Common KADS Context Models Organization Model Task Model

Common. KADS Context Models Organization Model Task Model Agent Model Context models

Knowledge always functions within an organizational context n n Why context modelling? Role of aspect models: organization, task, and agent models Steps and techniques in knowledge-oriented business analysis Illustrations: ice-cream case study, housing case study Context models 2

Why context modeling? n n n Often difficult to identify profitable use of (knowledge) technology Laboratory is different from the ''real'' world Acceptability to users very important Fielding into ongoing process not self evident Often not clear what additional measures to take Context models 3

Goals for context modeling n n Identify problems and opportunities Decide about solutions and their feasibility Improve tasks and task-related knowledge Plan for needed organizational changes Context models 4

Role of knowledge systems n n "automation" is not the right way to look at KSs tasks are usually too complex much better view: KS as process-improvement tool typical role of KS: active intelligent assistant Context models 5

Context modelling process n Step 1: Carry out a scoping and feasibility study ä n Step 2: Carry out impact and improvement study ä n Tool: Organization Model (OM) Tool: Task and Agent Models (TM, AM) n zooming in/refinement of organization model Each study consists of an analysis part and a “constructive” decision-making part Context models 6

Step 1: scoping and feasibility study n Step 1 a: analysis ä ä n Identify problem/opportunity areas and potential solutions Put them into a wider organizational perspective. Step 1 b: synthesis ä ä Context models Decide about economic, technical and project feasibility Select the most promising focus area and target solution. 7

Step 2: impacts and improvements study n Step 2 a: analysis ä ä n study interrelationships between the task, agents involved, and use of knowledge for successful performance what improvements may be achieved here? Step 2 b: synthesis ä ä Context models Decide about organizational measures and task changes, Ensure organizational acceptance and integration of a knowledge system solution 8

Three context models n scope and feasibility study ä ä n organization model (OM) description and analysis of the broader organizational environment impacts and improvements study ä ä ä Context models task model (TM) and agent model (AM) more focused and detailed zooms in on the relevant part of the organization TM: tasks plus knowledge directly related to the target problem AM: agents involved in TM tasks 9

Worksheets n Modeling process supported by worksheets ä ä n n Organization model: 5 worksheets Task model: 2 worksheets Agent model: 1 worksheet Summary: 1 worksheet Act as checklist and information archive Should be used flexibly Context models 10

How to analyze a knowledgeintensive organization? n describe organization aspects: ä ä ä opportunity/problems portfolio business context, goals, strategy internal organization: – – – n structure processes people (staff: functional roles) power and culture resources (knowledge, support systems, equipment, …) do this for both current and future organization ä Context models comparison, and first decisions on where to go 11

Worksheets Organization Model Context models 12

OM-1: problem /opportunity identification n n shortlist of perceived problems/opportunities organizational context = invariant part ä ä ä n list possible solutions ä ä n mission, vision, goals of the organization important external factors strategy of the organization, value chain for the perceived problems and opportunities compatible with organizational context. techniques: interviews, brainstorming Context models 13

Case Study: Ice-cream product development n n Unilever food/personal care industry worldwide First analysis step by worksheet OM-1: ä Perceived problem/opportunity issues: – Speed-up time to market of new ice-cream products – Leverage best-practice knowledge throughout the company ä Context models Vision: 14

OM-1 for Housing Organization Model Problems and Opportunities Worksheet OM-1 Problems and opportunities assessment takes too much time not sufficient time for urgent cases Organizational context Mission: transparency of procedure, clear applicant responsibility External actors: local council, public opinion, national regulations, … Strategy: broaden scope of market Solutions 1. 2. Context models Automated assessment system & Training program for assessors to be come urgency handlers 15

Case: “Housing” n n Local government institution is responsible for assignment of rental houses to applicants Transparent assignment procedure ä ä n n two-weekly magazine with house offers publication of results Partially automated process Existing databases of applicants and residences Context models 16

