “build it and they will come” mentality doesn’t work in the deployment of content-rich, enterprise-wide systems – Users need to be an active part in order to keep content refreshed, accurate, and relevant
- 34. July 18, 2002 Knowledge Architectures 34 Design Design Initialize Initialize Operate Operate Iterate Iterate Services Provide Support to People Products packaged for cost-efficient reuse of processes, software, and information within the system – Balance project and institutional needs – Create building blocks People trained to – Help customers select most appropriate product – Set up and start knowledge resource – Provide “buy-by-the-yard” operations for current and legacy knowledge – Provide user support and help Training in working through KM principles and practices
- 35. July 18, 2002 Knowledge Architectures 35 Writing a Document Today… Forgot to address x, y and z Does it comply with the regulations? Time for a change What’s the latest version? What’s in this document? Talk to coworkers E-mail Search for similar documents Invent your own format Create draft Solicit ideas Distribute to reviewers Receive comments GOTCHA! GOTCHA! GOTCHA! GOTCHA! Release document Distribute Not approved for external release Rewrite
- 36. July 18, 2002 Knowledge Architectures 36 Writing a Document in a KM-Enabled World… What’s in this document? Template with all required areas Good examples Subject matter experts Collaboration tools Policies Routing and distribution Regulatory compliance Review and release
- 37. July 18, 2002 Knowledge Architectures 37 A Sample Service: Document Management Document management is about much more than a shared, accessible repository enabled by workflow: – Authoring environment (templates that include content guidelines and samples of good material) – Information lifecycle (how do objects move from stage to stage and how are they reused?) – People providing a service base (where and who do you go to for support today, tomorrow, and in two years?) – A one-stop shop for all information publishing needs
- 38. July 18, 2002 Knowledge Architectures 38 Typical KM Services Knowledge Capture (Capture) – Improve the quality, methods, and rate of capturing the knowledge created at and for the organization – Understand and benchmark with industry and academia to find best practices in encouraging and rewarding people to create and share knowledge Collaborative Environments (Develop) – Improve collaboration and knowledge sharing with partners • Tools for virtual spaces and synchronous collaboration • Training for virtual team leaders • Support for virtual team members Experts’ Directories (Develop) – Help people locate internal or outside experts • Online directory of willing experts and expertise with fields of expertise, sample documents, and contact information
- 39. July 18, 2002 Knowledge Architectures 39 Typical KM Services (continued) Interoperable Libraries (Organize) – Cover authoring through archiving – Reduce cost and schedule to complete required documentation • Templates and “trees” for documentation • Create an organizational “memory” of accessible documentation – Create enterprise-wide archive for easy access to institutional information – Provide centralized transfer of inactive and end-of-project records requiring archive Concurrent Engineering (Distribute) – Improve processes by providing standard design structures, policies and processes, and interfaces to help knowledge reuse Web Governance (Distribute) – Policies for dissemination of information – Procedures for publication and easy distribution – Creation of tools to support these, such as portals (customizable Web gateways to an organization’s knowledge resources), content management, and search engines
