Documents » catia tutorial knowledge based technology.
Abstract: This
tutorial, part 2 of a two part series on
Knowledge Based Selection, demonstrates the selection processes and capabilities of
Knowledge Based Selection Methods and Tools. These tools, integrated with business decision making procedures, can arguably reduce selection risk and improve chances for success in IT projects. Given the appalling rate of IT project failures, selection can potentially help reduce risk in some 30% of cases, with an associated estimated cost of about $30B annually to industry according to some sources. In this
tutorial, we illustrate a number of the procedures for rapid decision processing through the real-life selection of a PDA device. The process gave confidence to the argument to wait for the solution, while weighing risk against return.
PubDate: 5/31/2001
Abstract: In going through a business decision process for complex technology selections, more and more use is being made of technologically driven processes using Decision support tools and captured knowledge. The use of these systems and the capability to drive a solution from them assumes an ability to accurately express business requirements and business value within these tools. In this article, we explore the marriage of knowledge management and decision support in forming knowledge based selection systems and procedures that can assist in reducing the current appalling record of IT project failures. This is illustrated by the process to select a Personal Digital Assistant (PDA).
Abstract: Knowledge management requires a platform that identifies all data associated with business processes—and the people that participate in or have responsibility for them. A true enterprise information management platform helps capture knowledge: it captures tacit knowledge as workers perform daily tasks and converts it to actionable knowledge items. Learn how knowledge management is vital to the nuclear industry.
Abstract: The clock is ticking for Canadian manufacturers to come up with a solution to the ongoing loss of knowledge capital. Natural employee attrition, such as departures or layoffs, inevitable retirement, and the brain drain are contributing to an exodus of knowledge. That’s why the best hope for Canadian manufacturers lies in introducing knowledge management strategies across the enterprise—before it’s too late.
Abstract: This tutorial identifies the significance of researching technology vendors to both buyers and vendors/VARs. Buyers require research to determine the short list and vendors/VARs can use research to assess the viability of opportunities before committing time and money to a sales effort. Since a 'one-size-fits-all' product is still not a viable solution for most clients, the ability of technology products to meet clients' needs depends on client requirements. The Catch 22 for both buyers and vendors/VARs is to pinpoint the right match in this ongoing 'dating game'.
Abstract: Using a knowledge base in the selection process can reduce the time, risk and cost of procuring technology. Well constructed knowledge bases that are used in a tested selection methodology reduce the RFI process from months to weeks, eliminate data quality issues and allow an apples to apples comparison of vendor offerings.
Abstract: Knowledge Based Selections allow companies to truly reach an optimum and justifiable technology decision. Knowledge Based Selections have several unique characteristics that enable a company to rapidly and effectively marry internal business requirements with a myriad of vendor attributes that relate to both product performance and long-term value to clients.
Abstract: The clock is ticking for manufacturers to come up with a solution to the ongoing loss of knowledge capital. Their best hope lies in introducing knowledge management strategies across the enterprise—before it’s too late.
Abstract: Today’s support organizations often face the challenge of providing efficient and effective customer service. Without the right tools, it can become an uphill battle. To gain true scale and effectiveness in service and support, many organizations are now turning to knowledge management initiatives like knowledge-centered support (KCS)—a business process that directly addresses the root causes of support inefficiencies.
Abstract: Model-based architectures are conceptually superior on all fronts to conventional approaches to development. So far, they have not yet attained high levels of maturity and robustness and hence most organizations are living with conventional approaches. This paper compares the next generation of architectures, called model-based architectures, with current generation architectures from these perspectives. The extent of improvements in model-based architectures over current generations of applications is evaluated based on the above listed criteria for sustainable competitive advantage.
Abstract: SSI shows deep understanding of the requirements for chemical, drug, and mill-based industries. Consequently, it has developed such must-have capabilities as potency controls, container movements, top-down and bottom-up traceability, and controls for customs and excise, shelf life, and location validation.
Abstract: A major consulting firm recently unveiled an E-Procurement selection tool that helps its clients select technologies that enable their business objectives. The tool combines the consulting firm’s knowledge of various E-Procurement solutions with TEC’s decision support technologies.
Abstract: The TechnologyEvaluation.Com’s (TEC) Knowledge Based Selection Process is a multi-part comprehensive analysis of a vendor’s tactical, strategic and qualitative measures as compared to the specific business and technology needs of our clients.
Abstract: Businesses today need to demonstrate their value to customers by making information that is relevant to them accessible. Hence the need for knowledge management software, which helps companies segment and then distribute the information their customers want to know.
Abstract: Skila, Inc. is applying advanced eKnowedge tools to the pharmaceutical, biotechnology, and medical device industries. It’s the kind of offering every knowledge worker wants to have.
Abstract: In today’s fast-paced business environment, providing customers with timely support when problems occur is critical. But in order to do so, information must be readily available throughout the enterprise. By integrating your customer support, defect tracking development, and knowledge management systems, your business will benefit from improved customer satisfaction and retention, as well as increased staff productivity.
Abstract: Knowledge management (KM) can mean different things to an organization depending upon the nature of the initiative. KM is not a technology or set of methodologies, but a practice or discipline that involves people, processes, and technology. If implemented correctly, a KM initiative can improve the productivity and efficiency of an entire organization. With these ten basic principles, your organization can learn how.
Abstract: Professional services firms are not like other businesses. They have unique ways of working, unique challenges, and unique opportunities. While progressive project-based businesses have already embraced professional services automation (PSA)—achieving results and return on investment along the way—there are still many firms that have yet to fully automate their key business processes or integrate their knowledge base.
Abstract: Exceptional customer experiences revolve around one central principle: knowledge at the point of action (KAPA). Learn how your marketing, customer service, and sales systems can work together to drive customer loyalty and advocacy.