MANAGING CONCERN KNOWLEDGE IN SOFTWARE SYSTEMS

2011 ◽  
Vol 21 (07) ◽  
pp. 957-987
Author(s):  
IMED HAMMOUDA ◽  
KAI KOSKIMIES ◽  
TOMMI MIKKONEN
Keyword(s):  
Knowledge Management ◽  
Knowledge Representation ◽  
Software Development ◽  
Tacit Knowledge ◽  
Case Studies ◽  
Software Systems ◽  
Development Projects ◽  
Prototype Tool ◽  
New Knowledge ◽  
Role Based

Knowledge representation, acquisition, and sharing in software development projects is challenging due to the involvement of different kinds of stakeholders and large heterogeneous repositories of artifacts. In this paper, we argue that the concept of a concern can be used to facilitate the management of knowledge concerning the various system artifacts. Concerns represent pieces of knowledge pertaining to various viewpoints and interests of the stakeholders. In order to represent concerns, we propose the use of a non-intrusive role-based mechanism called a fragment. Using this mechanism, tacit knowledge can be made explicit by mapping stakeholders interests to artifact repositories, concern-based queries can be addressed to the repositories, and concerns can be combined to produce new knowledge. A concern-based prototype tool environment for knowledge management has been built and used for evaluating the approach in the context of industrial case studies.

scholarly journals The Role of Knowledge Management in Development Projects

2011 ◽  
Vol 10 (04) ◽  
pp. 315-326 ◽  
Author(s):  
Paul Oluikpe ◽  
Muhammad Sohail ◽  
Frank Odhiambo
Keyword(s):  
Knowledge Management ◽  
Case Studies ◽  
Management Practices ◽  
Project Success ◽  
Operational Efficiency ◽  
Development Projects ◽  
New Knowledge ◽  
Knowledge Management Practices ◽  
Completion Times

The paper investigates the role of knowledge management in enabling project success, innovation, completion times, operational efficiency and the generation of new knowledge in development projects. Four projects in Uganda, Nigeria, and Cote d'Ivoire were used as case studies. The objective was to explore the nature of knowledge management practices in these projects in order to see how they could be improved. The research found that knowledge management is a significant factor in speeding up completion times, achieving project success, innovation, operational efficiency and the generation of new knowledge. Knowledge sharing practices were identified within case studies and difficulties relating to managing knowledge generated during the project were highlighted.

Conceptualising a New Knowledge Management Logic Model for Global Health: A Case-Study Approach

2015 ◽  
Vol 14 (02) ◽  
pp. 1550015 ◽  
Author(s):  
Saori Ohkubo ◽  
Sarah V. Harlan ◽  
Naheed Ahmed ◽  
Ruwaida M. Salem
Keyword(s):  
Knowledge Management ◽  
Global Health ◽  
Case Studies ◽  
Health Professionals ◽  
Health Workers ◽  
Logic Model ◽  
Unique Contribution ◽  
Program Outcomes ◽  
New Knowledge ◽  
Health Field

Over the past few decades, knowledge management (KM) has become well-established in many fields, particularly in business. Several KM models have been at the forefront of promoting KM in businesses and organisations. However, the applicability of these traditional KM models to the global health field is limited by their focus on KM processes and activities with few linkages to intended outcomes. This paper presents the new Knowledge Management for Global Health (KM4GH) Logic Model, a practical tool that helps global health professionals plan ways in which resources and specific KM activities can work together to achieve desired health program outcomes. We test the validity of this model through three case studies of global and field-level health initiatives: an SMS-based mobile phone network among community health workers (CHWs) and their supervisors in Malawi, a global electronic Toolkits platform that provides health professionals access to health information resources, and a netbook-based eHealth pilot among CHWs and their clients in Bangladesh. The case studies demonstrate the flexibility of the KM4GH Logic Model in designing various KM activities while defining a common set of metrics to measure their outcomes, providing global health organisations with a tool to select the most appropriate KM activities to meet specific knowledge needs of an audience. The three levels of outcomes depicted in the model, which are grounded in behavioural theory, show the progression in the behaviour change process, or in this case, the knowledge use process, from raising awareness of and using the new knowledge to contributing to better health systems and behaviours of the public, and ultimately to improving the health status of communities and individuals. The KM4GH Logic Model makes a unique contribution to the global health field by helping health professionals plan KM activities with the end goal in mind.

