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A Taxonomy and Survey of Experience Bases and their Use

A Taxonomy and Survey of Experience Bases and their Use. Torgeir Dingsøyr Department of Computer and Information Science Norwegian University of Science and Technology (NTNU) E-mail: dingsoyr@idi.ntnu.no

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A Taxonomy and Survey of Experience Bases and their Use

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  1. A Taxonomy and Survey of Experience Bases and their Use Torgeir Dingsøyr Department of Computer and Information Science Norwegian University of Science and Technology (NTNU) E-mail: dingsoyr@idi.ntnu.no Presentation at the ISERN 2001 meeting, 20-22 August, University of Strathclyde, Glasgow.

  2. Why is this interesting to us? • Software engineering is knowledge-intensive work! • Many companies have invested in knowledge management tools, or developed their own. • Making use of past experience is a natural task in quality improvement.

  3. What is the purpose of the study? Common problems with computer systems for knowledge management: Usage Time • Why is this? • No culture or environment for sharing knowledge? • Tools are • Not useful • Not taylored

  4. Knowledge Management • What is Knowledge? • Tacit: hard to express. • Explicit: can be expressed in words or writing. • What is knowledge management? • Different strategies for knowledge management • An example

  5. Tacit Explicit Tacit Explicit Tacit and Explicit Knowledge Externalization Socialization Internalization Combination Nonaka & Takeuchi: The Knowledge Creating Company, Oxford University Press, 1995

  6. What is Knowledge Management? ”to describe, organise, share and develop knowledge” ”systematic management of knowledge-related processes to create, build, collect, organise, package, use and protect knowledge” ”a systematic process to achieve organisational goals by collecting, creating and synthesising and share information, insights and experience” Bjørn Emil Madsen in Monica Rolfsen (ed.) Trendens Tyranni, Fagbokforlaget, 2000. (From researchers on the KUNNE project (www.kunne.no) at Sintef Industrial Management)

  7. Knowledge Management

  8. An Example Intranet of a medium-sized Company • From a medium-sized company that develops software. • Approximately 150 employees. • Consulting work is mostly done in-house. • Internally developed Intranet-based ”corporate memory” from 1997.

  9. Overview of Intranet • Knowledge Marked - Overview of knowledge resources. • Project Guide - Process guide. • Competence Blocks - Overview and adm. of internal courses. • Skills Manager - Profiles of employee skills. • WoX - Knowledge repository • Product Idea Café - Discussion forum to promote innovation. • Software Tools - Lists of available tools. • Employees - List of employees with location, phone #... • Processes - List of processes in the company. • Projects - Profiles of ongoing and finished projects. • Finance - Financial reports • Fun and reference - Web museum, quiz...

  10. Case Studies What was done? • Found 8 articles on knowledge management initiatives, mostly ”lessons learned” • Literature study! What the companies did: • Strategy • Codification? (increase externalization) • Quantitative? • Qualitative? • Personalization? (increase socialization) • Processes • Reorganise? • Tools

  11. Case Studies What the claimed benefits were: • Lower development costs? • Higher software quality? • Better work environment?

  12. Strategy

  13. Processes • Developers should actively participate in collecting, refining and distributing knowledge. • Separate roles for knowledge management in five companies. • New activities like kick-off and touch-down meetings in one company.

  14. Tools • Intranet systems for knowledge repositories: • Daimler Chrysler, both ICL departments, sd&m and also at the Australian Telecom company. • Profiles of skills, projects and customers: • sd&m and ICL Finland • Expert Systems: • Telenor Telecom Software • Guides to company work processes: • ICL and Telenor Telecom Softwvare

  15. Reported Benefits

  16. Conclusions • Theory • Most companies have a codification strategy, but many also focus on personalization. • Companies focus more on qualitative knowledge than quantitative knowledge. • Technology • Low-tech Intranets are most widely used. • High-tech tools not much in use. • Practice • Difficult to determine benefits!

  17. Appendix: How sure can we be? • NASA SEL Lessons learned • Daimler Chrysler Lessons learned • Telenor Telecom Software Lessons learned • Ericsson Lessons learned • An Australian Telecom Company Assertion • ICL High Performance Systems Lessons learned • ICL Finland Lessons learned • Sd&m Lessons learned Most of the studies are done just after introducing a new ”program”

  18. What is Explicit Knowledge?

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