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Knowledge-Centric Paradigm: A New World of IT Solutions

Knowledge-Centric Paradigm: A New World of IT Solutions. Harvard Transition 2011 Symposium: Clarifying Goals, Mobilizing Support, Taking Action January 11-13, 2011 IBM Institute for Electronic Government, Washington, DC Brand Niemann

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Knowledge-Centric Paradigm: A New World of IT Solutions

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  1. Knowledge-Centric Paradigm:A New World of IT Solutions Harvard Transition 2011 Symposium: Clarifying Goals, Mobilizing Support, Taking Action January 11-13, 2011 IBM Institute for Electronic Government, Washington, DC Brand Niemann http://semanticommunity.net and http://semanticommunity.info Acknowledgement: Mills Davis, Project10 X, January 10, 2011, Briefing.

  2. The Art, Act, and Science of Knowing • The New Know Realities: • #1: You will be expected to do something with information • #2: There really is more to know • #3: You will have to know more about knowing • #4: Brain science and decision science are converging • #5: The environment is changing our brain • #6: Information management is the essence of leadership • #7: A more connected world • #8: Math matters • #9: There are significant downsides to not knowing • #10: Knowing can change the world Source: Thompson May, The New Know: Innovation Powered by Analytics, 2009

  3. Government As a Platform • Practical Steps for Government Agencies: • 1. Issue your own government directive (done*) • 2. Create a simple, reliable, and publically accessible infrastructure that exposes the underlying data (done). • 3. Build your own websites and applications using item 2 above (done). • 4. Share your data catalogs and repository of applications (done). • 5. Provide work as open source software, standardized web services, cloud computing platform, and best practices (done). • 6. Support existing open standards and open source software (done). • 7. Create a list of software applications that can be reused by government employees without procurement (done). • 8. Create an “app store” that features applications created by the private sector as well as those created by your own government unit (done). • 9. Create permissive social media guidelines that allow government employees to engage the public without having to get pre-approval from superiors (not my role now). • 10. Sponsor meetups, code camps, and other activity sessions to actually put citizens to work on civic issues (done). Source: Tim O’Reilly, 2010, Open Government, Chapter 1. Government As a Platform. *: http://semanticommunity.info and http://semanticommunity.net

  4. Overview • Knowledge-centric Paradigm Shift • Knowledge-centric Collaboration • Business Value of Knowledge-centric Solutions • Three Approaches to Knowledge-Centric Services and Solutions: • Citizen-centric Government — Systems That Know • Advanced Analytics — Systems That Learn • Smart Operations — Systems That Reason

  5. Knowledge-centric Paradigm Shift • A major conceptual advance towards distributed intelligence. A long wave of innovation driving fundamental shifts in technology, culture, and economics. • Separating the “know” from the infrastructure, information, application, & user interface! • See SICoP Special Conference, February , 2009: • http://semanticommunity.info/From_E-Gov_to_Connected_Governance:_the_Role_of_Cloud_Computing,_Web_2.0_and_Web_3.0_Semantic_Technologies_February_17_2009

  6. Knowledge-centric Collaboration • Each person contributes using forms of knowledge expression they understand such as documents, drawings, pictures, models, software behaviors, user interface designs, etc. — yet all have visibility into all the underlying concepts and relationships. • Combining wikis, semantic content tools, semantic search, ontology-driven applications, and intelligent user interfaces. • Context-aware services, semantic browsing, expert systems, and virtual assistants that complete tasks for you (e.g., Mobile Semantics).

  7. Business Value of Knowledge-centric Solutions • How does one get value creation? • By modeling knowledge, adding intelligence, and enabling learning. • After 2010, it makes no sense to develop IT systems under the information-centric paradigm. • The value proposition of the knowledge-centric paradigm is too great!

  8. Business Value of Knowledge-centric Solutions • Value gets created in three ways: • Via reimplementation of current capabilities, to achieve greater efficiency / effectiveness. • Via provision of new (or newly viable) capabilities, to increase mission and/or enterprise value. • Via the exploitation of new knowledge generated as a result of use of knowledge-centric “tools” . • By combining knowledge-intensive services (people) with knowledge-centric processes to deliver knowledge-driven solutions.