Managing Tacit Knowledge to Improve Software Processes

2014 ◽  
pp. 143-160
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Managing Tacit Knowledge to Improve Software Processes

2017 ◽  
pp. 1567-1585
Author(s):  
Alberto Heredia ◽  
Javier García-Guzmán ◽  
Fuensanta Medina-Domínguez ◽  
Arturo Mora-Soto
Keyword(s):  
Knowledge Management ◽  
Change Management ◽  
Tacit Knowledge ◽  
Process Improvement ◽  
Software Process ◽  
Software Process Improvement ◽  
Development Cost ◽  
Software Product ◽  
New Knowledge ◽  
Software Processes

In general, software process improvement entails significant benefits such as increased software product quality, decreased time and development cost, and decreased risks. To obtain these, organizations must apply knowledge management because the identification of new knowledge is considered key to success when improving software processes. Existing knowledge is, however, difficult to find, and when found, it is often difficult to reuse in practice. This is due to the fact that a considerable part of the knowledge that is useful for executing software processes is tacit and not all of it can be captured and made explicit. The purpose of this chapter is to present a framework for software process improvement based on the enrichment of organizational knowledge by means of the acquisition of tacit knowledge from individuals working in different teams and environments. The framework includes the specification of roles, processes, and tools, and is based on a process asset library and the introduction of configuration and change management mechanisms.

Towards The New Episteme

2013 ◽  
pp. 45-59
Author(s):  
Zbigniew Król
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Philosophy Of Language ◽  
Explicit Knowledge ◽  
Professional Collaboration ◽  
Science Knowledge ◽  
Types Of Knowledge ◽  
New Knowledge ◽  
Definition Of ◽  
The Given

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (non-nominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.

Knowledge Management and Software Development Organization

2017 ◽  
pp. 226-246 ◽  
Author(s):  
Marcello Chedid ◽  
Leonor Teixeira
Keyword(s):  
Knowledge Management ◽  
Software Development ◽  
Tacit Knowledge ◽  
Development Process ◽  
Management Process ◽  
Software Development Process ◽  
Development Organization ◽  
Main Challenge ◽  
The Difference ◽  
Knowledge Intensive

Software development organization (SDO) is a kind of knowledge-intensive business and their large majority is small and medium enterprise (SME) facing similar challenges of large ones. The diversity and complexity of the SDO environment makes knowledge the fundamental element in the software development process, which strengthens the importance of an effective knowledge management process. The software development process involves multidisciplinary teams, and the various working meetings that occur during a project are conducive to generate and share a lot of knowledge, in particular tacit knowledge. The use of a knowledge management process that enables to manage tacit knowledge will define the difference between a good SDO performance and the best SDO performance. This chapter aims to present an exploratory study based on literature review, with the aim of identifying the main challenge of knowledge management in the SDO context. The authors also aim to address some new research directions.

Open Source Software Systems

2010 ◽  
pp. 439-459
Author(s):  
R. B. Lenin ◽  
S. Ramaswamy ◽  
Liguo Yu ◽  
R. B. Govindan
Keyword(s):  
Software Development ◽  
Software Systems ◽  
The Internet ◽  
Development Projects ◽  
Work Processes ◽  
High Quality ◽  
Software Products ◽  
Geographic Boundaries ◽  
Doing Business ◽  
Development Costs

Complex software systems and the huge amounts of data they produce are becoming an integral part of our organizations. We are also becoming increasingly dependent on high quality software products in our everyday lives. These systems ‘evolve’ as we identify and correct existing defects, provide new functionalities, or increase their nonfunctional qualities - such as security, maintainability, performance, etc. Simultaneously, more software development projects are distributed over multiple locations (often globally) and are often several millions of dollars in development costs. Consequently, as the Internet continually eliminates geographic boundaries, the concept of doing business within a single country has given way to companies focusing on competing in an international marketplace. The digitalization of work and the reorganization of work processes across many organizations have resulted in routine and/or commodity components being outsourced.

