Optimizing the Enterprise Knowledge Base

Document created: 10/17/2008 3:50:18 PM

10/17/2008 3:50:18 PM Optimizing the Enterprise Knowledge Base 1

Table of Contents

1 Optimize the Enterprise Knowledge Base............................................................................................... 3

1.1 Unblock Human Communication................................................................................................... 4
1.1.1 Optimize Teamwork............................................................................................................ 5
1.1.2 Improve Knowledge Sharing................................................................................................ 5
1.2 Optimize Business process........................................................................................................... 5
1.3 Optimize Information systems......................................................................................................6
1.4 Optimize Governance, Risk, Compliance........................................................................................ 6
1.5 Increase the Outsourcing Boundary.............................................................................................. 7
1.5.1 Reduce Costs..................................................................................................................... 8
1.5.1.1 Maximize Net Income Margin........................................................................................ 8
1.5.1.1.1 Maximize Return on Equity................................................................................... 8
1.6 Increase the Automation Boundary............................................................................................... 9
1.6.1 Reduce Costs..................................................................................................................... 9
1.6.1.1 Maximize Net Income Margin........................................................................................ 9
1.6.1.1.1 Maximize Return on Equity..................................................................................10
1.6.2 Find new Revenue Opportunities......................................................................................... 10
1.6.2.1 Optimize Revenues.................................................................................................... 10
1.6.2.1.1 Maximize Net Income Margin.............................................................................. 10
1.6.2.1.1.1 Maximize Return on Equity.......................................................................... 11
1.1 First, do no Harm..................................................................................................................... 11
1.1.1 Don't Use the Wrong Tools................................................................................................. 11
1.1.2 Don't waste People's Time.................................................................................................. 12
1.1.2.1 Prepare for User Discussions....................................................................................... 12
1.1.3 Understand Project Mandate............................................................................................... 12
1.1.3.1 Understand IT Strategy.............................................................................................. 13
1.2 Break down the Communication Gap........................................................................................... 14
1.2.1 Speak in Business Terms................................................................................................... 14
1.2.1.1 Ask WHAT, HOW, WHY?............................................................................................. 14
1.2.2 Avoid Technical terms....................................................................................................... 15
1.2.2.1 Ask WHAT, HOW, WHY?............................................................................................. 15
1.3 Ensure you understand WHY...................................................................................................... 15
1.3.1 Ask the WHY question....................................................................................................... 17
1.4 Ensure User Needs are Executable.............................................................................................. 17
1.4.1 Understand the Detailed HOW Steps.................................................................................... 18
1.4.1.1 Ask the HOW question............................................................................................... 18
1.4.2 Ensure each noun responds to the WHAT question................................................................ 19
1.4.3 Successfully create Instances............................................................................................. 19
1.5 Identify Reusable Knowledge Components................................................................................... 19
1.5.1 Create a component for each Individual Concept................................................................... 20
1.5.2 Define a Method for each Verb............................................................................................ 20
1.5.3 Create Attributes for each Dependent Concept...................................................................... 21
1.5.4 Implement Component...................................................................................................... 21
1.5.4.1 Hook into Relational Tables......................................................................................... 21

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1 Optimize the Enterprise Knowledge Base
"There is surely nothing quite so useless as doing with great efficiency what should not
be done at all."

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-Peter Drucker Unblock Optimize the First, do no
Peter Drucker is arguably the most important management guru of all time and the man Human Communication Enterprise Knowledge Base Harm
who coined the phrase 'Knowledge Worker'. He is also the first person to point out: "The WHY HOW
first question in increasing productivity in knowledge and service work has to be: What And And
is the task? What do we try to accomplish? WHY do it at all?"
It's important that every knowledge base is structured around these questions. If not, Optimize Break down the
you could be wasting your time, and worse you may actually be doing harm. Business process Communication Gap

And And

Optimize Ensure you understand

Information systems WHY

And And

Optimize Ensure
Governance, Risk, Compliance User Needs are Executable

And And

Increase the Identify

Outsourcing Boundary Reusable Knowledge

And

Increase the
Automation Boundary

1.1 Unblock Human Communication

If you really think about the biggest challenges facing your firm, it becomes clear that all
problems stem from a lack of access to good knowledge. Investing in your corporate
knowledgebase and "doing it right" helps to unblock human communication, which in
turn keeps teams constantly using the best knowledge available to overcome challenges.

