Atal Bihari Vajpayee - Indian Institute of Information Technology and Management

Gwalior, India

Assignment 2

For Decision Support System & Expert System (DSES)

MBA 2019-21

Submitted to Submitted by
Dr. Vinay Singh Himanshu Rajput (2019MBA10)
Q.1. Describe the importance and role of Collaborative Computing Technologies in Group
Support Systems?
1. Computer supported cooperative work
In modern organizations, people collaborate. Groups make most major decisions in
organizations. Solving complex problems requires that people work together, necessitating the
formation of workgroups. Communication primarily transmits information from a sender to a
receiver, but collaboration is much deeper. Collaboration conveys meaning or knowledge among
group members. Material is actively worked on during collaboration. Collaboration includes
sharing documents, information, and knowledge, as well as such activities as brainstorming and
voting. Collaboration implies people actively working together and requires collaborative
computing support tools that build on communication methods. Computer-supported cooperative
work (CSCW) systems are known as group support systems (GSS) or groupware.
The effectiveness of a collaborative computing technology depends on the location of the group
members and on the time that shared information is sent and received. The four cells are
organized along the two dimensions of time and place:

2. Groupware
The term groupware refers to software products that provide collaborative support to groups.
Groupware provides a mechanism for teams to share opinions, data, information, knowledge, and
other resources. Different collaborative computing technologies support group work in different
ways, depending on the time/place category in which the work occurs, the purpose of the group,
and the task. New tools are evolving to support anytime/anyplace meetings.
Groupware typically contains capabilities for at least one of the following: electronic
brainstorming, electronic conferencing or meeting, group scheduling, calendaring, planning,
conflict resolution, model building, videoconferencing, electronic document sharing (e.g., screen
sharing, whiteboards, or liveboards), voting, organizational memory.
3. Group support systems
Can also be referred to as group decision support systems (GDSS). GSS is any combination of
hardware and software that enhances group work. GSS is a generic term that includes all forms
of collaborative computing. A set of technologies used to help groups in their decision-making
processes. Interactive computer-based information system that support and structure group
interaction and facilitate group meeting. A class of collaboration of software used to move
groups through the steps of a process toward their goal. A wide variety of technological
configured to support group interactions. GSS typically feature software and hardware
arrangements that facilitate. Any combination of hardware and software that
enhances group work. GSS is a generic term that includes all forms of collaborative computing.
A wide variety of technologies configured to support group interactions. GSS typically feature
software and hardware arrangements that facilitate.

4. Group Support system technologies

There are three options for deploying GSS technology: (1) in a special-purpose decision room,
(2) at a multiple-use facility, and (3) as Web-based groupware with clients running wherever the
group members are. The earliest GSS were installed in expensive, customized, special-purpose
decision rooms (electronic meeting rooms) with PCs with sunken displays hidden under desks
and a large public screen at the front of the room.
 Collaborative Web Impacts Impacts on the Web
Computing/GSS

Collaboration Consistent, friendly, graphical Improvements in mgmt.,

user interface for client units hardware, software; and
Convenient, fast access to team infra-structure due mainly to
members collaboration in (Web-
Improved collaboration tools
based) CASE and other
Access to data/information/
Knowledge on servers systems analysis and design
Enables document sharing tools
Enables anywhere/anytime Improvements in site
Enables collaboration between co. design and
development method.
Communication Improved, fast communication Same as above
among group members and links
to data/information/ knowledge.
Decision Rooms Consistent, friendly, graphical Same as above
user interface for clients
Communication
support Access to
Web-based tools

Mixed-mode Facilities Provides fast connections to Same as above

Collocated Team enable real-time collaboration
Facilities

5. Group system meeting room and online

Group Systems Meeting Room and Online are comprehensive groupware that support a wide
variety of group processes. Meeting Room is the LAN version, while Online is the Web-enabled
version. Both provide the same set of tools and capabilities. We will refer to the software simply
as Group Systems. An overview of the tools and their relationship to the major GSS activities is
the control panel for scheduling and running Group Systems activities, that is, the meeting
manager. The tools in Group Systems are divided into standard tools and advanced tools.
Group systems standard tools support group processes, including brainstorming, list building,
information gathering, voting, organizing, prioritizing, and consensus building:
 Electronic Brainstorming gathers ideas and comments in an unstructured manner. Groups work
rapidly in generating a free flow of ideas. Participants contribute simultaneously (parallelism)
and anonymously.
 Group Outliner allows the group to create and comment on a multilevel list of topics in a tree or
outline structure. Participants can attach comments at every level of the outline. Comments are
integrated and collaborative.
 Topic Commenter allows participants to comment on a list of topics. This idea generation is
more structured than that of Electronic Brainstorming but less structured than that of Group
Outliner.
 Categorizer allows the group to generate a list of ideas and supporting comments.
Categories are created for the ideas, and participants can drag the ideas into the desired category.
 Vote supports consensus development through group evaluation of issues. Several voting
methods are provided. Results are tabulated electronically and displayed statistically or graphically.