Problem & opportunity n n Two sides of the same coin Opportunity: ä n a part of the business process in which it might be useful to introduce knowledge technology Problem: ä Context models an opportunity, that is currently being perceived as a problem in the organization 17

Organization boundary n n Sometimes difficult to define the scope of what is “the organization” Example in the housing domain: ä ä ä n baseline organization: assignment office includes applicants? includes rental agencies? Decide on variant and invariant parts ä Context models invariant parts are assumed to be stable from the development point of view 18

OM-2: variant aspects n n n refers to a single problem-opportunity area of OM-1 describes the subpart of the organization involved describes the aspects that might change or be affected by a knowledge-system solution Context models 19

Variant aspects OM-2 n structure ä n structure chart of departments, groups, units process ä ä n (1) decomposed into tasks plus dependencies detailed in Worksheet OM-3 people ä staff members involved as actors or stakeholders – decision makers, providers, users, customers ä Context models not "actual" people but functional roles 20

Variant aspects OM-2 n resources ä ä ä n information systems equipment and materials non-knowledge skills and competencies. knowledge ä ä n (2) special resource in this context detailed in Worksheet OM-4 culture and power ä Context models "unwritten rules of the game”, styles of working and communicating, informal relationships 21

OM-2: ice-cream organization analysis n Example part of OM-2 analysis: ä Structure General director Technical director Logistics Technical Dept. management Ice Cream development Context models Development Dept. management Quality assurance Personnel Marketing Finance director & Sales director Manufacturing management Coldstore & Warehouse management Information & IT management Packaging design 22

Structure & people “Housing” Context models 23

Process “Housing” Context models 24

Remainder of OM-2 for “Housing” Organization model Variant aspects: Worksheet OM-2 Resources Existing database of applicants and residences Priority calculator for computing a priority list of applicants for a residence. Knowledge Assessment criteria: knowledge for judging correctness of individual applications Assignment rules: knowledge used for selecting an applicant for a particular house. Urgency rules: special rules and regulations for urgent cases (e. g. , handicapped people). Culture & power Hierarchical organization Employees view the future with some trepidation Management style: history as civil servant Context models 25

OM-3: Process Breakdown n Key element => described in more detail Fill-in for each task in the Process description OM-3 elements: ä ä ä Context models Task: name + identifier Performed by: agent (People or Resource) Where? : location in Structure Knowledge required: list of Knowledge assets Knowledge-intensive? : yes/no Significance: qualitative value, e. g. five-point scale 26

OM-3 example: breakdown of ice-cream process n In ice-cream product development the main subprocesses are: ä ä ä n product idea generation feasibility phase production and sales planning implementation and role-out post-launch review All subprocesses are knowledge-intensive, but feasibility and planning phases in particular Context models 27

Example OM-3 for “Housing” Task Performed by Where 1. Magazine production Magazine editor 2. Data entry applications KI? Significance Public service - No 3 Data typist / automated telephone Residence assignment - No 2 3. Application assessment Assigner Residence assignment Assessment criteria Yes 5 4. Residence assignment Assigner Residence Assignment & urgency rules Yes 5 Context models Knowledge asset(s) 28

OM-4: Knowledge Assets n n details the "Knowledge" element of OM-2 coarse-grained description ä n refined in task model and knowledge model elements: ä ä Knowledge Asset: Name (OM-3) Possessed by: Agent (OM-3) Used in: Task ID (OM-3) Right Form? Right Place? Right Time? Right Quality? – yes/no + comments Context models 29

OM-4: knowledge assets for ice-cream business process Context models 30

Knowledge asset “Housing” n Knowledge asset: ä n right form? ä n “general residence-application norms” no, should be also in electronic form right place, time, quality? ä Context models yes 31

