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Knowledge Management and Business Process Integration Learning

Archive for October 2009

The DECOR approach to Business Process Oriented Knowledge Management (BPOKM)

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Giorgos Papavassiliou1, Spyridon Ntioudis1, Gregoris Mentzas1, Andreas Abecker2 1 School of Electrical and Computer Engineering, National Technical University of Athens.

Business Process Management (BPM) and Business Process Reengineering (BPR) [1,2] have been predominant business trends from the mid eighties until the nineties, and are now becoming “serious tools” instead of hype; in the decade from the mid nineties on, the most “fashionable” trend seems to be Knowledge Management (KM) [3,4]. The DECOR project (“Delivery of Context-Sensitive Organizational Knowledge” [18]) develops method and tools for Business-Process Oriented Knowledge Management (BPOKM), a synergetic combination of the two approaches which builds on the fact that business processes constitute a major knowledge platform of a company; i.e. knowledge is mostly created and used in business processes, knowledge reuse is useful to a big extent within business processes (BP), and new knowledge to be acquired or created is relevant if it is relevant for optimally enacting business processes.


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Written by astimen

October 28, 2009 at 11:54 pm

Ontology-based approach to reuse of business process knowledge

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Donatas Čiukšys & Albertas Čaplinskas, Vilniaus universiteto Matematikos ir informatikos fakulteto lektorius Vilnius University, Faculty of Mathematics and Informatics.

The paper proposes an approach to reuse of business process knowledge based on domain engineering, knowledge engineering and ontology-based systems engineering. The main idea of the proposed approach is to separate business process ontology and application domain ontology, and reuse the process ontology in different application domains. A notion of generic business process is introduced and is defined as a family of similar business processes. The two life cycles activity of location of generic business process in application domain is discussed.


Engineering of process domain is an activity that is analogous to the domain engineering activity in the two life cycles model (Czarnecki, Eisenecker, 2000). Its purpose is to develop particular process domain. This activity includes three sub-activities referred as analysis, design and implementation of process domain. Process engineering is an activity that is analogous to the application engineering activity in the two life cycles model (Czarnecki, Eisenecker, 2000). Its purpose is to generate a particular business process and to locate it in a chosen application domain. Process engineering starts with two parallel activities – analysis of application domain and configuration of generic business process.

Written by astimen

October 28, 2009 at 11:14 pm

The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer

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Daniel Z. Levin Management and Global Business Department, Rutgers Business School–Newark and New Brunswick, Rutgers University, 111 Washington Street, Newark, New Jersey 07102,

Research has demonstrated that relationships are critical to knowledge creation and transfer, yet findings have been mixed regarding the importance of relational and structural characteristics of social capital for the receipt of tacit and explicit knowledge. We propose and test a model of two-party (dyadic) knowledge exchange, with strong support in each of the three companies surveyed. First, the link between strong ties and receipt of useful knowledge (as reported by the knowledge seeker) was mediated by competence- and benevolence-based trust. Second, once we controlled for these two trustworthiness dimensions, the structural benefit of weak ties emerged. This finding is consistent with prior research suggesting that weak ties provide access to nonredundant information. Third, competence-based trust was especially important for the receipt of tacit knowledge. We discuss implications for theory and practice

Weak ties

Relational Characteristics and Knowledge Transfer Mayer et al. (1995, p. 712) define trust as “the willingness of a party to be vulnerable.” Our focus here is on the closely related concept of perceived trustworthiness—that quality of the trusted party that makes the trustor willing to be vulnerable. The trust literature (see Dirks and Ferrin 2001, Mayer et al. 1995 for reviews) provides considerable evidence that trusting relationships lead to greater knowledge exchange: When trust exists, people are more willing to give useful knowledge (Andrews and Delahay 2000, Penley and Hawkins 1985, Tsai and Ghoshal 1998, Zand 1972) and are also more willing to listen to and absorb others’ knowledge (Carley 1991, Levin 1999, Mayer et al. 1995, Srinivas 2000). By reducing conflicts and the need to verify information, trust also makes knowledge transfer less costly (Currall and Judge 1995, Zaheer et al. 1998). These effects have been found at the individual and organizational levels of analysis in a variety of settings.