Group Systems advanced tools include add-ins for analysis, surveys, and modeling:
 Alternative Analysis allows the group to weight or rate a list of alternatives against a list of
criteria because collaborative decisions require the evaluation of multiple perspectives and ideas.
The group can test what-if assumptions by adjusting the weighting of the criteria.
 Survey allows the creation, administration, and analysis of an online questionnaire,
 Activity Modeler provides user-friendly group support for simultaneous business process
reengineering modeling.
Activity Tools
Electronic brainstorming
Topic commenter
Group outliner
Fast Focus
Whiteboard

Categorizer
Whiteboard

Vote
Alternative analysis
Survey
Opinion meter

Activity modeler
Alternative analysis
Survey

Structure for groups systems in window

6. GSS Meeting process

Face-to-face, same time/same place electronic meetings generally follow a common progression.
First, the group leader meets with the facilitator to plan the meeting (this is critically important),
select the software tools, and develop an agenda. Second, the participants meet in the decision
room, and the leader poses a question or problem to the group. Third, the participants type their
ideas or comments (brainstorm), and the results are displayed publicly. Because the participants
can see what others are typing on their own monitors, they can provide comments or generate
new ideas. Fourth, the facilitator, using idea organization software, searches for common themes,
topics, and ideas, and organizes them into rough categories (key ideas) with appropriate
comments (new research is attempting to automate this part of the electronic meeting). The
results are publicly displayed. Fifth, the leader starts a discussion, either verbal or electronic. The
participants next prioritize the ideas. Sixth, the top five or ten topics are sent to idea-generation
software following a discussion. The process (idea generation, idea organization, prioritization)
can be repeated or a final vote can be taken.
The major activities of a typical GSS session are:
 Idea generation: This exploratory step looks at the problem and attempts to develop creative
ideas about its important features. The ideas can have anything to do with the problem, from
potential solutions to criteria to mitigating factors. An electronic brainstorming tool is
appropriate; its output is a list of ideas. Typical time is 30-45 minute.
 Idea organization: An idea-organizing tool places the many ideas generated on a list of key
issues. The output of this stage is a list of a few key ideas (about one for every 20 original ideas)
with the supporting details. Typical time is 45-90 minute.
 Prioritization: At this stage, the key ideas are prioritized. A voting tool is appropriate; its
output is a prioritized list of ideas and details. Typical time is 10-20 minute.
 Idea generation: New ideas are generated based on the prioritization of the key ideas. A
brainstorming tool that provides structure, such as Topic Commentator, is appropriate here. The
ideas generated are typically focused on solutions. This stage's output may consist of about 20
ideas for each of the original key ideas
7. Group decision support system benefits
One of the best-known GDSS is a product called GroupSystems. The product was initially
developed at the University of Arizona; currently GroupSystems is marketed by a company
called GroupSystems). It is used at a number of corporations, government agencies, and
universities. A computer-supported meeting room is typically set up with a workstation computer
for each participant in the meeting. A large public screen provides viewing of shared information
for participants in the meeting. The computer hardware is connected by a local area network
(LAN). Meeting software provides support for creating an agenda, generating ideas, organizing
ideas, evaluating and rating ideas, and other group-decision tasks. Each participant in a face-to-
face computer-supported meeting can use the software concurrently and, if desired provide input
anonymously. Also, voting and rating of ideas usually occurs anonymously in GDSS.
According to many proponents of computerized support, the main benefit of a GDSS is that it
saves time and money. few of the way:
 Simultaneous input leverages a team’s time and creates better quality ideas.
 The computer system records ideas for distribution and future work.
 Process support facilitates completing team tasks faster.
 In some cases, a GDSS provides access to information that lets a group use outside data while
working in the system.
 Meetings can be held with the participants in the same room or spread around the world. Travel
costs can be reduced.
 A video conference allows a team member to discuss alternatives with remote team members.
The anticipated benefits of communications-driven DSS and GDSS are many. Actually, realizing
them can be somewhat challenging, and it may be disruptive to the current operations of a
company. One major change that has resulted from computerized group support is the creation or
enabling of virtual organizations. The next section discusses the changes in organization
structure facilitated by computing and communications technologies.
 Q.2. How Knowledge Management processes help in enterprise wise decision-making using
Information System?

1. Knowledge management
It is essentially about getting the right knowledge to the right person at the right time. This in
itself may not seem so complex, but it implies a strong tie to corporate strategy, understanding of
where and in what forms knowledge exists, creating processes that span organizational functions,
and ensuring that initiatives are accepted and supported by organizational members. Knowledge
management may also include new knowledge creation, or it may solely focus on knowledge
sharing, storage, and refinement. For a more comprehensive discussion and definition, see
my knowledge management definition.
It is important to remember that knowledge management is not about managing knowledge for
knowledge's sake. The overall objective is to create value and leverage and refine the firm's
knowledge assets to meet organizational goals.