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 Optimize Unblock Optimize the
The simple WHAT-HOW-WHY structure enables organizational goals and knowledge to be Teamwork Human Communication Enterprise Knowledge Base
communicated much more effectively throughout the organization. And because our WHY HOW
approach highlights WHAT people are accountable for, and WHY it is important, teams And
become more efficient at communicating the right knowledge.
Improve
Knowledge Sharing

1.1.1 Optimize Teamwork Optimize Unblock

Teamwork Human Communication
HOW
Simple and effective communication within teams ensures shared goals are understood
by everyone. Shared goals are very important to keeping teams focused and pulling in
the same direction. Since different teams have different strengths, shared goals help
everyone better understand how they can contribute to the team, and where they need
to improve to stay competitive.

1.1.2 Improve Knowledge Sharing Improve Unblock

Knowledge Sharing Human Communication
HOW
Simple and more effective communicatoin makes it easy to share knowledge throughout
the firm. Agile companies are focused on consistently improving how knowledge is
shared to foster an environment where learning is encouraged and rewarded. Failing at
this objective leads to stagnation and corporate inertia.
The hyperknowledge structure presents expertise in a way that's significantly easier to
assimilate and understand. Expert knowledge and best practice are captured and made
available to everybody where and when it is needed.

1.2 Optimize Business process

Since everything in Hyperknowledge is organized around 'WHY', business processes are
easily aligned to corporate objectives. When teams are able to answer why something
must be done, they have a better understanding of a process and its purpose. This
consistently leads to better insight and more efficient ways of working.

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 Optimize Optimize the
Business process Enterprise Knowledge Base
HOW

1.3 Optimize Information systems Optimize Optimize the

Information systems Enterprise Knowledge Base
HOW
With an optimized knowledgebase in place, you will not need to translate between your
user or business needs and the IT systems required to support them. An optimized
solution will speak one language. Don't use conventional process tools or spreadsheets
or text to define your information systems, as this will become a communication barrier
between the business and IT.Hyperknowledge uses the natural learning questions,
WHAT, HOW and WHY - "WHAT are we trying to achieve? WHY is this necessary? Exactly
HOW is this going to be done?". This is about as simple as it gets, but also about as
powerful as it gets.

1.4 Optimize Governance, Risk, Compliance

A series of disconnected short-term fixes will not work, but with hyperknowledge a
powerful integrated solution can be installed quickly, saving time and saving
money. Hyperknowledge quickly puts everything into the context of WHAT critically
needs to be done, HOW and WHY.

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 Optimize Optimize the
Governance, Risk, Compliance Enterprise Knowledge Base
HOW

People struggle to create effective knowledge bases today, yet they are held accountable
for governance, risk management and compliance of their operations. Text is too
laborious for humans to read, it has no agreed structure and is not effective for
automated knowledge sharing. Process mapping tools are just too complex and are a big
turn-off for users and management alike. Fortunately though there is an integrated
governance, risk management and compliance plug-in application for Hyperknowledge.
The simple, accessible, but powerful language of Hyperknowledge appeals to busy
people. The ability to follow Hyperknowledge chains around their organization, the
interconnectivity that results, is compelling - it's less time consuming and it's therefore
cheaper. The busier people are, the more it appeals.

1.5 Increase the Outsourcing Boundary

In his seminal book Meatball Sundae, Seth Godin asserts "if a job can be codified, it will
be outsourced, usually for less money".
In today's competitive world, anything that can be codified in your business will be
outsourced by you and/or by your competitors - reducing costs and bringing other
benefits. Hyperknowledge is the world's leading solution for Codifying Knowledge and
can help you stay competitive via outsourcing. More than any other approach, it can
help you extend the outsourcing boundary of opportunity.

