| In a 90 minute Roundtable session, the first
rotation uses the first 45 minutes and the second rotation uses the last 45 minutes. |
| Roundtable Rotation I:
Developing Frameworks for Evaluating Knowledge Management Initiatives |
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Roundtable Presentation 313 to be held in Douglas Boardroom on Thursday, November 8, 9:35 AM to 11:05 AM
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| Presenter(s):
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| Thomas E Ward,
United States Army Command and General Staff College,
tewardii@aol.com
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| Abstract:
Evaluating the effectiveness of knowledge management initiatives in a variety of organizations requires a framework for identifying and defining the different perspectives various stakeholders have on “Knowledge Management.” A three-tier “Knowledge Management Domain Model” provides just such a framework, enabling different aspects of knowledge management to be considered and evaluated from appropriate perspectives and with applicable tools. Using a three-tier domain model allows consideration of an infrastructure layer with familiar tools like Quality of Service (QOS) parameters. It also enables the consideration of an information management layer in which quantitative measurements are most appropriate. Finally, consideration of a true knowledge management layer requires a mix of quantitative and qualitative methods. Integration of these three perspectives enables identification of the areas where KM initiatives are meeting, exceeding, or falling short of expectations, and what to do to reinforce success and apply corrective measures to shortfalls. (Word count: 144)
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| Roundtable Rotation II:
The Role of Evaluation in Business Intelligence |
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Roundtable Presentation 313 to be held in Douglas Boardroom on Thursday, November 8, 9:35 AM to 11:05 AM
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| Presenter(s):
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| Wes Martz,
Western Michigan University,
wes.martz@wmich.edu
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| Abstract:
The transdisciplinary nature of evaluation allows for its logic and methodology to be expanded beyond traditional social science applications to corporate settings and other complex environments. In results-oriented and performance driven organizations, strategic evaluation can enhance current business performance management systems with its ability to consider a program's intermediate and longer-term outcomes, measure program implementation, measure unintended outcomes, synthesize measurements, assess the cost-effectiveness of current strategies, attribute causation, and potentially include recommendations on how to improve performance. This roundtable discussion explores the roles evaluation can play in business environments with respect to improving decision-making and business intelligence systems. At the conclusion of the discussion, participants will have a deeper understanding of evaluation's roles in business strategy and decision-making, and insight into how evaluation can add value to contemporary management systems.
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