Knowledge Architecture Analysis
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Transcript of Knowledge Architecture Analysis
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Knowledge Architecture AnalysisBo Warburton
Solution Center Manager
Open Text CorporationJune 3, 1997
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Knowledge Architecture AnalysisØ What is it?Ø What are the outcomes?Ø How is it done?Ø What do we do to prepare?
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A Key Componentof Our Project Methodology
IdentifyOpportunity
AnalyzeKnowledgeArchitecture
EstablishPlan
Monitorand Modify
Closeoutand Evaluate
Planning ImplementationDefinition
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During This 2 Day Session We Develop a First Cut Project ApproachØ We characterize your problem or opportunity in terms of Knowledge Management
Ø We verify expected gains from using technology in terms of knowledge architecture requirements
Ø We compare the target application’s logic to Livelink functionality to determine level of effort to build your application
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What Makes It Different?Ø Application logic described in terms of customers, process, and MIS
Ø Business case integrated from the startØ Clear definition on architectural requirementsprovides best foundation for evaluating technology features
Ø Integrates best practices from many disciplines› BPR, TQM, Policy Analysis› AD, DOCMAN, WF› Project Management
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Staff GrowthLags Revenue
Ø Management of knowledge assets› Document management, workflow, policies,
procedures, practices, folders or cases› Examples: BPR, Re-Use, TERM
Ø Involves knowledge workersØ Underlying “data” is difficult to model
Faster Work,More Money
Web MeansMore People
The Right Problem or Opportunity
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Not Good CandidatesAlthough these are important candidates for business systems, they do not require a detailed understanding of the knowledge architecture
Ø Data entry or production problemØ Commerce opportunityØ Data analysis (OLAP, warehousing)
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Refine and Clarify the ProblemØ Identify the ultimate customers
› Whose needs are we meeting? What supplier, consumer or source of support or funds benefits from solving this problem?
Ø Validate the value proposition› What implicit promise are we making to
deliver a particular combination of values?Ø State the project and develop objectives
› The first key project management deliverables
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Pinpoint the Underlying Knowledge ArchitectureØ Highlight points of high leverage
› Creation of information or new idea› Information-intensive decision points
Ø Common underlying elements› Business processes, documents, collections and
“hunting and gathering expeditions” of many kinds
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Existing Infrastructure and Integration RequirementsØ Work process mapsØ Collaborative project collections
Ø Saved searchesØ Document librariesØ Customized personal Change Agents™
Ø Integration with calendar, email
Ø Integration with enterprise systems
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Customer View
Screens, flow, file upload, browsing, searches, agents, downloads, reports, results
Business processflow and rules
User administration,interfaces, backups, upgrades,crawls, acquisition, storage
Process View
MIS View
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Livelink brings it together
Structured
People to People
Ad Hoc
People to Information
Workflow
DiscussionSearch
DocumentManagement