Feasibility document contents n n n One copy of Worksheet OM-1 For each problem/opportunity area: OM-2 For each task: OM-3 For each knowledge asset: OM-4 For each suggested solution: decision to "automate" yes/no plus reasons ä n Worksheet OM-5: checklist for this decision Proposed actions Context models 32

Business Feasibility n expected benefits ä n n n tangible (economic) and intangible expected added value expected costs comparison to possible alternative solutions organizational changes required economic and business risks and uncertainties Context models 33

Technical Feasibility n complexity of knowledge/reasoning process ä ä n critical aspects involved? ä n time, quality, needed resources measurable success factors ä n availability of state-of-the-art methods has it been done before? tests for validity, quality and performance complexity of user/system interaction ä Context models availability of state-of-the-art methods 34

Project Feasibility n n n commitment from the agents and stakeholders availability of resources in terms of time, budget, equipment, staff availablity of required knowledge and other competencies realistic expectations adequate project organization and external communication Context models 35

Proposed Actions n recommended concrete steps for action ä ä ä Context models List of focus areas Target solution for focus area Expected results and benefits Required project actions When to reconsider? 36

OM-5: feasibility decision document for ice-cream example n n Business, technical and project feasibility Proposed actions for solution direction • Ice-cream case study: • Clarification of knowledge bottlenecks achieved • Different knowledge improvement scenarios outlined • Requirements for technical and project feasibility stated • Proposed actions: • Prioritize knowledge improvement scenarios as next step • …. Context models 37

Feasibility “Housing” n Automation of “application assignment” ä n feasible from all perspectives Actions ä ä Context models application construction job changes within assignment department provide additional training consider also resource transfer to computer dept. 38

Case: social security services (SSS) n n Problem-opportunity-context: see book Problem: laws and regulations are so complex => long time to reach a decision => backlog => social uproar => headlines in the papers n Solution (a priori formulated by SSS management): knowledge system stores the legal decision-making knowledge => backlog reduced Context models 39

SSS scope and feasibility decision making n n Context analysis: see book Solution: "KS for solving backlog problem" ä Business feasibility – does not solve the problem as main task load is in archiving – requires organizational changes – status of people will change ä Technical/project feasibility – state-of-the-art work ä Proposed actions – redirect the project to simplify procedures for archiving and reporting. Context models 40

Next step of context modelling: zooming in on tasks n n n Task = subpart of a business process goal-oriented value-adding activity handles inputs and delivers desired outputs ä n n in a structured and controlled way consumes resources; requires (and provides) knowledge/skills adheres to quality and performance criteria carried out by responsible and accountable agents Context models 41

Task Model aspects Information Systems (3 D) View Managerial View Objects Structure (Data) Agents (Sub)Function and Flow Time and Control TASK MODEL Performance and Quality Knowledge and Competences Resources Goal and Value Context models 42

TM-1: Task Analysis n zoom in on a task ä n link to BPR/BPA methods ä n more detailed description than OM-3 task is part of business process link to SE analysis model ä ä Context models dependency and flow data, function, control view on task 43

Task description: internal n data dependency and data flow ä n objects handled ä n simple information model timing & control ä n preceding task, follow-up tasks frequency, duration, when performed constraints: pre- and post-conditions Context models 44

TM-1: Top-level task model n Fill in TM components (see TM Figure) – Example: task decomposition and flow of feasibility phase – Gives first-cut version for task layer of knowledge model Context models 45

Data flow “Housing” Context models 46

Control flow “Housing” Context models 47

Task description: external n n n goal and value agents involved knowledge: ä n n other competencies and skills resources ä n list of knowledge items further detailed in TM-2 refinement of OM-2 quality and performance: ä Context models yardsticks for measuring task execution 48

TM-2: knowledge item description n Possessed by: Agent Used in: Task ID Domain ä n specialist field, discipline, branch of science or engineering, professional community Indicate nature, form and availability of knowledge ä Context models tick if bottleneck 49