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 Reduce Increase the Optimize the
The vision for offshoring is simple: cost savings due to lower-cost workers, quality Costs Outsourcing Boundary Enterprise Knowledge Base
improvements due to highly educated workers, and access to scarce skills. The reality, WHY HOW
however, does not always match the vision. The rewards are huge if offshoring is
executed right, but the risks are great.
Hyperknowledge is for operations managers who want to outsource jobs to reduce costs,
improve customer service and focus resources, Hyperknowledge is a knowledge based
solution that effortlessly codifies processes, however complex. Unlike Word or over-
complex process mapping tools, Hyperknowledge speaks in a language that people can
easily understand and because it's online, it's perfect for sharing with colleagues,
regardless of location.
You can use our site for free with your clients and colleagues. Just sign-up and you're
away. However, if you want to set up a private space for yourself, or an Enterprise
Knowledge Base, click the "Private Space" link at the top of the page. This can be set up
in minutes.

1.5.1 Reduce Costs Maximize Reduce Increase the

Net Income Margin Costs Outsourcing Boundary
WHY HOW
Costs from a company's normal business activities must be controlled and non-
compliance of regulations can result in fines and penalties that contribute to these costs.
Risks, if not controlled, can incur loss. Outsourcing can reduce costs. Poor control of
process execution can result in increased costs. Process improvements, automation and
effective staff training can help reduce costs.

1.5.1.1 Maximize Net Income Margin Maximize Maximize Reduce

Return on Equity Net Income Margin Costs
WHY HOW
Net income expressed as a percentage of the revenue.

1.5.1.1.1 Maximize Return on Equity

Net Income Margin is one of three ratios that define Return on Equity, the fundamental
measure of a business' performance. To see the other two ratios press Right Arrow to go
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in the How direction. More detailed information on this topic is available in the model Maximize Maximize
Calculate Return on Equity, which can be found in the Indexed Document list of this Return on Equity Net Income Margin
Knowde or in maps@hyperknowledge.com. HOW

1.6 Increase the Automation Boundary Reduce Increase the Optimize the
Costs Automation Boundary Enterprise Knowledge Base
WHY HOW
The ideal knowledgebase will not only be understandable by humans, but also by
computer systems. This will enhance the ability to automate parts of the knowledgebase And
that will benefit from being automated, as no human-to-computer language translation
Find new
will be required. Although Hyperknowledge uses natural language, it is structured in Revenue Opportunities
such a way that the system components and relational tables required to implement a
part of the knowledgebase automatically fall out.

1.6.1 Reduce Costs Maximize Reduce Increase the

Net Income Margin Costs Automation Boundary
WHY HOW
Costs from a company's normal business activities must be controlled and non-
compliance of regulations can result in fines and penalties that contribute to these costs.
Risks, if not controlled, can incur loss. Outsourcing can reduce costs. Poor control of
process execution can result in increased costs. Process improvements, automation and
effective staff training can help reduce costs.

1.6.1.1 Maximize Net Income Margin Maximize Maximize Reduce

Return on Equity Net Income Margin Costs
WHY HOW
Net income expressed as a percentage of the revenue.

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1.6.1.1.1 Maximize Return on Equity Maximize Maximize
Return on Equity Net Income Margin
HOW
Net Income Margin is one of three ratios that define Return on Equity, the fundamental
measure of a business' performance. To see the other two ratios press Right Arrow to go
in the How direction. More detailed information on this topic is available in the model
Calculate Return on Equity, which can be found in the Indexed Document list of this
Knowde or in maps@hyperknowledge.com.

1.6.2 Find new Revenue Opportunities Optimize Find new Increase the
Revenues Revenue Opportunities Automation Boundary
WHY HOW
Don't be moribund by existing ways of working, think about products and services your
customers need that you could provide and be driven by this, not your current
circumstances.
Thinking outside the box is what you need to do here.

1.6.2.1 Optimize Revenues Maximize Optimize Find new

Revenue is income that a company receives from its normal business activities... Net Income Margin Revenues Revenue Opportunities
WHY HOW
usually from the sale of goods and services to customers.

