mis6625 database and knowledge management systems fall 2003 prof. alexander korogodsky (973)...
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MIS6625Database and Knowledge Management Systems
Fall 2003Prof. Alexander Korogodsky(973) [email protected]
Introduction to the course Who is who? Course Description
Course Philosophy Course Schedule Grading Policy Your Deliverables
Final Assignment Team Cases Individual Cases
Framework for Case Reports
Introduction to the course Who is who? Course Description
Course Philosophy Course Schedule Grading Policy Your Deliverables
Final Assignment Team Cases Individual Cases
Framework for Case Reports
Introduction to the course Who is who? Course Description
Course Philosophy Course Schedule Grading Policy Your Deliverables
Final Assignment Team Cases Individual Cases
Framework for Case Reports
Course Philosophy
KM is not IT!!!– But IT is enabling KM
Success depends on strategic alignment– Need to know how to talk to management
Knowledge Management is a complex discipline– Marriage of strategy, organization (people, behaviors and
culture), process, technology
“Book smart” vs. “experience”– MBM, exams and cases
Functional Integration
Business Scope
Distinctivecompetencie
s
Business Governance
Administrative Structure
Processes Skills
Technology Scope
Systemic competencie
s
IT Governance
IT Architecture
Processes Skills
BUSINESS Business Strategy
IT IT Strategy
IT Infrastructure
Strategic Fit
Organizational Infrastructure
The Strategic Alignment Model
NewOrganization
Structures
NewOrganization
Structures Wireless PDAsWireless PDAs
Product, Service & Technology Change;
Immersion
Product, Service & Technology Change;
Immersion Global Communityand Economy
Global Communityand Economy
ValueDemonstration
ValueDemonstration
Leverage Core CSFsLeverage Core CSFs
Integrated CRM & SCM
Integrated CRM & SCM
Dis-intermediation / Re-intermediationDis-intermediation / Re-intermediation
Incremental vs Radical Innovation
Incremental vs Radical Innovation
Revenue vs Earnings Growth
Revenue vs Earnings Growth
Multiple careers.Rightsizing, Skills
Shortage
Multiple careers.Rightsizing, Skills
Shortage
Leadership Skills;Build Hierarchy of
Imagination
Leadership Skills;Build Hierarchy of
Imagination
Dynamic StabilityDynamic Stability
KnowledgeEconomy
internal/external
KnowledgeEconomy
internal/external
KNOWLEDGE KNOWLEDGE MANAGEMENTMANAGEMENT IT can:IT can: - Enable - Enable - Drive- Drive - Inhibit- Inhibit
KNOWLEDGE KNOWLEDGE MANAGEMENTMANAGEMENT IT can:IT can: - Enable - Enable - Drive- Drive - Inhibit- Inhibit
Course Schedule
Grading 20% - Team Cases - presentations 30% - Individual Cases – write-ups 40% - Final Assignment
– Case
– Presentation 10% - Participation
Final Assignment Paper should be at least 20 typed pages (6k 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:
– 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 For research paper:
– 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 – 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 Abstract Company background What is/are the problems/opportunities, reference “AS-IS”
– SWOT analysis– Consider the key stakeholders– Relate to major problems/opportunities
• 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
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
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 Who is who? Course Description
Course Philosophy Course Schedule Grading Policy Your Deliverables
Final Assignment Team Cases Individual Cases
Framework for Case Reports
Framework Description AS-IS
Business Technology
TO-BE Business Technology
SWOT Stakeholders Alternatives Recommendations Next Steps
BUSINESS STRATEGYBUSINESS STRATEGY BUSINESS SCOPE
o PRODUCTS/SERVICES:o CUSTOMERS/CLIENTS:o COMPETITORS:
DISTINCTIVE COMPETENCIES:BUSINESS GOVERNANCEBUSINESS GOVERNANCE
INTERNAL DECISIONS: GOVERNMENT REGULATION: STRATEGIC PARTNERS:
BUSINESS INFRASTRUCTUREBUSINESS INFRASTRUCTURE ORGANIZATION STRUCTURE: KEY PROCESSES: H/R:
