Supporting Collaboration. Managing Information Resources.
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Transcript of Supporting Collaboration. Managing Information Resources.
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Supporting Collaboration
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Managing Information Resources
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Data, Information and Knowledge Data
Facts devoid of meaning or intent e.g. structured data in DB
Information Data that has meaning (data in context) Content: term for the Web age
Information presented electronically in a variety of media: charts, text, voice, sound, graphics etc.
Knowledge Information with direction or intent
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The Three-level Database Model The three-level database model
Level 1: the conceptual level Containing the various "user views" of the corporate data that
each application program uses Level 2: the logical level
Logical views of an organizations data as under the control of the DBAs
Level 3: the physical level Specifying the way the data is physically stored
Advantages Level 2 absorbs changes made at level 3 Data only needs to be stored once in level 2
Different programs can draw on it and vary the relationships among the data
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Getting Corporate Data into Shape The Problem: management can not get consistent
view across the enterprise Incompatible data definitions from application to application
The Cause: an application-driven chaos Getting applications running as quickly as possible
The Solution: a data-driven approach ERP is one of the main driving force for getting data into
shape in many companies
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What is Data Warehouse?
“A data warehouse is a subject-oriented, integrated, time-variant, and nonvolatile collection of data in support of management’s decision-making process.”—W. H. Inmon
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Data Warehouse vs. Heterogeneous DBMS Traditional heterogeneous DB integration: A query driven
approach Build wrappers/mediators on top of heterogeneous databases
Data warehouse: update-driven, high performance Information from heterogeneous sources is integrated in advance
and stored in warehouses for direct query and analysis
Why have a separate data warehouse Promote the high performance of both systems An OLAP operation needs no concurrent transaction support Structures, content and uses of data are different in two systems
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Document Management
Estimated that 90% of an organization’s information is in documents rather than structured databases
Types of Documents Contracts and Agreements Reports Manuals and Handbooks Correspondence Memos Drawings and Blueprints …
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Content Management
Traditional “home-grown“ content management The Webmaster was the
publishing bottle neck
3 phases of content management life cycle Input-process-output
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XML & Web Content Management XML is used to put tags on data giving that data
meaning Computers use the meanings to manipulate the data
and perform work
Use of XML moves Web content from being in a human-only readable format to being in a computer-readable format The content can be passed to back-end transaction
processing systems and cause an action to take place e.g. ordering a book or configuring a new computer Manipulating the content to work with transaction applications
– the basis for e-commerce
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Managing Operations
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Main Shift in the Operations Viewpoint
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What’s New in Operations?
Companies have "cleaned their operational house" Y2K problem moved company from a survival mode to a
planning mode More operations managers are managing outward
CIOs does not relinquish responsibility for operations Ensure their people are properly managing relationships
Operations are being "simplified" Centralizing applications in one place rather than distribute
them on PCs Server based computing (thin client)
Certain operations are being offloaded e.g. Microsoft offloaded webcasts to Netpodium
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Outsourcing IS Function
Outsourcing means turning over a firm's computer operations, network operations, or other IT function to a vendor for a specified time
The focus of CIOs in operations is changing In the past, ensuring they had the in-house expertise
to keep systems and networks up and tuning Now, determining where best to perform the various
kinds of operations In house or with a third party and manage it accordingly
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The Driving Forces Behind Outsourcing 70% of US economy had global competition in
1970s Companies had to focus on core business, which led
to huge amount of merger and acquisition activity Companies were priced based on their shareholder
value
Focus and value Management must stress value, they must consider
outsourcing in all their nonstrategic functions
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Outsourcing
Transitional outsourcing Best-of-breed outsourcing Shared services Business Process Outsourcing (BPO) E-business outsourcing Utility Computing
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The Balance Between Security and Risk Information Security is a balancing act between
ease of access to information and protecting that information from increasing threats
The Information Security Manager must Constantly bear in mind the organization's appetite for
risk Assess where the "appropriate" balance lies Be prepared to press their case "strenuously" when
they believe the risk is not within acceptable bounds.