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Written by astimen

October 23, 2009 at 12:23 am

Collaborative Ontology Development in Real Telecom Environment

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Jacek Frankowski1, Paweł Rubach2,3, Ewelina Szczekocka2
In this paper, we discuss the use of ontologies for semantic business process management. In particular, we address system and process integration challenges encountered in the real world, based on the example of the telecom domain: Internet-based telephony service (Voice over IP). Various aspects of ontology development are covered including relations to industry standards, ontology creation methodology and practice determined by telecom-specific aspects. Based on the use case example and the YATOSP framework, we ar-gue that the economical justification of the development of domain ontologies, due to their complexity and numerous dependencies, is not straightforward

Telco Ontology

Ontology Development

The motivation standing behind the commitment of TP to the telecom domain ontology stack is the general presumption concerning semantically-enabled business process management: bringing business processes to the business level. In particular even quite basic business involvement (teamed by knowledge engineers) in the ontology creation process brings uncountable benefits in areas such as knowledge transfer among divisions and teams, product knowledge standardizing, rise in awareness of bottlenecks in time-tomarket improvement, workflow management and, last but not least, the business processes management review through the whole services and products division.

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Written by astimen

October 23, 2009 at 12:00 am

The KM System Architecture Design for Service Providing.

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Slavko Vidovic University of Zagreb Faculty of Organization and Informatics, Varaždin

The globalization process is driven by rapid changes in technology, market and culture resulted in global knowledge economy and information society. New challenges and requirements are done; questions are: How to do knowledge management in organizations? How to develop organizational knowledge in companies? Key success factor in implementation business systems is knowledge about business processes. Today, staff is organized around goals and knowledge in new organizational forms (like: competence centres, front offices, back offices, help desks…) and supported by IC networks. In daily operating procedures everyone in company has to know his/her roles to mission-vision-strategy implementation i.e. values done by him/her. One of the most often business system type is Service Providing driven by knowledge and driven by ICT.

KM Lense

Business process models are the key knowledge components in company where many drivers are “connected”: people and organization, IC devices and networks, content and documents, concepts and model shapes. The Service Providing was our field of research. In this context: we designed the architecture for KM application development to Service Providing companies. One example of implementation is designed. “The basic economic resource is no longer capital, nor natural resources, nor labour. It is and will be knowledge.” Peter Drucker (1959.)

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Written by astimen

October 22, 2009 at 11:49 pm

Use of Knowledge Management Techniques to Improve Network Engineering Capabilities

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Robert F. Clemens, Paul G. Seelman, Richard L. Knopman, and Hoi Y. Chong, Northrop Grumman Information Technology, Federal Enterprise Solutions.

Business requirements, e-government initiatives, and recent legislation such as the Clinger-Cohen Act are all driving federal agencies to standardize and consolidate existing telecommunication networks, better control networking costs, and deploy more advanced network services. At the same time, federal customers are increasingly looking to outsource network services and to move toward performance-based, managed-service contracts centered on servicelevel agreements. Those changes bring new challenges to providers of network services that affect all levels of the organization, most fundamentally the network engineering level.


Under development by Northrop Grumman Information Technology, the Network Enterprise Engineering Toolkit (NEET) is designed to assemble proven network engineering processes, techniques, and tools to provide a capability to meet evolving customer telecommunication requirements. Improved methods for collaborating internally within and among projects, as well as for sharing network-engineering-related information, will increase Northrop Grumman’s ability to meet those challenges. This paper describes how knowledge management techniques are used in NEET to develop improved network engineering processes.

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Written by astimen

October 22, 2009 at 11:32 pm

What’s your “return on knowledge”?

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The Knowledge Value Chain®
KVC is an initiative to apply modern management methods and technologies to organizational “knowledge processes”—including market research, corporate intelligence, special libraries, and even R&D and legal research. The KVC model treats knowledge production as a specialized type of manufacturing process. Since it is subject to the same ROI metrics and management techniques as other kinds of manufacturing, it can be improved and optimized using similar methods.