- 40. July 18, 2002 Knowledge Architectures 40 Step 3. Develop a System Architecture A layered approach, building upon already existing infrastructure and services, KM provides – User interface • Enterprise portal or web sites with data channels for roles, interests, and disciplines – KM functions • Virtual team environments (sharing and collaborating) • Taxonomies for browsing • Robust search capability – Application infrastructure services • Document management • Content management • Standards for documentation • Metadata management 010110101001010001 010101011101101010 101101010110010101 010011101010010111 010110110111101101 010101010101010101 011010100101110101 010010101001010101 001010101010010101 001010100110101010
- 41. July 18, 2002 Knowledge Architectures 41 Step 3. System Architecture (continued) – Knowledge resources • Existing resources • Experts profiles • Question and answer databases L E D G E WEB SERVER w/Java, XML WEB SERVER w/Java, XML WEB SERVER w/Java, XML PRODUCT DATA PROJECT DATA LIBRARY DATA/ASSETS PRODUCT METADATA PROJECT METADATA LIBRARY METADATA Index Catalog SQL SQL Index Catalog Index Catalog SQL MARC Security Security Security STEP DMA – Infrastructure services • Network • Messaging • File • Desktop support • Data access • Security
- 42. K N O W L E D G E B A S E APPLICATION INFRASTRUCTURE SERVICES WEB SERVER w/Java, XML WEB SERVER w/Java, XML WEB SERVER w/Java, XML WEB SERVER w/Java, XML WEB SERVER w/Java, XML WEB SERVER w/Java, XML km_bldg_blocks_03 1998.12.05 FINANCIAL DATA (RESTRICTED) PRODUCT DATA DOCUMENT DATA HUMAN RESOURCES PRIVATE DATA PROJECT DATA LIBRARY DATA/ASSETS FACILITIES DATA SUBJECT MATTER EXPERTS FINANCIAL METADATA PRODUCT METADATA DOCUMENT METADATA HR METADATA PROJECT METADATA LIBRARY METADATA ORGANIZATION DATA Index Catalog Index Catalog Index Catalog DMA SQL SQL SQL Index Catalog SQL SQL Index Catalog Index Catalog SQL MARC SQL XML XML INFRASTRUCTURE SERVICES Security, Networks, File Service, Database Service, Messaging Security Security Security Security Security Security LDAP INFORMATION SYSTEM ARCHITECTURE WEB CLIENT with Personal Portals KNOWLEDGE MANAGEMENT FUNCTIONS Search, Browse, Retrieve, Create, Add Value (metadata), Update, Archive, Index, Filter, Catalog, Analyze, Validate, Associate WEB SERVER w/Java, XML Security FACILITIES METADATA SME METADATA ORGANIZATOIN METADATA Index Catalog Index Catalog Index Catalog STEP KNOWLEDGE RESOURCES XML DMA SQL ICAP What do you want to do? Who are you? How do you want it?
- 43. July 18, 2002 Knowledge Architectures 43 Checklist for Successful KM Systems In looking at best practices in technology implementation, KM choices should judge success by ensuring High accessibility, searchability, and ease of use Potential to save a large amount of work Potential to help avoid expensive problems Richness of the data repository Features such as online help, help desk, and frequently asked questions Openness to unsolicited submissions of information Information that is maintained and accurate
- 44. July 18, 2002 Knowledge Architectures 44 Architecture Summary Any architectural approach must have an overall strategy behind it that reflects on – The key business drivers – Cultural implications within the organization – Knowledge creators and users and their role in the organization A federated knowledge architecture comprises – Processes • Integrating the way people complete their tasks into the way KM creates an enabling environment – Services • Where people help other people to achieve their goals – Systems • In the tools and technology that support the processes and services to meet the organization’s long-term needs
- 45. July 18, 2002 Knowledge Architectures 45 Architectural Questions Some organizations choose to focus on one or two components (just systems or just processes) – What are the potential failings and strengths of a focused approach? – How will this work in the long-run? – What about a phased implementation? Does this represent the key areas that would need to be changed to enable knowledge management to occur? – How can an architecture be used to gain management support and sponsorship? – Does this address the cultural issues? Is it as easy as 1-2-3?
