MIS6625 Database and Knowledge Management Systems

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MIS6625Database and Knowledge Management Systems

• Fall 2003
• Prof. Alexander Korogodsky
• [phone]
• akorogod_at_fdu.edu

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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

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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

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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

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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

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The Strategic Alignment Model
Functional Integration
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Product, Service Technology Change Immersion
Incremental vs Radical Innovation
Global Community and Economy
Knowledge Economy internal/external
Value Demonstration
KNOWLEDGE MANAGEMENT IT can -
Enable - Drive - Inhibit
Leverage Core CSFs
Dynamic Stability
Leadership Skills Build Hierarchy
of Imagination
Integrated CRM SCM
Multiple careers. Rightsizing, Skills Shortage
Dis-intermediation / Re-intermediation
Wireless PDAs
Revenue vs Earnings Growth
New Organization Structures
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Course Schedule
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Grading

• 20 - Team Cases - presentations
• 30 - Individual Cases write-ups
• 40 - Final Assignment
• Case
• Presentation
• 10 - Participation

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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

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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.
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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 QA
• 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

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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

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Framework Description

• AS-IS
• Business
• Technology
• TO-BE
• Business
• Technology
• SWOT
• Stakeholders
• Alternatives
• Recommendations
• Next Steps

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Business AS-IS

• BUSINESS STRATEGY
• BUSINESS SCOPE
• PRODUCTS/SERVICES
• CUSTOMERS/CLIENTS
• COMPETITORS
• DISTINCTIVE COMPETENCIES
• BUSINESS GOVERNANCE
• INTERNAL DECISIONS
• GOVERNMENT REGULATION
• STRATEGIC PARTNERS
• BUSINESS INFRASTRUCTURE
• ORGANIZATION STRUCTURE
• KEY PROCESSES
• H/R

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Information Technology AS-IS

• IT STRATEGY
• TECHNOLOGY SCOPE
• KEY APPLICATIONS
• KEY TECHNOLOGIES
• SYSTEMIC COMPETENCIES
• IT GOVERNANCE
• IT INFRASTRUCTURE
• ARCHITECTURE
• KEY PROCESSES
• HR

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Business TO-BE

• BUSINESS STRATEGY
• BUSINESS SCOPE
• PRODUCTS/SERVICES
• CUSTOMERS/CLIENTS
• COMPETITORS
• DISTINCTIVE COMPETENCIES
• BUSINESS GOVERNANCE
• INTERNAL DECISIONS
• GOVERNMENT REGULATION
• STRATEGIC PARTNERS
• BUSINESS INFRASTRUCTURE
• ORGANIZATION STRUCTURE
• KEY PROCESSES
• H/R

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Information Technology TO-BE

• IT STRATEGY
• TECHNOLOGY SCOPE
• KEY APPLICATIONS
• KEY TECHNOLOGIES
• SYSTEMIC COMPETENCIES
• IT GOVERNANCE
• IT INFRASTRUCTURE
• ARCHITECTURE
• KEY PROCESSES
• H/R

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STAKEHOLDERS
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Stakeholders

• 1. Competitors / potential entrants
• 2. Customers / Clients
  
  3. Employees
• 4. End User Partners
  
  5. IT
• 6. Partners
  
  7. Senior Managers
• 8. Shareholders

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Key Stakeholders(with regards to major problems
opportunities)
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Recommendations
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Next Steps
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Questions?