Characterizations of knowledge items n Nature ä n Form ä n formal, rigorous; empirical, quantitative; heuristic, rules of thumb, . . . mind, paper, electronic, action skill, . . . Availability ä Context models limitations in time, space, access, quality, form 50

TM-2: Detailing of knowledge items & bottlenecks Ice-cream case: n Knowledge item: consumer desires n Bottlenecks exist in: ä ä ä Context models Nature: incomplete, tacit, hard to verify Form: in mind of marketers only Availability: limitations in space and quality 51

Agent Model n n OM and TM => process/task perspective AM: perspective of individual agents ä n large part: rearrangement of information already in other worksheets ä n just a single worksheet agent view useful for judging impact ä n staff, software systems See attitude matrix important input for communication model Context models 52

Agent Worksheet AM-1: the “assigner” agent Name Assigner Organization Residence-assignment department Involved In 3. Application assessment 4. Residence assignment Communicates with Database Priority calculator Knowledge Assessment criteria Assignment rules Urgency rules Other competencies Ability to handle problematic non-standard cases Responsibilities & constraints Make sure that people are treated equally (no favors). This has been a problem in the past Context models 53

Final step: impacts and improvements document n n n checklist in Worksheet OTA-1 measures for improvement accompany development work major issues for decision making: ä ä ä Context models organizational changes recommended measures for specific tasks and/or workers improvements regarding use and availability of knowledge is the expected result sufficient? future directions 54

Impacts and Changes (1): Organization as a whole n n n Structure Process Resources People Knowledge Culture and Power Context models 55

Impacts and Changes (2): Task/Agent-Specific n n comparison: future/current models impact and change types: ä ä ä ä task lay-out needed resources performance and quality criteria staffing, involved agents individual positions, responsibilities, authority, constraints in task execution knowledge and competencies communication Context models 56

Proposed Actions n n improvements/changes in organization accompanying measures ä n n training, facilities further project action when to reconsider Context models 57

OTA-1: impacts and improvements decisions n n Ice-cream case: processing scenario ranks best Proposed actions: – Develop processing KBS module – Archive past formulations – Structured knowledge management for knowledge sharing Context models 58

Stakeholder-driven approach in Unilever PARIS ice-cream project Context models 59

Actors and stakeholders: attitudes and commitments n n Important guideline: always consider attitudes of actors and stakeholders toward changes Ask yourself: is there a sufficient basis to successfully carry through proposed changes? – Technique: stakeholder attitude matrix – (EMS case, IEEE Intell. Syst. 1997) Stakeholder/Solution Hospital specialist General Practitioner EMS personnel SQ o o I + + + II + o + III + + IV + + V + - VI + - Consumer - + + o + (SQ = status quo) Context models 60

Attitude matrix: internal Sponsor/Solutions SQ I II IV V VI Manager System manager Dispatcher Paramedic Driver Consumer - o o o + + o + o o + + + o + o + + Context models 61

Summary n n n Organizational aspects: critical success factor Envisaged systems must be well-integrated Step 1: portfolio of solutions+ feasibility ä ä n Step 2: zoom in and assess changes/measures ä ä n organization model feasibility document task, knowledge item, and agent descriptions plan for organizational changes Context analysis is wider applicable Context models 62

Overall process of business analysis in KE&M Context models 63

Exercise: knowledge workshop n n n Management group discussions, structured by using worksheets OM 1 -5, TM 1 -2, OTA-1, as a self-assessment instrument for management in own area of responsibility Used by, e. g. , Unilever and Dutch Tax Authority In particular: ä ä Focus on valuable business area or process, sketch the workflow of this process, and list problem/opportunity portfolio Identify the knowledge assets of importance to this process Investigate whethere exists bottlenecks here (OM-4, TM-2) Devise possible solutions and analyze their feasibility – Problem/cause/solution QFD-type matrices – Stakeholder attitude matrices ä Context models Take follow-up managerial action 64