Compete more effectively by using your organization’s knowledge better.
The late Peter Drucker said, “The productivity of knowledge is the determining factor in the competitive position of a company, an industry, an entire country.” Knowledge is far more than a “nice-to-have”—it’s a must-have to compete effectively in the information economy.
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Written by astimen

October 22, 2009 at 5:05 pm

Knowledge Acquisition

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Knowledge Acquisition (KA) includes the elicitation, collection, analysis, modelling and validation of knowledge for knowledge engineering and knowledge management projects. Issues in Knowledge Acquisition deal with some of the most important issues in knowledge acquisition are as follows: Most knowledge is in the heads of experts, Experts have vast amounts of knowledge, Experts have a lot of tacit knowledge, They don’t know all that they know and use, Tacit knowledge is hard (impossible) to describe, Experts are very busy and valuable people, Each expert doesn’t know everything, Knowledge has a “shelf life”

Comparison of KA Techniques
The figure below presents the various techniques described above and shows the types of knowledge they are mainly aimed at eliciting. The vertical axis on the figure represents the dimension from object knowledge to process knowledge, and the horizontal axis represents the dimension from explicit knowledge to tacit knowledge.

knowledge acquisition

Written by astimen

October 22, 2009 at 4:51 pm

Enhanced Telecom Operations Map (eTOM)

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The Enhanced Telecom Operations Map® is an ongoing TM Forum initiative to deliver a business process model or framework for use by service providers and others within the telecommunications industry. The TM Forum Enhanced Telecom Operations Map (or eTOM for short) describes all the enterprise processes required by a service provider and analyses them to different levels of detail according to their significance and priority for the business. For such companies, it serves as the blueprint for process direction and provides a neutral reference point for internal process reengineering needs, partnerships, alliances, and general working agreements with other providers. For suppliers, eTOM outlines potential boundaries of software components to align with the customers’ needs and highlights the required functions, inputs, and outputs that must be upported by products.


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A particular strength of eTOM as a business process framework is that it is part of the TM Forum NGOSS (New Generation Operations Systems and Software) program and links with other work under way in NGOSS. The purpose of eTOM is to build on the recognition and status of the previous TM Forum Telecom Operations Map in setting a vision for the industry to enable it to compete successfully through the implementation of business process-driven approaches to managing the enterprise. This includes ensuring integration among all vital enterprise support systems concerned with service delivery and support. The focus of eTOM is on the business processes used by service providers, the linkages between these processes, the identification of interfaces, and the use of customer, service, resource, supplier/partner and other information by multiple processes.
Download eTOM Ver 7 Full Diagram

Written by astimen

October 22, 2009 at 3:53 am

Using the eTOM to Develop an Enterprise Content Management Strategy

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AIIM, the Enterprise Content Management Association[4], defines enterprise content management (ECM) as “the technologies used to capture, manage, store, preserve, and deliver content and documents related to organizational processes. ECM tools and strategies allow the management of an organization’s unstructured information, wherever that information exists.” Implicit in this definition is the idea that unstructured information – the volumes of information created daily such as email, Microsoft Office documents and Adobe PDFs – is pervasive in an organization

A critical step in developing an enterprise content management strategy is the careful identification and assessment of the departments, activities, processes and interactions whose efficiencies could be significantly improved through the application of ECM. The result of such analysis will reveal the common requirements across many of these areas (hence the rationale for implementing an enterprise content management platform) as well as the special requirements which can efficiently be met by building applications on an ECM platform or by integrating ECM functionality with existing BSS/OSS. An ECM platform strategy can also simplify application deployment and lower the total cost of ownership for a geographically distributed enterprise.


Enterprise assessment of content management needs can be aided by the enhanced Telecom Operations Map. The eTOM is the TeleManagement Forum initiative to develop a business process framework for use by service providers and others within the telecommunications industry. The eTOM describes a provider’s key processes and analyzes them to different levels of detail according to significance and priority for the business.[5] It serves as a blueprint for process direction and provides a neutral reference point which can be used to analyze a provider’s business processes — both internal and external
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Written by astimen

October 22, 2009 at 3:39 am