Knowledge Management of Healthcare by Clinical-Pathways

2010 ◽  
Vol 09 (02) ◽  
pp. 119-125 ◽  
Author(s):  
Tomoyoshi Yamazaki ◽  
Katsuhiro Umemoto
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Case Studies ◽  
Knowledge Creation ◽  
Clinical Pathways ◽  
Medical Doctors ◽  
New Knowledge ◽  
Healthcare Process ◽  
Knowledge Intensive

Healthcare is a knowledge-intensive service provided by professionals, such as medical doctors, nurses, and pharmacists. Clinical-pathways are used by many healthcare organisations (HCOs) as a tool for performing the healthcare process, sharing and utilising knowledge from different professionals. In this paper, case studies were performed at two HCOs that use clinical-pathways actively in the healthcare process. Theoretical model construction, sharing, utilisation, and creation of the knowledge by different professionals, were tested by the case study of two HCOs which use clinical pathways actively. The theoretical model was a knowledge creation model which creates new knowledge continuously. In this theoretical model, clinical-pathways are suggested to be an effective tool for knowledge management in healthcare.

Towards The New Episteme

2010 ◽  
Vol 1 (1) ◽  
pp. 43-57
Author(s):  
Zbigniew Król
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Philosophy Of Language ◽  
Explicit Knowledge ◽  
Professional Collaboration ◽  
Science Knowledge ◽  
Types Of Knowledge ◽  
New Knowledge ◽  
Definition Of ◽  
The Given

The usual horizon of knowledge science is limited to nominalism, empiricism, and naturalistic and evolutionary epistemologies. I propose to broaden this horizon by applying some other philosophical attitudes, such as a non-nominalistic philosophy of language. A basic methodology for the new episteme, including (nonnominalistic) typology and a definition of knowledge and of tacit knowledge, is proposed. Several types of knowledge and the corresponding tacit knowledge are discussed within a broadened philosophical context. There are many types of knowledge and tacit knowledge using different methods of sharing. The main problem with the effective sharing of tacit knowledge is sharing knowledge relevant to the given problem. The transfer, change and transformation of tacit knowledge into explicit knowledge are possible. An example of such a transition, which I call conceptualization, is described. Conceptualization exemplifies how new knowledge can be created with the use of tacit knowledge. A need also exists for a professional collaboration between knowledge science, knowledge management and philosophy.

Tacit Knowledge in Management

2015 ◽  
Vol 8 (2) ◽  
Author(s):  
Sumat Jain ◽  
Jayant Dubey
Keyword(s):  
Knowledge Management ◽  
Tacit Knowledge ◽  
Management Education ◽  
Mental States ◽  
Michael Polanyi ◽  
Tacit Knowing ◽  
Skilled Performance ◽  
New Knowledge ◽  
Different Types ◽  
Tacit Knowledge Management

The concept of tacit knowing comes from scientist and philosopher Michael Polanyi. It is important to understand that he wrote about a process (hence tacit knowing) and not a form of knowledge. However, his phrase has been taken up to name a form of knowledge that is apparently wholly or partly inexplicable. Tacit knowledge cannot be “captured”, “translated”, or “converted” but only displayed and manifested, in what we do. New knowledge comes about not when the tacit becomes explicit, but when our skilled performance is punctuated in new ways through social interaction. tacit knowledge - Knowledge that enters into the production of behaviours and/or the constitution of mental states but is not ordinarily accessible to consciousness. See also cognize, knowledge, implicit memory, Background, rules. This paper presents the overview of the term Tacit Management, in which we are going to present the different types of tacit knowledge, definitions, and properties of it. How is it useful in applicability of management education? The benefits from it, failure due to lack of tacit knowledge, the paradox of it and at last the conclusion related to the terminology Tacit Knowledge Management (TKM).

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