- 46. Implementing a Knowledge Implementing a Knowledge Architecture at NASA Architecture at NASA
- 47. July 18, 2002 Knowledge Architectures 47 NASA’s Approach for KM Understand the driving forces and business plan Develop a strategy based on those forces Learn about existing processes and integrate KM into them Supplement existing systems and services Monitor progress Implement new systems and services
- 48. July 18, 2002 Knowledge Architectures 48 What is Knowledge Management? Knowledge management (KM) is getting the right information to the right people at the right time, and helping people create knowledge and share and act upon information in ways that will measurably improve the performance of NASA and its partners Driving forces at NASA – Less experienced project teams need to see key information quickly – Highly specialized and compartmentalized knowledge – Management drivers • Better Mechanisms Needs for Sharing Lessons Learned (GAO) recommends linkage between KM and lessons learning at NASA • Administrator O’Keefe: Make NASA a leader in e-Government • NASA Integration Action Team: Promote the continuous capture, dissemination and utilization of knowledge
- 49. July 18, 2002 Knowledge Architectures 49 KM’s Goal is to Unite Knowledge Seekers with Knowledge Resources Knowledge Worker Knowledge Resources Knowledge Management Alliances —Mentoring —Collaboration Systems —Standards —Protocols —Metadata Services —Document Management —Information Access —Search
- 50. July 18, 2002 Knowledge Architectures 50 Key Areas for NASA’s KM Strategy To sustain NASA’s knowledge across missions and generations – KM will identify and capture the information that exists across the Agency To help people find, organize, and share the knowledge we already have – KM will efficiently manage NASA’s knowledge resources To increase collaboration and to facilitate knowledge creation and sharing – KM will develop techniques and tools to enable teams and communities to collaborate across the barriers of time and space
- 51. July 18, 2002 Knowledge Architectures 51 Framework for KM at NASA Supporting Activities Supporting Activities • Enable remote collaboration • Support communities of practice • Reward and recognize knowledge sharing • Encourage storytelling People • Enhance knowledge capture • Manage information Process • Enhance system integration and data mining • Utilize intelligent agents • Exploit expert systems Technology Sharing and Using Knowledge IT Infrastructure Education and Training Security Human Resources
- 52. July 18, 2002 Knowledge Architectures 52 Creating a Process Architecture in 2001 The NASA KM Team first focused on three pilot activities to prove the viability of KM at NASA – – Knowledge Navigation Knowledge Navigation: enabling access to information – – Lessons Learned Information System Lessons Learned Information System: improving the capture of key knowledge and infusion into engineering processes for better decision making – – Experts Directory Service Experts Directory Service: helping to find scientists and engineers to facilitate collaboration across boundaries Create Create Knowledge Knowledge Use Use Knowledge Knowledge Develop Develop Develop Capture Capture Capture Organize Organize Organize Distribute Distribute Distribute Resource Resource
- 53. July 18, 2002 Knowledge Architectures 53 Deploying Systems and Services in 2002 Information portals – For the public, scientists, and employees to streamline access to NASA’s 4,000,000 web pages – Identifying content and publishing processes – Building framework and technology for distributed use – Creating taxonomies and metadata standards for ease of interoperability Collaborative environments for missions – Creating access to tools, training, and venues for managing virtual teams – Quick start environment for proposals and tasks Capture design knowledge – Creating a service and tools to capture in-process design decisions for use on current and future missions
- 54. Portal in Development NASA Mockup: http://km.jpl.nasa.gov/ portal/insidenasa JPL Prototype: http://insidejpl.jpl.nasa.gov
- 55. July 18, 2002 Knowledge Architectures 55 Expert Connections Finding people to get answers or work on a project, includes profiles of 1100 technical experts Linked to other systems – Publications database – Caltech experts Search or browse
- 56. July 18, 2002 Knowledge Architectures 56 Technical Questions Database Best questions asked at technical reviews Helps to create a virtual presence when key people cannot be there Over 700 questions 42 subject areas
