Information Technology Reference
In-Depth Information
Figure 3.
better while getting the support from the partici-
pants is tricky.
solutions and recommendations
To address these issues and shortcomings, we
recommend:
•
Record “Listening” Activity
: basic rel-
evant data capture
•
Extractors
and
Converters
:
beyond
ASCII text
•
Deep Versions
: multiple drafts and traces
•
Expires By
: forced content expiration
•
Deeper User Profiles:
: a mix of observa-
tion and configuration
barriers (“click here to watch” links really do
break the flow or reading).
The Sacred Cow Conundrum
•
Beyond Commenting
: capturing all data
streams around content
Mel is still frustrated about the lack of hard sta-
tistics about the work of his team. The repository
should be able to tell him where folks place their
emphasis, what is working, where decisions are
hanging. He cannot get at this information without
talking to individuals, with all the subjectivity
that entails. He is looking to make a bold move:
measure what is being done.
•
“Tres Facet Auditorium”
: require review-
ers to complete content
•
“Content Rating”
: find the outliers
•
Front Pages for Topics
: content at a
glance
•
Follow the Flow
: content mapped onto the
work process
In Figure 4, we have created a mockup for a
possible document screen, which could be the
centerpiece of the content management system.
When he suggests this at the next team meeting, he
receives a surprising backlash. “I am a designer,
not a stock picker. This is creative work. There is
no way you can and should measure that”, says
Mary. Bazzar adds: “How can you reduce is to a
set of a numbers? How can you? Anything you do
will be a gross misrepresentation of our work”.
Record “Listening” Activity
On a basic level, each document in the system will
capture and show its interactions with users
.
This includes:
A hard truth about knowledge workers is that
they are rather reluctant to be measured doing
their work on knowledge. The more creative the
work is, either in design, artistic expression, or
engineering, the harder the resistance will be.
Professionals support the need for data, but they
are very leery of attempts to take their freedom
of creativity away. Finding a set of statistics that
will achieve the purpose of managing knowledge
•
how many times a user went straight to the
document,
how many times the document came up as
•
part of a search,
how many times it was shown in the front
•
page,
how many times a user clicked to see it,
•
•
how long the user spent reviewing the
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