Knowledge Management

Knowledge Management
Prof. Rushen Chahal
Page 1
Introduction
What do we mean by knowledge? Discussion Class Drucker (1994): The knowledge society will be more competitive than anything that we have seen so far. Why? With knowledge being universally accessible there will be no reason for por performance. Cyert (1991): The most crucial variable in economic development is Knowledge. Page 2
Introduction
Leonard-Barton (1995): Organizations that are successful innovators are those that build and manage knowledge effectively through activities as developing shared problem-solving skill, experimentation, integrating knowledge across functional boundaries, and importing expertise from external sources.
Page 3
Ancient Collaboration at the organizational level Could revolutionize collaboration and computing
Page 4
Opening Vignette: Knowledge Management Gives Mitre a Sharper Edge

Mitre - knowledge management system (KMS) to leverage organizational knowledge effectively throughout the organization Internal marketing during development
Supported at the highest level Provided an important application
Organizational culture shift was critical Saved $54.91 million / invested $7.19 million
Page 5
Leverages intellectual assets Delivers appropriate solutions to anyone, anywhere Good managers have always done this Ancient concept
Page 6
DSS Insights- GEM: A DSS for Workload-Planning Decisions

Overview: . GEM a large stevedoring company . Schedules developed a week ahead . Each ship is expected to arrive within 10 days . Unexpected conditions cause the schedule to be re- written
Page 7

System Description: * means very important variable
y Ships . . . . . . . ETA Cargo Information Ships workload per location DWT Permitted berths Maximum number of elevators ETD*
Page 8
DSS Insights- GEM: A DSS for Workload-Planning Decisions Berth . Equipment information . Availability of equipment . Maximum permitted length . Maximum permitted draught . Maximum permitted DWT
Page 9

y Other characteristics .The planner can override the system .Each ship has a max number of elevators which can be set by the planner y System operation .Run planning scenario with no penalties .Study results .If there are ships in an unfavorable position (ETD) - manipulate penalties to improve ships position .Repeat until satisfactory y Class discussion!!!!!! Page 10
Page 11
Page 12
Page 13
Helps organizations Identify Select Organize Disseminate Transfer Important information and expertise within the organizational memory in an unstructured manner
Page 14
Knowledge
As a form of capital, must be exchangeable among persons, and must be able to grow Intellectual Capital- as the competence of an individual and the commitment of the individual to the organizations goals (competence * commitment)
Page 15
Requires a major transformation in organizational culture to create a desire to share
Page 16
Knowledge
Information that is contextual, relevant, and actionable Knowledge is INFORMATION IN ACTION Higher than data and information
Page 17
Page 18
Page 19
Knowledge Types
Advantaged knowledge Base knowledge Trivial knowledge Explicit knowledge Tacit knowledge
Page 20
Knowledge Types
Advantaged Knowledge- Knowledge that provides competitive advantage Base Knowledge- Knowledge that is integral to an organization, providing it with short-term solutions (i.e. best practices) Trivial knowledge- knowledge that has no impact on the organization
Page 21
Explicit Knowledge
Objective, rational, technical Easily documented Easily transferred / taught / learned
Page 22
Tacit Knowledge
Subjective, cognitive, experiential learning Hard to document Hard to transfer / teach / learn Involves a lot of human interpretation
Page 23
Page 24
Page 25
Data, Information and Knowledge
INFORMATION Processed
Relevant and actionable
DATA
KNOWLEDGE
Relevant and actionable data
Page 26
Knowledge Has
Extraordinary leverage and increasing returns Fragmentation, leakage, and the need to refresh Uncertain value Uncertain value sharing
Page 27
Organizational Learning and Organizational Memory

Group memory Learning The learning organization Organizational memory Organizational learning Organizational culture
Page 28
Organizational Memory
Individual wells Information well Culture well Transformation well Structural well Ecology well
Page 29
Organizational Learning Focuses

Knowledge source Product-process focus Documentation mode Dissemination mode Learning focus Value chain focus Skill development focus
Page 30
Organizational Culture
Culture is a pattern of shared basic assumptions Most important aspect of KM success Why dont people share knowledge?
Page 31
Knowledge Management (KM)