1.6.2.1.1 Maximize Net Income Margin Maximize Maximize Optimize

Return on Equity Net Income Margin Revenues
WHY HOW
Net income expressed as a percentage of the revenue.

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1.6.2.1.1.1 Maximize Return on Equity Maximize Maximize
Return on Equity Net Income Margin
HOW
Net Income Margin is one of three ratios that define Return on Equity, the fundamental
measure of a business' performance. To see the other two ratios press Right Arrow to go
in the How direction. More detailed information on this topic is available in the model
Calculate Return on Equity, which can be found in the Indexed Document list of this
Knowde or in maps@hyperknowledge.com.

1.1 First, do no Harm Optimize the First, do no Don't Use the

Enterprise Knowledge Base Harm Wrong Tools
WHY HOW

And

Don't waste
People's Time

And

Understand
Project Mandate

"When the only tool you have is a hammer, everything begins to resemble a nail" -
Abraham Maslow
Don't use conventional process tools, spreadsheets or text - they're unstructured, time
consuming, and the output holds little value to those who need the knowledge.
Know that not everything is critically important…
... Hyperknowledge can help you quickly and accurately understand, share and control
the key things that people and systems do.

1.1.1 Don't Use the Wrong Tools

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 First, do no Don't Use the
Harm Wrong Tools
WHY

Don't alienate your most important ally - the business - by using tools that force a
technical lingo to be understood by all or that are so ambiguous they are open to many
interpretations.

1.1.2 Don't waste People's Time First, do no Don't waste Prepare for
Harm People's Time User Discussions
WHY HOW
Don't waste people's time, you will lose credibility and when you need their help, they'll
remember you as a time-waster; bad news spreads fast.
Before you ask people questions, make sure you're asking the right person, you know
exactly WHAT to ask and WHY you're asking - and communicate this to them!

1.1.2.1 Prepare for User Discussions Don't waste Prepare for

People's Time User Discussions
WHY
Avoid wasting people's time - prepare for user discussions. Before you ask questions,
make sure you're asking the right person, you know exactly WHAT to ask, and WHY
you're asking - and communicate this information to them!

1.1.3 Understand Project Mandate

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 First, do no Understand Understand
Harm Project Mandate IT Strategy
WHY HOW

If you are to do no harm, you need to be aware at all times of what you are and are not
mandated to do. To best achieve this, you should be intimately familiar with the IT
Strategy in general.

1.1.3.1 Understand IT Strategy

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 Understand Understand
What is the future direction of the IT function..? What are the key projects keeping the Project Mandate IT Strategy
IT Director awake at night..? WHY

1.2 Break down the Communication Gap Optimize the Break down the Speak in
Enterprise Knowledge Base Communication Gap Business Terms
WHY HOW

And

Avoid
Technical terms

If you use the wrong tools, technical and/or laborious tools, you'll turn off the very
people whose knowledge you need to capture. The process needs to be enjoyable, built
around an approach that is specifically designed to do this task. And specificaly designed
to tease out tacit knowledge in minutes not hours, or in hours not days.

1.2.1 Speak in Business Terms Break down the Speak in Ask

Communication Gap Business Terms WHAT, HOW, WHY?
WHY HOW
When communicating with the business, you should speak its language, not your own.

1.2.1.1 Ask WHAT, HOW, WHY? Speak in Ask

Business Terms WHAT, HOW, WHY?
WHY
An intelligent, agile business will know WHAT it is trying to achieve, WHY and HOW.
Keeping these questions at the front of your mind will help you communicate better and
remain in sync with the business' objectives.

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1.2.2 Avoid Technical terms Break down the Avoid Ask
Communication Gap Technical terms WHAT, HOW, WHY?
WHY HOW
You may be familiar with Class Diagrams, Use Cases, Declarative Requirement
Statements and Data Models... but don't expect the business to be!

1.2.2.1 Ask WHAT, HOW, WHY? Avoid Ask

Technical terms WHAT, HOW, WHY?
WHY
An intelligent, agile business will know WHAT it is trying to achieve, WHY and HOW.
Keeping these questions at the front of your mind will help you communicate better and
remain in sync with the business' objectives.