  9. Three Approaches to Knowledge-Centric Services and Solutions • Citizen-centric Government — Systems That Know • Advanced Analytics — Systems That Learn • Smart Operations — Systems That Reason Note: * SICoP has done or is doing pilots in most of these. See http://semanticommunity.info/Federal_Semantic_Interoperability_Community_of_Practice and http://semanticommunity.info/From_E-Government_to_Transformational_Government

  10. Citizen-centric Government:Systems That Know • Challenge — to deliver unified and citizen-friendly user experience across programs, agencies, and jurisdictions, while reducing costs. • “Systems that know” — Knowledge-driven solutions that connect open information, share open decision-making rules, deliver open composite services, access and navigate information in context of use, and provide virtual assistants that manage cases and complete tasks. • Knowledge-centric process — Better, faster, cheaper solution development. SMEs lead (business not IT). Citizens and communities of interest in the loop feedback via social media. • Examples — Cambridge Semantics*, Recognos Financial, BeInformed/Dutch government*; SIRI for iPhone; NREL / OpenEI, Open Government*, Digital Libraries*.

  11. Advanced Analytics:Systems That Learn • Challenge — Early detection, assessment, and decisive action in situations entailing risk, fraud, compliance, security, competitive awareness, etc. • “Systems that learn” — Knowledge-driven solutions feature big data mining, machine learning, modeling, collaboration, and advanced analytics to detect patterns, make sense, simulate, predict, learn, take action, and improve performance with use and scale. • Knowledge-centric processes — Collective knowledge systems. SMEs drive solution development. Collaborative anticipatory analytics. Analysts add sources, explore data relationships, model and assess scenarios, add to system knowledge. • Examples — Cambridge Semantics*, Connotate, Digital Harbor*, Blackbook2*, ODNI Vision 2015s.

  12. Smart Operations:Systems That Reason • Challenge — “smarter” infrastructure (e.g., transport, energy, finance, information communications) and systems for cyber security, net-centric operations, and knowledge-superiority. • “Systems that reason” — Knowledge-driven solutions that reason like experts, advise as avatars, adapt, are autonomic, perform autonomously. • Knowledge-centric process — Knowledge-intensive, model-driven, goal-oriented, and simulation-based solution engineering. • Examples — DoD Business Mission*, NCOIC*, Financial Reform*, Health informatics*, E-research*

  13. Leadership for a Networked World • Transition 2011 Symposium: Clarifying Goals, Mobilizing Support, Taking Action: • Date: January 11-13, 2011 • Place: IBM Center for the Business of Government, Washington, DC • Agenda: • Context: Tough Times Transition • Problem: Smart Choices for 2011 • Incoming: Views • Process: Dialog, Decisions, Dissemination • Participants: • Professor: Jerry Mechling • Students: About 20 • Practitioners: Teri Takai, Chair and DoD CIO, and about 5

  14. Leadership for a Networked World • Steps: • January 11: • Purpose and Intros (see next slide) • Goals and Priorities: Incoming Views • Goals and Priorities: Responses and Discussion • Break-outs on Briefing Papers (Management/Analytics, Health Care, Education, and Social Media) • Dinner and Speaker: Dr. Alice Rivlin • January 12: • Mobilizing Support: Incoming Views • Mobilizing Support: Responses and Discussion • Break • Taking Action: Incoming Views • Taking Action: Responses and Discussion • Working Lunch • Is a Government-wide Agenda Workable? • Break • Where Do We Agree? And Disagree? • Conclusions and Next Steps • Informal Post-Symposium Dinner • January 13: • Debrief on Case Examples, General Observations • Break • Distinctions Between Pathfinders and Fast Followers • Debrief on Briefing Papers