A process of elicitation, transformation, and diffusion of knowledge throughout an enterprise so that it can be shared and thus REUSED Helps organizations find, select, organize, disseminate, and transfer important information and expertise Transforms data / information into actionable knowledge to be used effectively anywhere in the organization by anyone
Page 32
How Core Competency is Linked to Explicit and Tacit Knowledge

Process of explication may ge ner ate ne w tacit knowle dge
Explicit Knowledge
Conver t tacit knowledge into artic ulated and measurable explicit knowledge Policies, patents, decisions, stra tegies, IS, white papers, etc.
Tacit Tacit Knowledge Knowledge
Expertise, know-how, ideas, orga nization culture, values, etc.
Core Competencies of the Organization
Page 33
KM Objectives
Create knowledge repositories Improve knowledge access Enhance the knowledge environment Manage knowledge as an asset
Page 34
KMS Manage
Knowledge creation through learning Knowledge capture and explication Knowledge sharing and communication through collaboration Knowledge access Knowledge use and reuse Knowledge archiving
Page 35
Knowledge Repository
Not a database Not a knowledge base (like for ES) A collection of internal and external knowledge
Page 36
Knowledge Repository Types

External Structured internal knowledge Informal internal knowledge
Page 37
KM Activities
Externalization Internalization Intermediation Cognition
Page 38
KM Features
Create a knowledge culture Capture knowledge Generate knowledge Explicate (and digitize) knowledge Share and reuse knowledge Renew knowledge
Page 39
Cyclic Model of KM
Create knowledge Capture knowledge Refine knowledge Store knowledge Manage knowledge Disseminate knowledge
Page 40
Cyclic Model of KM
Capture Knowledge
Create Knowledge
Refine Knowledge
Disseminate Knowledge
Store Knowledge
Manage Knowledge
Page 41
KM Examples
Mitre Dow Chemical Company Xerox Chrysler Monsanto Chevron Buckman Laboratories KPMG Ernst & Young Arthur Andersen Andersen Consulting
Page 42
Why Adopt KM
Cost savings Better performance Demonstrated success Share Best Practices Competitive advantage
Page 43
Chief Knowledge Officer (CKO)

Maximize firms knowledge assets Design and implement KM strategies Effectively exchange knowledge assets Promote system use
Page 44
KM Development
Need a knowledge strategy Identify knowledge assets
Page 45
KM Development
1. 2. 3. 4. 5. 6. 7. Identify the problem Prepare for change Create the team Map out the knowledge Create a feedback mechanism Define the building blocks Integrate existing information systems
Page 46
Strategies for Successful KM Implementation

1. 2. 3. 4. 5. Establish a KM methodology Designate a pointperson Empower knowledge workers Manage customer-centric knowledge Manage core competencies
Page 47
More Strategies
6. 7. 8. 9. Foster collaboration and innovation Learn from best practices Extend knowledge sourcing Interconnect communities of expertise (communities of practice) 10. Report the measured value of knowledge assets
Page 48
KM Methods, Technologies, and Tools

Email or messaging Document management Search engines Enterprise information portal Data warehouse Groupware Workflow management Web-based training Others
Page 49
How to KM
Integrate the technologies to manage knowledge effectively
Page 50
KM Tool Categories
Information architecture Technical architecture Application architecture
Page 51
KM Software
Knowware still developing but DecisionSuite Wincite DataWare KnowledgeX Knowledge Share
Page 52
KM Success
Economic performance Technical and organizational infrastructure Standard, flexible knowledge structure Knowledge-friendly culture Clear purpose and language Change in motivational practices Multiple channels for knowledge transfer Worthwhile level of process orientation Nontrivial motivational encouragement Senior management support
Page 53
Measuring Success
Balanced Scorecard Skandia Navigator Economic Value Added Inclusive Valuation Methodology
Page 54
KM Failure Causes
1. Unclear definition of knowledge 2. Overemphasis on knowledge stock, not flow 3. Belief that knowledge exists outside peoples heads 4. Not recognizing the importance of managing knowledge 5. Failure to manage tacit knowledge
Page 55
More Failure Causes

6. 7. 8. 9. Failure to disentangle knowledge from its uses Downplaying reason and thinking Focusing on the past and present, not the future Failure to recognize the importance of experimentation 10. Substituting technology contact for human interface 11. Overemphasis on measuring knowledge, not its outcomes
Page 56
KM and AI
Can use AI in KM Can use KM in AI Data mining can create knowledge
Page 57
Electronic Document Management