1.3 Ensure you understand WHY

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 Optimize the Ensure you understand Ask the
Peter Drucker said, "The first question in increasing productivity in knowledge and Enterprise Knowledge Base WHY WHY question
service work has to be: What is the task? What do we try to accomplish? WHY do it at WHY HOW
all?"
'Why' is the learning question, it forces the tacit (hard to articulate) into the explicit.
Asking 'Why' constructively and consistently is the simplest, and easiest thing you can
do to improve your business and your life.

1.3.1 Ask the WHY question Ensure you understand Ask the
WHY WHY question
WHY
Peter Drucker said "There is surely nothing quite so useless as doing with great
efficiency what should not be done at all." Be sure you know the purpose first.
To find the ultimate goals, keep asking WHY... If your chain of why questioning doesn't
support a business objective, question whether that requirement really is valid.

1.4 Ensure User Needs are Executable

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 Optimize the Ensure Understand the
Enterprise Knowledge Base User Needs are Executable Detailed HOW Steps
WHY HOW

And

Ensure each noun responds to

the
WHAT question
And

Successfully create
Instances

Hyperknowledge captures knowledge in a way that can be readily enacted and

rehearsed. This means that the accuracy of what is collected can be tested before
implementation and errors can be eliminated before they become expensive. Plato said
that "knowledge is true belief". And Frank Ramsey suggested that true beliefs are those
that a person has experienced.
Being able to experience your captured knowledge by executing it will confirm that it is
correct.

1.4.1 Understand the Detailed HOW Steps Ensure Understand the Ask the
User Needs are Executable Detailed HOW Steps HOW question
WHY HOW
Can you break down the requirement into smaller and simpler requirements? If not, is
your understanding of the requirement strong?

1.4.1.1 Ask the HOW question

Ask the HOW question to break down the requirement into smaller and simpler steps.

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 Understand the Ask the
Detailed HOW Steps HOW question
WHY

1.4.2 Ensure each noun responds to the WHAT Ensure Ensure each noun responds to
User Needs are Executable the
question WHY WHAT question

If a noun phrase doesn't make sense when preceeded with "What", the requirement is
poorly defined. And you will have trouble converting this into an entity, class and/or
database table at later stages if you don't fix this early.

1.4.3 Successfully create Instances Ensure Successfully create

User Needs are Executable Instances
WHY
Imagine that the noun phrase is a database field. Can you imagine an instance that you
could enter into this column? If not, reconsider the logic of this part of the model.

1.5 Identify Reusable Knowledge Components

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 Optimize the Identify Create a component for each
Enterprise Knowledge Base Reusable Knowledge Individual Concept
WHY HOW

And

Define a Method for each

Verb

And

Create Attributes for each

Dependent Concept

And

Implement
Component

The best way to define components is to understand WHY a component is needed. The
structure inherent within hyperknowledge means that components are automatically
identified. The integrated knowledgebase means that you are automatically alerted
about hyperknowledge maps that you could re-use - these maps could be from inside or
outside your organization.

1.5.1 Create a component for each Individual Identify Create a component for each
Reusable Knowledge Individual Concept
Concept WHY

Independent concepts are those concepts that have been reused and are therefore
natural candidates to be created as stand-alone components.

1.5.2 Define a Method for each Verb Identify Define a Method for each
Reusable Knowledge Verb
WHY
The verbs from your maps become class or component methods.

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1.5.3 Create Attributes for each Dependent Concept Identify Create Attributes for each
Reusable Knowledge Dependent Concept
WHY
The sub-concepts that a concept relies on become attributes of that component... If
those sub-concepts are components themselves, then a reference to the sub-component
should be created.

1.5.4 Implement Component Identify Implement Hook into

Reusable Knowledge Component Relational Tables
WHY HOW
Now you have the skeleton methods and attributes, you need to implement the
component in whatever form you require, such as a web service, .Net assembly or
JavaBean.

1.5.4.1 Hook into Relational Tables Implement Hook into

Component Relational Tables
WHY
Hyperknowledge automatically generates relational tables from the semantic tree. This
will be the ideal relational structure in which to persist the data this component requires.

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