MIS6625Database and Knowledge Management Systems

Fall 2003Prof. Alexander Korogodsky(973) 723-8456akorogod@fdu.edu

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?