A KM for documents Everyone is on the same page Documents are up to date Simple example: corporate phonebook
Lower costs Better performance

Page 58
The Knowledge-Based View of Decision Making Accepting Messages: see next slide
y A decision maker (human-being) can accept stimuli from the environment y The stimuli are messages that carry knowledge (information) y Some messages have a direct and immediate impact on the decisions being manufactured Other messages can be: . discarded . passed along to others and or other places . stored for future use
Page 59
Page 60
The Knowledge-Based View of Decision Making Issuing Messages The decision maker can issue messages to the surroundings: . other people . documents/storage vessels The message may also be the Manufactured Decision
Page 61
The Knowledge-Based View of Decision Making Assimilating Knowledge

y Figure 4.2, page 99. y Once the Decision maker has established the meaning of an incoming message it can be assimilated with the DMs knowledge store y When new knowledge is assimilated, it alters the knowledge store: . just be added . cause existing knowledge to be altered, discarded, or marked as being obsolete . It may cause fundamental alterations of the knowledge store
Page 62
Page 63
The Knowledge-Based View of Decision Making Recognizing the Need for a Decision
May be very obvious: . Highly structured . Happens frequently May be take many repetitions of the event/stimuli to initiate action, thus it is: . unstructured . novel . by observing conditions (economic, political, mechanical) we may come to recognize that: - a problem exits - a solution is required Page 64
The Knowledge-Based View of Decision Making

Manufacturing a Decision:
The manufacturing process produces new knowledge from knowledge.
The sources of raw materials is the decision makers storehouse of knowledge (experience, facts, rules, etc). Knowledge is extracted on an as needed basis and manipulated by Cognitive abilities to produce solutions for the flow of problems that constitutes the KNOWLEDGE Manufacturing Process. The solution that is the product of the process is the NEW KNOWLEDGE.
Page 65
1. A Manufacturing Analogy Material Product Decision 1. The process begins in reaction to a customer The process begins in reaction to a recognized order or anticipated order. need or opportunity. 2. The process draws on an inventory of raw The process draws on an inventory of materials. KNOWLEDGE. 3. Items entering inventory are subject to Knowledge is assimilated into inventory only if quality testing controls. it is expected to be usable. 4. Abilities for manipulating materials Abilities for manipulating knowledge transform/assemble raw materials into final transformation/assemble existing knowledge into new knowledge about what to do. products. During the process there are intermediate 5. During the process may yield material bypieces of knowledge called problem solutions. products that are stored in inventory or discarded. 6. The process may yield material by-products The process may yield knowledge by-products that are stored in inventory or are discarded. that are stored in inventory or are discarded. 7. The manufacture may be an individual or The decision maker may be an individual or have multiple participants. consist of multiple participants 8. The finished product is packaged for The decision is packaged for distribution. distribution. From Holsapple & Whinston, 1996, page 100.
Page 66
Defining Knowledge
Three Views of Knowledge
y Knowledge Representations:
If a system has and can use a representation of something then the system itself can also be said to have KNOWLEDGE. The textbook can be a representation of knowledge if it can be read.
Representation is an abstraction pattern of Symbols =>
It embodies knowledge:
Page 67
Defining Knowledge
A useable representation of something
From a DSS point of view we must be concerned with
the computer memory and how it
processes knowledge represents knowledge
Clean data and defined objects are required
Page 68
Knowledge States
A set of states ranging from raw data to decisions