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Security's Six Pillars
A secure system should provide: Nonrepudiation – a transaction cannot be denied by any of
the parties to it Confidentiality – data or services are protected from
unauthorized access Integrity – data or services are delivered as intended Assurance – (authentication) the parties to the transaction
are who they say they are Availability - the system will be available for legitimate use;
no DOS. Auditing – the system tracks activities within it at levels
sufficient to reconstruct them
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Technologies for Developing Systems
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The Evolution of System Development
2000
1980
1950
1970
1990
1960
High-levellanguages
Data structures,algorithm, objects
Modules, systemorganization
Architecturalelements
Software architecture
NATO SE conference
Programming-in-the-large
Software development environments
Subroutines
Separate compilation
Integrated product linesComponent-based systems
Information hiding
InheritanceAbstract data typesobject
s
PackagesRDBMS & SQL
Sequence of instructions
Web services & SOA…
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The Spiral Model
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Structured System Development Some elements of the structured system
development Hand coding in third generation language "Structured programming" development methodology DBMS Development of mostly mainframe applications Various automated, but not well integrated software
tools User participation mainly in require definition and
installation phases
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4th Generation Language (4GL) A programming language closer to human
languages than 3GL 4GL specifies the purpose without details on
procedures E.g. SQL
SELECT NAME, SCORE FROM STUDENT
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Internet-based Systems
Internet-based systems must be: Scalable Reliable Integrated with systems of customers or business
partners
Three cornerstones for Internet-based systems Application servers Java Web service
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System Integration
Three traditional integration approaches DBMSs
A data-centered approach, allowing applications to share data stored in a single or distributed database
Enterprise Resource Planning (ERP) An application-centered approach, all applications come
from a single vendor and are specifically designed to communicate with each other
Middleware A third-party approach, applications communicate with
each other through a third-party translation software
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The Traditional Project Management Triangle The three competing
constraints Increased scope typically
means increased time and increased cost
A tight time constraint could mean increased costs and reduced scope
A tight budget could mean increased time and reduced scope
QUALITY
SCOPE
TIME
COST
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Supporting Decision Making
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Technologies Supporting Decision Making Computer technologies that support decision
making Decision support system (DSSs) Data mining Executive information systems (EISs) Expert systems (ESs) Agent-based modeling
Multidisciplinary foundations for DS technologies Database research, artificial intelligence, statistical
inference, human-computer interaction, simulation methods, software engineering etc.
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DSS Architecture (1)
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Knowledge Discovery (KDD) Process Data mining—core of
knowledge discovery process
Data Cleaning
Data Integration
Databases
Data Warehouse
Task-relevant Data
Selection
Data Mining
Pattern Evaluation
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Architecture: A Typical Data Mining System
data cleaning, integration, and selection
Database or Data Warehouse Server
Data Mining Engine
Pattern Evaluation
Graphical User Interface
Knowledge-Base
DatabaseData
WarehouseWorld-WideWeb
Other InfoRepositories
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Architecture of an ES
InferenceEngine
KnowledgeBase
User
Interface
Description of a problem
Advice and explanation
User
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Knowledge Representation
In AI, the primary aim of knowledge representation is to store knowledge so that programs can process it and achieve the verisimilitude of human intelligence The representation theory has its origin in cognitive
science
Knowledge can be represented in a number of ways Case-based reasoning Artificial neural networks Stored as rules
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Agent-based Modeling
Simulate the behavior that emerges from the decisions of a large number of distinct individuals Computer generated agents, each making
decisions typical of the decisions an individual would make in the real world
Trying to understand the mysteries of why businesses, markets, consumers, and other complex systems behave as they do
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Supporting Collaboration & Knowledge Work
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Organization Structure---Demise of Hierarchy
Command-and-control hierarchical bureaucracies
Coordinated, collaborative self-managed groups
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Characteristics of Groups (1)
Collaboration is all about getting work done in a group rather than individually
Characteristics that differentiate groups include: Membership
Some groups are open, some are closed. Interaction
Some groups are loosely coupled (salespeople with their own territories)
Others work closely together (project team)
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Characteristics of Groups (2)
Hierarchy Some groups have a chain of command (tiers of committees)
Location Some members are co-located, some are dispersed
Time Some groups are short-lived, some are ongoing Some group member works full time on the group's work,
other groups only require intermittent work
These characteristics illustrate that providing computer-based support for groups is not uniform From inter-company groups to global teams
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Community of Practice (2)
Three characteristics of CoPs are crucial The domain
An CoP has an identity defined by a shared domain of interest.
The community CoP members engage in joint activities and discussions,
help each other, and share information The practice
Members of a community of practice are practitioners. They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice
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Group Activities and Supporting Tech Group activities
Communication and interaction Communication: transmitting information from one person to
others Interaction: back-and-forth communication over time
Decision making and problem solving Group members reach a decision or form a consensus
Supporting tech Communication: email, office systems Collaboration: CSCW (Groupware) Decision making: GDSS
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The CSCW Matrix
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Companies Want to Manage Knowledge (1) Controversial views on knowledge
management Knowledge can be captured in computer systems Knowledge can not be captured in a machine, it
only exists inside a person’s head Information VS. knowledge Knowledge management is a misnomer
Knowledge cannot be managed, but only shared The more people are connected, the more they exchange
ideas, the more their knowledge spreads and can thus be leveraged
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Companies Want to Manage Knowledge (2) Tacit and explicit knowledge
Tacit knowledge exists within a person's mind and is private and unique to each person
Explicit knowledge has been articulated, codified, and made public
Effective knowledge management requires transferring knowledge between these two states Nurturing, cultivating and harvesting knowledge Knowledge management knowledge sharing
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CoPs and Knowledge Management Traditional knowledge management captures
only the most explicit forms of knowledge Tacit knowledge is more related with day-to-day
activities and how work is done in practice
Communities are the critical building blocks of a knowledge-based company People, not processes, do the work Learning is about work, work is about learning, and
both are social Organizations are webs of participation