  15. Leadership for a Networked World • Intros: • I have done three iterations of “wiki’s” in the past ten years – two for the Federal CIO Council and the last to document my career of public service and re-launch several Communities of Practice (CoPs): • First was the GSA COLAB Wiki with Susan Turnbull in support of her Collaboration Expedition Workshops (102 from 2001 to the present). • Next was the MindTouchDeki Wiki (a “fork” from the Media Wiki) for new CoPs and my EPA work (40) including one that documented my work in these Harvard classes (see slide for my briefing paper). • The current is the MindTouch 2010 Technical Documentation Suite that integrates the previous 40 Deki Wikis and provides a new community sandbox for CoPs in 2011 with Content and Social Analytics. • My focus is producing data science products that “get to the five stars of open linked data” (Tim Berners-Lee) and knowledge-centric systems that know, learn, and reason. • My change story (old adage – change yourself before changing others): EPA desktop (about $25K per year) in the cloud tool (free) and EPA Data Centers (reduce number and send high-quality data sets to Data.gov) - put them together for business transformation to re-architect and re-implement about 50 data science products (e.g., EPA Toxic Release Inventory, Federal IT Dashboard, etc.). • My briefing paper: Social Business Intelligence from Open Government Data on critical data sources for decision makers – NASCIO Annual Meeting Audience Surveys, CBO Budget Projections, 2010 Census Data for Reapportionment, and Budget Task Force Reduction Data and Models.

  16. Leadership for a Networked World • Goals: • Theory: • What beyond “hunkering down”? • “Don’t let a crisis go to waste!” (IT as a productivity catalyst, not just a cost) • Practice: • It is not just the idea, it’s the implementation • Decision: How close to the frontier? (next slide) • Transition 2011 Goal/Activity Analysis and Comments (next slide) • Application • For us – see notes to be posted • For me – see next slides

  17. Leadership for a Networked World • Decision: How close to the frontier? • To 21st Century Frontier: Online Services, Open Government, New Business Models: • Early Adopters: 1st 5%, online with self-service, collaboration, and new business models as “front burner” public priority (me!). • Fast Followers: Next 15%, backing off external transformational goals to focus on internal government reform. • Early Majority: Next 40%, backing off administration-wide initiative to focus on targets of opportunity. • The Rest: Last 40%, focused on other issues, struggling to “keep the lights on.”

  18. Leadership for a Networked World • Transition 2011 Goal/Activity Analysis and Comments: • Online Services: • 1. Broadband (me) • 2. Wireless (me) • 3. Self-Service (me-”do your own IT”) • Open Government: • 4. Data Release (me) • 5. Internal Collaboration (me) • 6. External Collaboration (me) • New Business Models: • 7. Volunteered Resources (me) • 8. New Revenues • 9. Adjusted Commitments (Cutbacks)

  19. Leadership for a Networked World • For me: • Transition 2011 Goal/Activity Analysis and Comments: Not just putting things online but delivering high-quality services. • Clarifying Goals: Government Performance in Tough Times • Mobilizing Support: Us and Shelley Metzenbaum and John Kamensky • Taking Action: Packaging for National Dialogue and Road Show • Final Briefing Paper: Performance.gov

  20. Leadership for a Networked World • Questions and Answers: • New Business Models: O’Reilly Strata: Making Data Work Conference, February 1-3, 2011. • Best Practices for Data Policy: Licensing of government data - A look at NZGOAL at the International Data.gov Conference, November 17, 2010. • The ROI from Open Government Data: Innovation and jobs – seen some of the first, not sure about the second. • Clustering of government performance data: Spotfire Analytics on PART 2008 Data. • Alice Rivlan: Is the spreadsheet of data and models for the Debt Task Force Reduction Report available? Yes, and I got it from her staff! • Bob Knisley(former deputy, National Performance Review): recommends Lester Solomon’s Tools of Government. • David McClure: ExpertNet and VivekKundra: 25 Point Plan

  21. Final Briefing Paper for the Leadership in a Networked World Fall Term 2010 http://semanticommunity.info/CIOs_Learning_Web_2.0_Wikis/Social_Business_Intelligence_from_Open_Government_Data

  22. Analytics of Debt Reduction Task Force Report in Preparation for Dr. Alice Rivlin’s Talk http://semanticommunity.info/Debt_Reduction_Task_Force

  23. Performance.gov Plan IN PROCESS http://semanticommunity.info/Performance.gov

  24. PART Analysis 2008 with Spotfire Web Player

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