Knowledge managment is a collaborative effort

Enterprise knowledge consist of tacit knowledge and explicit knowledge as shown on the knowledge iceberg.
Tacit knowledge represents internalized knowledge that an individual may not be consciously aware of,
At the opposite end of the spectrum, explicit knowledge represents knowledge that the individual holds consciously in mental focus,






“David’s Seven Principles of Knowledge Management are touchstones for me:

1. Knowledge can only be volunteered it cannot be conscripted.

You can’t make someone share their knowledge, because you can never measure if they have… .

2. We only know what we know when we need to know it.

Human knowledge is deeply contextual and requires stimulus for recall…

3. In the context of real need few people will withhold their knowledge.

A genuine request for help is not often refused unless there is literally no time or a previous history of distrust… Linking and connecting people is more important than storing their artifacts.

4. Everything is fragmented.

We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents…Our brains evolved to handle fragmented patterns not highly structured information.

5. Tolerated failure imprints learning better than success.

When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide… attempting to impose best practice systems is flying in the face of over a hundred thousand years of evolution that says it is a bad thing.

6. The way we know things is not the way we report we know things.

There is an increasing body of research data which indicates that in the practice of knowledge people use heuristics, past pattern matching and extrapolation to make decisions, coupled with complex blending of ideas and experiences that takes place in nanoseconds. Asked to describe how they made a decision after the event they will tend to provide a more structured process oriented approach which does not match reality. This has major consequences for knowledge management practice.

7. We always know more than we can say; we will always say more than we can write down.

This is probably the most important. The process of taking things from our heads, to our mouths (speaking it) to our hands (writing it down) involves loss of content and context…”









6.3 LEARN FROM THE STORY OF STONE SOUP TO RETRIVE EMBEDDED INSTITUTIONAL KNOWLEDGE.


It is a story about how two solders retrieve hidden food from the villagers to make the best pot of soup that the villagers can not forget for a long time. It is a matter of how to trigger collaboration in a competitive people community.





If the solders ask food directly form the villager, they will be starved and kicked out of the village. However, the two solders have mastered the human nature. Instead of asking food from the villagers, they told the villagers that they are able to make the best soup to share with every one with some magic stone. They have raised the villager’s curiosity. The second thing they have done is to let the villagers know that the soup will test better with some ingredient. Again it is a human nature that people like to show off with better solution. The Stone Soup story illustrate a technique to orchestrate collaboration in a competitive environment.

To discover the pieces of institutional knowledge, the Enterprise Architects must know well about human nature to orchestrate collaboration in a competitive environment. It is not the best way to request for direct input with different survey form and data call.
The Enterprise Architects discover all the parts by raising the people curiosity and gather the information about the enterprise for both the part that you know how ask for and the part that you do not know how to ask for.

The Enterprise Topology approach take same approach as the solders done in the story to establish an high level Enterprise framework with very little content similar to a pot of water with magic stone. The key is the magic stone, in the case of Enterprise Topology, the magic stone is the high level Enterprise framework which illustrate a holistic Enterprise big picture which is able to raise the viewers curiosity.

The priciple of Collabortion and reconcilaiton is easy to say but very difficult to do. Enterprise Architects are trained to articulate collaboration and reconcilliaiton

Leverage on the story of stone soup to orchistrate collaboration and reconciliation







The As-IS enviroment document the enterprise EA artifacts and the relation between the EA artifacts to describe the application catalog, the data components and its relationship and the infrasturure. However, it is not an asset managment to track the inventory of IT property. General speaking, the As-Is environment reside in the EA repository and the asset managment reside in the configuration Managment Data Base. The industry use object oriented database to accomondate the complicate relation between the EA artifact.


Take time dimension into consideration
Leverage on CMMI

EA is not static, it change continuously alogn the time dimension. As-is enviromemnt and target architecture are relatively speaking depends on the time dimension.




As-Is environment consist of the

Baseline architecture snap shot.

The dashboard in realtime

The preservation of institutional knowledge. ^ TOP

Posted on 12:32:04 by LEA -

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