Six states of Knowledge: data Information structured information insight judgment decision: The highest state Page 69
Defining Knowledge
One state of knowledge can be used to generate different states of knowledge DSS help in:
Acquiring knowledge deriving knowledge
Page 70
Knowledge Production
y The result of a productivity activity (i.e. LEARNING) involving acquisition and/or derivation
The flows and stock of knowledge Figure 4.3, page 106 Stocks are the inventories of knowledge The flows are the messages that tell the stock to do something
Page 71
Page 72
Knowledge Sources
The decision makers store house of Knowledge: Internal & External
y The DM can be active or Passive about acquiring knowledge y Active: Message can be emitted to invoke a response y Passive the DM observes without invoking reactions
Page 73
Knowledge Sources
The Decision to Acquire/ Derive Knowledge
General a mixture of acquiring and derivation of knowledge Acquiring knowledge may tax: cognitive abilities, time, economic limits There are tradeoffs DSS tens to promote greater reliance on internal production of knowledge
Page 74
Knowledge Sources
Reliability of Knowledge:
Do we get the same knowledge from internal and external sources? If there are multiple external sources- to they yield the same result DSS y Without a DSS it may be infeasible to produce
the it internally Use the DSS in parallel with the knowledge acquisition to check the source reliability
Page 75
Knowledge Sources
Knowledge Qualities
DSS
y accurately retaining knowledge y flagging inconsistencies y analyzing uncertainties y tracking multiple sets of knowledge
Page 76
Knowledge Sources
Utility of Knowledge: Usefulness
Knowledge can be useful to different people To a history professor knowledge about particle physics is probably not useful Figure 4.4 DSS:
Present what is relevant to a specific DM Provide high quality knowledge
Page 77
Techniques
Text Management Forms Management Business Graphics Solver Management Rule Management Database Management Report Generation Spreadsheet Analysis Programming Message Management
Page 78
Reasons for Understanding Knowledge Management
Position or integrate Knowledge into a decision Extend the role of supporting participants from mere production to the processing, storage, retrieval, dissemination, utilization and general management of knowledge. Facilitate and develop a philosophy and methodologies for handling knowledge Shift the role of supporting participants from producing certainty and complete knowledge to structuring ignorance and managing uncertainty
Lohuizen & Kochen, 1986 in Holsapple & Whinston, 1996, page 112
Page 79
y Five types of Knowledge 1. 2. 3. 4. 5. Practical Intellectual Pastime Spiritual Unwanted
Page 80
Three Primary Types of Knowledge 1. Descriptive: Includes descriptions of past, present, future, and hypothetical situations. DATA and INFORMATION- To Know What 2. Procedural Knowledge: The how to do; Step-by-Step 3. Reasoning Knowledge: To know WhyApproaches to problem solving
Page 81
Three Secondary Types of Knowledge
1. Linguistic: Vocabulary and grammar, body language, meaning of gestures. 2. Assimilation Knowledge: The basis for controlling changes to the knowledge store. A filtering mechanism 3. Presentation Knowledge: The basis for packaging outgoing responses Page 82
y The Decision Maker possess knowledge y The DSS has processing abilities that can supplement the Decision Maker
Page 83
Page 84
Page 85
Page 86
The Cognitive Basis for Knowledge

Declarative Knowledge
factual information that is static in nature it is usually describable to us history- events, facts flexible- it can be reorganized to suite our purposes Knowing That
Page 87
Cognitive- Knowledge
Some knowledge can be encoded in a declarative format which can later be transformed into a procedural format as we become familiar with the information. Examples: Reading Windows for Dummies Reading a Golf technique book then truing on the PC/ Play golf
Page 88
Cognitive Knowledge
Attention: the concentration and focusing of mental activity Paying attention seems to accentuate, or enhance, sensory input that has been focused on
Page 89
The Cognitive Basis for Knowledge

Procedural Knowledge
the underlying skillful actions we possess it is dynamic it is not very describable the acquisition of a skill involves making and detecting errors (skiing, bike riding, ballet) with additional experience we improve Knowing How
Page 90
Page 91
Page 92
Information Processing
Sensory system: where specific aspects of the environment are detected and organizedinto cognitive code The code is passed into memory Memory
Working memory: a workbench for cognitive codes (short term memory) Permanent memory: long term storage of declarative and procedural knowledge
Page 93
Page 94
Page 95
Memory
External Input Sensory Register Short-term Storage Long-term Storage
Page 96
Sensory Register
Where our feature detection and pattern recognition process produce a cognitive code that can be stored for a short time. The Sensory register does not depend on resource allocation- we do not have to pay attention to incoming stimuli in order to have this cognitive code created.
Page 97
Sensory Register
It must have a large storage capacity It is modality specific:
has difference storages for audio, visual
The code in storage Decays over time Resources must be allocated to transfer the code to STM or LTM
Page 98
Short-term Memory
Limited capacity (RAM) Storage is organized by sensory component:
acoustic, verbal, linguistic
Storage duration of unrehearsed material is about 30 seconds Material that is not elaborated or transferred decays.
Page 99
Long-term Memory
To go from STM to LTM requires rehearsal Rehearsal:
procedures that maintain the vitality of the code STS code will last indefinitely if it is occasionally refreshed by rehearsal. Rehearsal duplicates and augments the code for long-term storage (associations/links are created),
Page 10
Page 10
Page 10
Page 10
Page 10
Page 10
The Architecture of Knowledge Repositories --- "Pipeline"