Business AS-IS
IT STRATEGYIT STRATEGY TECHNOLOGY SCOPE
o KEY APPLICATIONSo KEY TECHNOLOGIES
SYSTEMIC COMPETENCIES IT GOVERNANCE
IT INFRASTRUCTUREIT INFRASTRUCTURE ARCHITECTURE KEY PROCESSES HR
Information Technology AS-IS
BUSINESS STRATEGYBUSINESS STRATEGY BUSINESS SCOPE
o PRODUCTS/SERVICES: o CUSTOMERS/CLIENTS:o COMPETITORS:
DISTINCTIVE COMPETENCIES: BUSINESS GOVERNANCEBUSINESS GOVERNANCE
INTERNAL DECISIONS: GOVERNMENT REGULATION: STRATEGIC PARTNERS:
BUSINESS INFRASTRUCTUREBUSINESS INFRASTRUCTURE ORGANIZATION STRUCTURE: KEY PROCESSES: H/R:
Business TO-BE
IT STRATEGYIT STRATEGY TECHNOLOGY SCOPE
o KEY APPLICATIONS: o KEY TECHNOLOGIES:
SYSTEMIC COMPETENCIES: IT GOVERNANCE
IT INFRASTRUCTUREIT INFRASTRUCTURE ARCHITECTURE: KEY PROCESSES: H/R:
Information Technology TO-BE
STRENGTHS WEAKNESSES
OOPPORTUNITIESPPORTUNITIES TTHREATSHREATS
(Be specific)
Sample IT SWOT Analysis
Strengths: Major transaction control systems are relatively new,
functionality adequate well documented, maintainable, and operationally efficient.
The IS department has demonstrated competence and effectiveness in adding new technologies (e.g., client/server systems)
The IS Department has demonstrated competence and effectiveness in applications development in group decision support systems
Our outsourcing partner seems to manage a reliable, cost effective data center.
There is a substantial in-house electronic mail operation, frequented by most managers in the company.
There is substantial user manager computing expertise in both line and staff organizations.
Weaknesses: A single point of IS contact for end user operational
problem diagnosis and resolution has not been established
There are limited data center performance measurement systems.
There has been only limited transaction based systems development productivity.
There is a high degree of technology specialization (narrowness) among IS professional staff and a limited degree of business orientation.
There is a limited departmental use of information technology beyond simple decision support and participation in common transaction processing systems
Opportunities: Expand successful relationship with the Marketing
organization to R&D. Use the recent BPR to identify integration priorities. Establish an executive steering committee with all divisions
represented
Threats: The IS department’s effectiveness is threatened by
pockets of user negativism, especially among top management.
End-users are developing a high degree of technical competence, which they may employ in a non-integrated fashion.
The accelerating pace of technological change and proliferation of information technologies pose risks of control loss, obsolescence, and difficulty in maintaining IS professional staff competence.
The extensive internal communication networks and user accessibility to external databases pose security risks to our data.
The IS department is still not an integral part of company’s business planning process.
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
Stakeholders1. Competitors / potential entrants
2. Customers / Clients 3. Employees4. End User Partners 5. IT 6. Partners 7. Senior Managers
8. Shareholders
Key Stakeholders(with regards to major problems & opportunities)
Stakeholder(who)
Role Responsibilities Current Stateof Affairs
Desired Stateof Affairs
Sponsor
Champion
BusinessPartners
ITStaff
Competitors
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…. MUSTMUST THEIR ROLE BE ?
Recommendations
PrioritizedRecommendations& Key Subactions
(Description)
ExpectedBenefits
(Quantitative/Qualitative)
Why Better ThanAlternatives
Responsibility Risks
Next Steps
Step Step Description and objectives
Assigned Responsibility
Target Completion
Date
Issues/Comments and
Dependencies 1 Market recommendations
2 Secure: Sponsor (who?) Champion (who?) Team (who?)
3 Proof of concept Prototype
4 Establish a beachhead
5 Phased deployment
Questions?