- 57. July 18, 2002 Knowledge Architectures 57 KM Embeds Methods and Technology Into The Way People Work KM Project KM Project Individuals Individuals Teams Teams Projects Projects • Preparing for reviews Technical Questions • Making design decisions Knowledge capture • Ensuring easy collaboration Standards for engineering • Finding information Taxonomies and portals • Finding people Know Who • Capturing information Technical Questions and design decisions • Sharing information Portals • Sharing information Project Libraries online • Collaborating Collaborative tools and rooms and portals
- 58. July 18, 2002 Knowledge Architectures 58 Moving Ahead: Supporting Communities of Practice Enabling remote collaboration to support virtual teams and communities of practice – We are asking projects, teams, and research groups: • What services and infrastructure do virtual teams need to efficiently do their work? • How can we capture the “mobile” knowledge of a virtual team? Sample solution: Team collaboration kits – A welcome kit of collaborative tools and techniques, integrating new and pre-existing services • Integrated and engineered suite of collaborative tools • Integration with operational service bases • Proactive approach to infusing the solutions into projects • Shared access to specific tools, such as risk management and action item tracking
- 59. Collaboration Central Collaboration Central Best of the Rest • STI Manager’s ViTS • NGST Implementation Plan • MER Preliminary Design Review Help • How do I start a team? • How do I get help for an existing team? • Help me now! chat • 1-800-358-TEAM Search: My Project • Risk • Budget • Schedule • 7120 status • Implementation Plan • Next Review (CDR: September 10, 2001) My Lessons Learned • Mars ’03 LL • ISS LL • NASA LLIS • Thermal engineering • Calibration Set Up and Tools • New Team kit • Teleconference • Dataconference • Videoconference • Chat • Documentation systems • Training My Teams Docs Mail Video Chat Portal • Mars ’03 • ISS • eNASA My Colleagues • SEs • Cog Es • Research Team • Brian • Julie Experts at NASA • Search: • Browse • Partners on contract Team Training • Mars ‘07 Required • Recommended • Management courses • NASA APPL • Team course reviews Task Support Services • Risk management services • Scheduling services • Resource tracking services • Team training services Tools • Microsoft Project • CA SuperProject (GRC) • Welcom OpenPlan • Primavera • iTeamwork • Doors • RequisitePro (JPL) • DekkerTracker (Stennis) • Artemis • Milestones • FastTrak Management Community • PPM Newsgroup • Hot topics and solutions • Events and workshops
- 60. Integrating Distributed Knowledge • Adaptive knowledge infrastructure is in place • Knowledge resources identified and shared appropriately • Timely knowledge gets to the right person to make decisions • Intelligent tools for authoring through archiving • Cohesive knowledge development between JPL, its partners, and customers JPL Knowledge Management Roadmap • Instrument design is semi-automatic based on knowledge repositories • Mission software auto-instantiates based on unique mission parameters • KM principals are part of Lab culture and supported by layered COTS products • Remote data management allows spacecraft to self-command • Knowledge gathered anyplace from hand-held devices using standard formats on interplanetary Internet • Expert systems on spacecraft analyze and upload data • Autonomous agents operate across existing sensor and telemetry products • Industry and academia supply spacecraft parts based on collaborative designs derived from JPL’s knowledge system Capturing Knowledge Sharing Knowledge • MarsNet • Europa Orbiter • SIM Enables capture of knowledge at the point of origin, human or robotic, without invasive technology Enables seamless integration of systems throughout the world and with robotic spacecraft Enables sharing of essential knowledge to complete Agency tasks Modeling Expert Knowledge • Systems model experts’ patterns and behaviors to gather knowledge implicitly • Seamless knowledge exchange with robotic explorers • Planetary explorers contribute to their successor’s design from experience and synthesis • Knowledge systems collaborate with experts for new research • Interstellar missions • Permanent colonies • Europa Lander/Submersible • Titan Organics: Lander/Aerobot • Neptune Orbiter/Triton Observer • Mars robotic outposts • Comet Nucleus Sample Return • Saturn Ring Observer • TPF 2003 2007 2010 2025 Enables real-time capture of tacit knowledge from experts on Earth and in permanent outposts