Knowledge Views Knowledge Repository S U P P L I E R S Aquisition Repository * Content * Structure * Content * Packaging/Format * Accessing/Distribution
U S E R S
Storage Refinement Retrieval Distributed Presented
Process Platform
Technology Infrastructure Organizational Infrastructure
Page 10
The Architecture of Interactive Knowledge Repositories --- "Virtual"
Knowledge Views Knowledge Repository Repository * Content * Structure * Content * Packaging/Format * Accessing/ Distribution
Storage Aquisition Refinement Retrieval Distributed Presented
Discussion Participants
Page 10
Knowledge Engineering and Acquisition
Page 10
Taxonomy of Knowledge Types

Primary Descriptive: data, information, descriptions of past, present, and future situations Procedural: how to do something Reasoning: codes of conduct, regulations, policies, diagnostic rules Secondary Linguistic: vocabulary, grammar, knowledge of gestures Assimilative: permissible contents, retention cycles, relevancy filters Presentation: modes of communication, graphing, messaging, inverse of Linguistic knowledge
Page 10
Conceptual Model of Knowledge Engineering Process
PERSON Expert performance of some task in some domain Feedback Elicitation Psychology of person
Personal construct psychology of person as an anticipatory system
Required Expertise Transfer
COMPUTER Emulation of expert performance of some task in some domain
Knowledge Elicitation Tools
Validation and Verification Feedback of Performance and Knowledge
Knowledge Structuring Tools
Ontology of computer
knowledge representation and operationalizing an anticipatory system
Psychological model of skilled performance

Representation of skill in terms of conceptual structures
Knowledge Modeling Tools
Computational model of skilled performance

Representation of skill in terms of logical structures
Unification of psychological and computational representation
Page 11
Knowledge Acquisition Dimensions

Strategic
KE-driven Expert-driven Machine-driven
Interviews Protocol analysis Repertory Grid
Tactical
Page 11
Five-Stage General Process of Knowledge Acquisition
Identification
Requirements
Identify Problem Characteristics
Conceptualization
Find Concepts To Represent Knowledge
Concepts
Formalization
Structure
Design Structure to Organize Knowledge

Reformulations Redesigns
Implementation
Formulate Rules, Frames, etc., to Embody Knowledge

Refinements
Rules
Testing
Validate Rules that Organize Knowledge
Page 11
Basic Pre-Interview Checklist

Decide what you need to know. Ask yourself why this information is needed. Determine that an interview is the best method for obtaining this information. Determine the appropriate degree of structure for the interview. Consider the method in which the answers to your questions will be coded and analyzed.
Page 11
Necessary Task Conditions for Successful Concurrent Protocols

The sample of cases employed must be highly representative of the task under study. Each task must have a clearly defined conclusion or point of completion. The task must be able to be completed in one protocol session. All data must be presented to the expert in a familiar form. A test case should be given to the expert prior to the collection of protocols so that he or she may become familiar and comfortable with the verbalization process.
Page 11
Typical Repertory Grid Structure

Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept Concept
Individual
Individual
Individual
Individual
Individual
Individual
Individual
Constructs Element 1 Element 2 Element 3 Distinction 1Constraint 1,1Constraint 1,2Constraint 1,3 Distinction 2Constraint 2,1Constraint 2,2Constraint 2,3 Distinction 3Constraint 3,1Constraint 3,2Constraint 3,3 Distinction 4Constraint 4,1Constraint 4,2Constraint 4,3 Distinction 5Constraint 5,1Constraint 5,2Constraint 5,3
Page 11
Knowledge Base Validation Measures and Techniques

