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JUNGLES AND GARDENS: THE EVOLUTION OF KNOWLEDGE MANAGEMENT AT J.D. EDWARDS. Case presentation, IS 904 15.10. Tero Päivärinta. Agenda. What is the main idea? What are the technological functionalities / applications involved? How mature is the technology?

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jungles and gardens the evolution of knowledge management at j d edwards

JUNGLES AND GARDENS: THEEVOLUTION OF KNOWLEDGEMANAGEMENT AT J.D. EDWARDS

Case presentation, IS 904

15.10. Tero Päivärinta

agenda
Agenda
  • What is the main idea?
  • What are the technological functionalities / applications involved?
  • How mature is the technology?
  • What new does that idea bring, if compared to related previous ideas or solutions?
  • How is that technology applied?
  • Reflections on another case
main idea
Main idea
  • Evolution of three previously separate, innovative ECM applications to an integrated large-scale system
  • ”Phases” of such evolution + roles of developers in each phase:
    • initiation – need for evangelist / champions
    • contagion – content owners, standard-setters
    • control – technology upgraders, ”governors”
    • integration – implementors of unified visions…
applications involved
Applications involved
  • Knowledge garden – intra-/extranet
  • Content manager – multi-lingual management of product manuals (90) and their controlled releases
  • Global website community – managing corporate website content
  • Figure 2 – technology evolution for these purposes, finally integration
maturity of technology
Maturity of technology?
  • comments on that?
what s the news
What’s the news?
  • 12 ”lessons” for…
    • whom?
    • Other organizations, which follow a similar ”evolutionary” development of enterprise content management?
      • …but, if you realize you follow such path of evolution… would you still function on that manner?
    • However, a very valuable in-depth case description.
discussion
Discussion
  • Evolutionary development of content management in other cases?
    • Org x.
      • Delivery of large-scale engineering products in projects
      • Still – separate content management for websites, Share Point for teams in certain areas, Technical documentation for products/projects in in-house applications, some documents in the ERP system…
      • …integration and new functionality development continuing
    • …but would the lessons apply as such?
      • need for research
        • would need to test – provide these 12 ideas for developers in the new target organization, and after a while ask if they have implemented it – why/why not
challenges of evolutionary development
Challenges of ”evolutionary development”?
  • Organizational – how does one guarantee that ”integration” / common vision is even a goal?
    • a ”vision” sounds a bit ”teleological”…
  • Human – can one cultivate ”champions” consciously, or do they just emerge?
  • Technological – many increasingly large-scale systems side by side? -> from ”silos” to ”spaghetti”?
  • Managerial?
    • How to manage evolution?
questions to discuss could be exam questions
Questions to discuss (could be exam questions)
  • Do you believe in the return-on-investment figures?
    • …how could that be done as a business case?
  • Does one need ”evolution” before a ”unifying vision” & integration?
    • …or… is it still possible to make ”innovative” enterprise-scale ECM / eCollaboration applications?
  • Is the ”unifying vision” possible without mature 3rd-party technology?
contemporary issues of enterprise content management

Contemporary Issues ofEnterprise ContentManagement

Case presentation, IS 904

15.10. Tero Päivärinta

agenda1
Agenda
  • What is the main idea?
  • What are the technological functionalities / applications involved?
  • How mature is the technology?
  • What new does that idea bring, if compared to related previous ideas or solutions?
  • How is that technology applied?
  • Reflections on another case
main idea1
Main idea
  • identify a wide range of issues related to management of content, infrastructure, and change in connection to large-scale (strategic) ECM programs
    • > understanding the ”enterprise perspective” on ECM as a holistic concept
applications included
Applications included
  • at that moment, not clear yet
  • intent to replace previous applications
  • (later on, Microsoft-based application portfolio selected – Nordheim & Päivärinta, 2006)
maturity of technology1
Maturity of technology
  • Immature, visionary ideas about the corporate-wide requirements…
what s the news1
What’s the news?
  • ”Strategic” approach to ECM, replacing the old enterprise information ”jungle” fully
    • compare to the JD Edwards case
  • The (first version of) framework about the enterprise-wide ECM issues
    • …concept of ECM
discussion1
Discussion
  • Would the strategic approach be possible in UiA?
    • Statoil IT alone is the biggest IT company in Norway…
    • UiA portal project – same time:
      • 2,5 mill. NOK – to build an enterprise portal
      • 50% project manager, more or less 50% participants
      • -> lead, in the end, some update of the website
      • ”realizing” that ECM is an organizational, not technological, challenge (although it is also a technological challenge)
questions
Questions
  • Is the ”strategic” & holistic approach feasible / possible for smaller companies?
  • Will there ever be intact corporate-wide ECM system implementations?
    • according to the definition of ECM given in the article
  • Is ECM meaningful concept to be discussed as a whole, or should we focus on particular smaller-scale applications?
slide18

Corporate User Representatives and the Dialectics of EnterpriseSystems: A Quest for Social Actors with Political Skill

Case presentation, IS 904

15.10. Tero Päivärinta

agenda2
Agenda
  • What is the main idea?
  • What are the technological functionalities / applications involved?
  • How mature is the technology?
  • What new does that idea bring, if compared to related previous ideas or solutions?
  • How is that technology applied?
  • Reflections on another case
main idea2
Main idea
  • Needs of particular user groups / organization units may clash with ”optimization” of enterprise-wide ideas /
    • > studying how, in a large-scale ECM program, one target organization has used the idea of ”corporate user representative” to solve such emerging contradictions
  • Describes, if one is to do such a job, characteristics required:
    • ” a corporate user representative should be a management function with political skill.”
applications involved1
Applications involved
  • Focuses on challenges of implementation projects – the actual applications not perhaps so important
    • (beyond the fact that they are complex – still need for a corporate joint vision)
maturity of technology2
Maturity of technology
  • immature / complex integrations -> leads to ”strategic program” in the first place
what s the news2
What’s the news?
  • The idea about the management role: ”corporate user representative”
    • & how s/he should be
  • (under the realization that enterprise-wide development involves conflicts, to-be-solved)
    • communicator, consensus-builder, domain-competent as well as tech-savvy, politician (personal power & weight in the organization!)
discussion2
Discussion
  • …what if an enterprise does not realize in the first place that different stakeholders have competing goals?
  • a university project
    • very unclear goals: ”Here’s the money, just build a corporate portal”
    • a ”failure” will be conceptualized & advertised always by some stakeholder group
  • EITHER
    • clear, implementable and prioritized top mgmt goals onto which to claim success
  • OR
    • trying to implement some mechanism (like the user representative), which first realizes that contradictions are ”natural” and seeks ways to mitigate them!
challenges
Challenges
  • …in this case, human and managerial
    • can you find really competent persons
    • can you really recruit them to an ”IT development project”?
      • …while they might have much more rewarding management positions waiting in their career…?
question s
Question(s)
  • Could you think you might work as a ”corporate user representative” some day?
  • Should this be a project-based or a continuing work role ?
    • and in what kind of organizations?
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