Knowledge Management & Enterprise Architecture White Paper Page 1 Knowledge Management & Enterprise Architecture: An Opportunity for Synergy By Ed Vail, Ptech Inc. The following article describes the opportunity for value-creating synergy between the Knowledge Management (KM) and Enterprise Architecture (EA) disciplines. Working definitions of KM and EA, the similarities between these two disciplines, a comparison of their differences, how these disciplines leverage each other in creating maximum value for organizations, and possible future directions are examined. Definitions Knowledge Management (KM): The process of sourcing, capturing, refining, synthesizing, sharing, using/reusing, and creating knowledge for the purpose of generating value for business customers and stakeholders (See Figure 1). Figure 1: Knowledge Management Life Cycle Enterprise: Any system for creating value, whether commercial, government or social. Enterprise Architecture: A blueprint of the Enterprise describing the structure, knowledge and processes required for an Enterprise to create value; made up of multiple types of models and views (See Figure 2). SOURCINGSOURCED KNOWLEDGECAPTURE ORGANIZED KNOWLEDGEREFINEARCHIVE/DISCARDSYNTHESIZESHAREUSE !DISTILLED KNOWLEDGEINTEGRATEDKNOWLEDGEINTEGRATEDKNOWLEDGECREATEDKNOWLEDGEREVISEDKNOWLEDGESOURCINGSOURCED KNOWLEDGECAPTURE ORGANIZED KNOWLEDGEREFINEARCHIVE/DISCARDSYNTHESIZESHAREUSE !DISTILLED KNOWLEDGEINTEGRATEDKNOWLEDGEINTEGRATEDKNOWLEDGECREATEDKNOWLEDGEREVISEDKNOWLEDGESOURCINGSOURCED KNOWLEDGECAPTURE ORGANIZED KNOWLEDGEREFINEARCHIVE/DISCARDSYNTHESIZESHAREUSE !DISTILLED KNOWLEDGEINTEGRATEDKNOWLEDGEINTEGRATEDKNOWLEDGECREATEDKNOWLEDGEREVISEDKNOWLEDGESOURCINGSOURCED KNOWLEDGECAPTURE ORGANIZED KNOWLEDGEREFINEARCHIVE/DISCARDSYNTHESIZESHAREUSE !DISTILLED KNOWLEDGEINTEGRATEDKNOWLEDGEINTEGRATEDKNOWLEDGECREATEDKNOWLEDGEREVISEDKNOWLEDGEKnowledge Management & Enterprise Architecture White Paper Page 2 Figure 2: Example of an Enterprise Architecture Common Characteristics of KM and EA Disciplines Though their similarities are not readily apparent, both KM and EA disciplines possess the following common characteristics: Strategically Important to the Enterprise The goal of each discipline is to enable Enterprise value creation, whether directly (selling the knowledge) or indirectly (using the knowledge to create capabilities). Each discipline exists to support their respective knowledge workers in creating value. Are Enterprise Assets Well-functioning KM and EA programs require investments in people, processes and technology. In return for this investment, they produce significant value, but like many types of assets, their value depreciates if they are not maintained. Are Knowledge Management Enterprise Architecture is really a specialized knowledge domain of knowledge and of Knowledge Management. Both disciplines are composed of things and processes (See Figure 3). Figure 3: KM and EA Relationships Web PublishingDataStandardsApplicationsInfrastructureFactsRulesProgramMgtStakeholderRelationshipsValue MapCapabilitiesCommunities of PracticeStrategic IntentOrganization StructureProcess & InformationArchitecturesWorkflowB u s i n e s s L a n d s c a p e UMLObjectsCustomersMetricsPartnersCompetitorsVendorsWeb PublishingDataStandardsApplicationsInfrastructureFactsRulesProgramMgtStakeholderRelationshipsValue MapCapabilitiesCommunities of PracticeStrategic IntentOrganization StructureProcess & InformationArchitecturesWorkflowB u s i n e s s L a n d s c a p e UMLObjectsCustomersMetricsPartnersCompetitorsVendorsKMEAThingsProcessesModelsLife CyclesKMEAThingsProcessesModelsLife CyclesKnowledge Management & Enterprise Architecture White Paper Page 3 Based on Models/Things Models create knowledge1. Within Enterprises, there are many types of knowledge models: procedures, memories, social etiquette, stories, software programs, architectures, laws, and business rules. Within Enterprise Architectures, application models, information/data models and network/infrastructure models are the common building blocks. What other KM and EA model types can you identify? 2 Enable Enterprise Agility Agility within an Enterprise can be described as encompassing three specific capabilities: flexibility, predictability and speed. Flexibility is the ability to change. However, random change does not generate value; rather, purposeful change generates value, which requires predictability. In order to be predictable, it is necessary to understand how the important elements are related. Predictable ability to change enables speed. Knowledge Management and Enterprise Architectures provide the ability, understanding and speed required for agility. Increase Value With Scope and Scale For maximum impact and value, both KM and EA should be Enterprise-wide programs, because value-creating capabilities can be located in any part of the Enterprise and in order to maximum value, both need to focus investment and effort on high leverage, high value knowledge areas. Depend on KM Lifecycle Processes Lifecycle processes include: sourcing, capturing, refining, synthesizing, sharing, using/reusing, and creating/discarding. These processes are supported by and depend on similar KM roles, including: Chief Knowledge Officers, Enterprise Architects, Knowledge Stewards, Subject Matter Experts, Modelers, Knowledge Workers, and automated systems. “Know Why” Knowledge Dimension They uncover the questions concerning: • What do you need to know to create value? • How well do you know it and can use it to create value? Benefit from Communities of Practice (CoP) CoPs are member groups formed to share knowledge in an area of practice or mutual interest. CoPs ideally form unofficially, are self-organizing and are ideal mechanisms for sharing tacit knowledge. Enterprises support many types of CoPs, such as software user groups, associations, and Internet user groups. Unique Characteristics Between KM and EA Disciplines For all of their considerable similarities, KM and EA disciplines also have some important differences: Knowledge Management • Has universal application across all aspects and domains of the extended Enterprise, focusing on all relevant Enterprise knowledge. 1 Knowledge Management Review, Using Models for Knowledge Management by Edmond F. Vail III, March/April, 2000, pages 10-11. Melcrum