Accuracy: How well does the system reflect reality. How correct is the knowledge in the knowledge base. Adaptability: Possibilities for future development or changes. Adequacy: The portion of the necessary knowledge that is included in the knowledge base. Appeal: How well the knowledge base matches intuition and stimulates thought and practicability Breadth: How well is the domain covered. Depth: The degree of the detailed knowledge. Face Validity: How credible is the knowledge. Generality: Capability of a knowledge base to be used with a broad range of similar problems. Precision: Capability of the system to replicate particular system parameters. Consistency of advice and coverage of variables in the knowledge base. Realism: Accounting for the relevant variables and relations. Similarity to reality. Reliability: The frequency of system predictions that are correct. Robustness: Sensitivity of conclusions to model structure. Sensitivity: The impact of changes in the knowledge base on the quality of outputs. Technical/Operational: Goodness of the assumptions, context, constraints, and conditions. Turing test: Ability of a human evaluator to identify if a given conclusion is made by a real expert or a computer. Usefulness: How adequate the knowledge is (in terms of parameters and relationships) for solving correctly. Validity: The capability of the knowledge base for producing empirically correct predictions.
Page 11
KM The Future
Not a fad Impact is immense Research on organizational culture How to do each step Are they the right steps?
Page 11
The definition is clear The concepts are clear The challenges are
Clear Surmountable
The benefits are clear (and can be huge) The tools and technologies are viable
Page 11
Knowledge Management Key Issues

Organizational culture Executive sponsorship Measuring success The future: Comprehensive standardized KM packages
Page 11
Knowledge Mangement
The wise see knowledge and action as one (Bhagvad Gita) Intelligent organizations recognize that knowledge is an asset, perhaps the only one that grows over time, and when harnessed effectively can sustain the ability to continuously compete and innovate.
Page 12

Knowledge Management

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Knowledge Management

Uploaded by

Copyright:

Available Formats

Knowledge Management

Prof. Rushen Chahal

Opening Vignette: Knowledge Management Gives Mitre a Sharper Edge

DSS Insights- GEM: A DSS for Workload-Planning Decisions

DSS Insights- GEM: A DSS for Workload-Planning Decisions

DSS Insights- GEM: A DSS for Workload-Planning Decisions

Data, Information and Knowledge

Relevant and actionable

Relevant and actionable data

Organizational Learning and Organizational Memory

Organizational Learning Focuses

Knowledge Management (KM)

How Core Competency is Linked to Explicit and Tacit Knowledge

Tacit Tacit Knowledge Knowledge

Expertise, know-how, ideas, orga nization culture, values, etc.

Core Competencies of the Organization

Knowledge Repository Types

Chief Knowledge Officer (CKO)

Strategies for Successful KM Implementation

KM Methods, Technologies, and Tools

More Failure Causes

Electronic Document Management

 Lower costs  Better performance

The Knowledge-Based View of Decision Making Assimilating Knowledge

The Knowledge-Based View of Decision Making

Clean data and defined objects are required

A set of states ranging from raw data to decisions

The Cognitive Basis for Knowledge

The Cognitive Basis for Knowledge

The Architecture of Knowledge Repositories --- "Pipeline"

Storage Refinement Retrieval Distributed Presented

Technology Infrastructure Organizational Infrastructure

The Architecture of Interactive Knowledge Repositories --- "Virtual"

Storage Aquisition Refinement Retrieval Distributed Presented

Knowledge Engineering and Acquisition

Taxonomy of Knowledge Types

Conceptual Model of Knowledge Engineering Process

Required Expertise Transfer

COMPUTER Emulation of expert performance of some task in some domain

Knowledge Elicitation Tools

Validation and Verification Feedback of Performance and Knowledge

Knowledge Structuring Tools

Psychological model of skilled performance

Knowledge Modeling Tools

Computational model of skilled performance

Unification of psychological and computational representation

Knowledge Acquisition Dimensions

Interviews Protocol analysis Repertory Grid

Five-Stage General Process of Knowledge Acquisition

Identify Problem Characteristics

Find Concepts To Represent Knowledge

Design Structure to Organize Knowledge

Formulate Rules, Frames, etc., to Embody Knowledge

Validate Rules that Organize Knowledge

Basic Pre-Interview Checklist

Necessary Task Conditions for Successful Concurrent Protocols

Typical Repertory Grid Structure

Knowledge Base Validation Measures and Techniques

Knowledge Management Key Issues

You might also like

Lower costs Better performance