- 61. Integrating Distributed Knowledge • Instrument design is semi-automatic based on knowledge repositories • Mission software auto-instantiates based on unique mission parameters • KM principals are part of Lab culture and supported by layered COTS products • Remote data management allows spacecraft to self-command • Knowledge gathered anyplace from hand-held devices using standard formats on interplanetary Internet • Expert systems on spacecraft analyze and upload data • Autonomous agents operate across existing sensor and telemetry products • Industry and academia supply spacecraft parts based on collaborative designs derived from JPL’s knowledge system Capturing Knowledge Enables capture of knowledge at the point of origin, human or robotic, without invasive technology Enables seamless integration of systems throughout the world and with robotic spacecraft Modeling Expert Knowledge • Systems model experts’ patterns and behaviors to gather knowledge implicitly • Seamless knowledge exchange with robotic explorers • Planetary explorers contribute to their successor’s design from experience and synthesis • Knowledge systems collaborate with experts for new research • Interstellar missions • Permanent colonies • Europa Lander/Submersible • Titan Organics: Lander/Aerobot • Neptune Orbiter/Triton Observer • Mars robotic outposts • Comet Nucleus Sample Return • Saturn Ring Observer • TPF • Adaptive knowledge infrastructure is in place • Knowledge resources identified and shared appropriately • Timely knowledge gets to the right person to make decisions • Intelligent tools for authoring through archiving • Cohesive knowledge development between JPL, its partners, and customers Sharing Knowledge • MarsNet • Europa Orbiter • SIM Enables sharing of essential knowledge to complete Agency tasks 2003 2007 2010 2025 Enables real-time capture of tacit knowledge from experts on Earth and in permanent outposts • • Adaptive knowledge infrastructure in place Adaptive knowledge infrastructure in place • • Knowledge resources identified and shared Knowledge resources identified and shared appropriately appropriately • • Timely knowledge gets to the right person to Timely knowledge gets to the right person to make decisions make decisions • • Intelligent tools for authoring through archiving Intelligent tools for authoring through archiving • • Cohesive knowledge development between Cohesive knowledge development between NASA, its partners, and customers NASA, its partners, and customers Sharing Knowledge (2003) Sharing Knowledge (2003) MarsNet MarsNet Europa Orbiter Europa Orbiter Space Interferometry Space Interferometry Enables sharing of Enables sharing of essential knowledge to essential knowledge to complete Agency tasks complete Agency tasks
- 62. July 18, 2002 Knowledge Architectures 62 Architecture Summary There are many architectural approaches, but the best create a knowledge architecture that take into account the organization’s – Culture • Incentives and recognition – Infrastructure • Systems to facilitate access to information – Supporting services • People to help use the methods and tools Help executives to state the commitment to knowledge sharing Develop a well-defined business plan for your approach Facilitate communities of practice based around common interests Beware of single vendor solutions—they may help in the short- term, but are difficult to sustain over time for capturing and sharing knowledge – They force changes in people’s behavior
- 63. July 18, 2002 Knowledge Architectures 63 Thanks! Many thanks to my JPL and NASA colleagues and our academic partners who contributed to these ideas and to the excellent work they are doing in implementing knowledge management solutions at JPL and NASA If you have any additional questions, please contact me: Jeanne Holm, Jet Propulsion Laboratory/NASA 4800 Oak Grove Drive, Mail Stop 202-204, Pasadena, CA 91109 Jeanne.Holm@jpl.nasa.gov (818) 354-8282 More information can be found at – NASA’s KM program: http://km.nasa.gov – NASA’s missions: http://www.nasa.gov
- 64. Defining KM Issues for Defining KM Issues for Your Community Your Community
- 65. July 18, 2002 Knowledge Architectures 65 Identifying KM Opportunities Separate into small groups of 5-8 people based on your organization – Academia, government, manufacturing, services… Identify specific issues that are keeping your organization from beginning or continuing the KM journey – Culture – Management support – Economic issues (external or internal) – Infrastructure – Uncertainty of how to proceed Identify 2-3 good solutions that are already in place – Specific systems or services (such as training) – Cultural acceptance or encouragement to share Share your ideas with the group