2. Knowledge
Knowledge is information that is contextual, relevant, and actionable. Knowledge is very distinct
from data and information in the information technology. Whereas data are a collection of facts,
measurements, and statistics, information is organized or processed data that are timely (i.e.,
inferences from the data are drawn within the time frame of applicability) and accurate (i.e., with
regard to the original data). Knowledge is information that is contextual, relevant, and
actionable.
knowledge has the following characteristics: Extraordinary leverage and increasing returns.
Knowledge is not subject to diminishing returns. When it is used, it is not consumed. Its
consumers can add to it, thus increasing its value. Fragmentation, leakage, and the need to
refresh. As knowledge grows, it branches and fragments. Knowledge is dynamic; it is
information in action. Thus, an organization must continually refresh its knowledge base to
maintain it as a source of competitive advantage. Uncertain value. It is difficult to estimate the
impact of an investment in knowledge. There are too many intangible aspects. Uncertain value of
sharing. Similarly, it is difficult to estimate the value of sharing the knowledge, or even who will
benefit most.

3. Approaches to knowledge management

There are two fundamental approaches to knowledge management: the process approach and the
practice approach
 Type of Explicit knowledge--codified in rules, Mostly tacit knowledge-
Knowledge tools, and processes unarticulated knowledge not easily
Supported captured or codified
Means of Formal controls, procedures, and Informal social group that will be
Transmission standard operating procedures with storytelling and improvisation
heavy emphasis on information
technologies to support knowledge
Benefits Provides structure to harness generated Provides an environment to
ideas and knowledge Achieves scale in generate and transfer high-value
knowledge reuse tacit knowledge Provides spark for
fresh ideas and responsiveness to
changing environment
Disadvantages Disadvantages Fails to tap into tacit Can result in inefficiency.
knowledge. May limit innovation and Abundance of ideas with no
forces participants into fixed patterns structure to implement them.
of thinking Role of Information Moderate investment in IT to
Technology Heavy investment in IT to facilitate conversations and
connect people with reusable codified transfer of tacit knowledge

4. Information technology in knowledge management

A functioning knowledge management system follows six steps in a cycle. The reason for the
cycle is that knowledge is dynamically refined over time. The knowledge in a good KM system
is never finished because the environment changes over time, and the knowledge must be
updated to reflect the changes. The cycle works as follows:
 Create knowledge: Knowledge is created as people determine new ways of doing things or
develop know-how. Sometimes external knowledge is brought in. Some of these new ways may
become best practices.
 Capture knowledge: New knowledge must be identified as valuable and be represented in a
reasonable way.
 Refine knowledge: New knowledge must be placed in context so that it is actionable. This is
where human insights (tacit qualities) must be captured along with explicit facts.
 Store knowledge: Useful knowledge must then be stored in a reasonable format in a knowledge
repository so that others in the organization can access it.
 Manage knowledge: Like a library, the knowledge must be kept current. It must be reviewed to
verify that it is relevant and accurate.
 Disseminate knowledge: Knowledge must be made available in a useful format to anyone in the
organization who needs it, anywhere and anytime.

5. Components of Knowledge management system

Knowledge management is more a methodology applied to business practices than a technology
or a product. Nevertheless, information technology is crucial to the success of every knowledge
management system. Information technology enables KM by providing the enterprise
architecture upon which it is built. Knowledge management systems are developed using three
sets of technologies: communication, collaboration, and storage and retrieval.
 Communication technologies allow users to access needed knowledge, and to communicate
with each other-especially with experts. E-mail, the Internet, corporate intranets, and other Web-
based tools provide communication capabilities. Even fax machines and the telephone are used
for communication, especially when the practice approach to knowledge management is adopted.
 Collaboration technologies provide the means to perform group work. Groups can work
together on common documents at the same time (synchronous) or at different times
(asynchronous); in the same place, or in different places. This is especially important for
members of a community of practice working on knowledge contributions. Other collaborative
computing capabilities, such as electronic brainstorming, enhance group work, especially for
knowledge contribution. Additional forms of group work involve experts working with
individuals trying to apply their knowledge. This requires collaboration at a fairly high level.
Other collaborative computing systems allow an organization to create a virtual space so that
individuals can work online anywhere and at any time.
 Storage and retrieval technologies originally meant using a database management system to
store and manage knowledge. This worked reasonably well in the early days for storing and
managing most explicit knowledge, and even explicit knowledge about tacit knowledge.
However, capturing, storing, and managing tacit knowledge usually requires a different set of
tools. Electronic document-management systems and specialized storage systems that are part of
collaborative computing systems fill this void. These storage systems have come to be known as
knowledge repositories.

6. Technologies supporting knowledge management

Several technologies have contributed to significant advances in knowledge management tools.
Artificial intelligence, intelligent agents, knowledge discovery in databases, and Extensible
Markup Language (XML) are examples of technologies that enable advanced functionality of
modern knowledge management systems and form the base for future innovations in the KM
field.
 Artificial intelligence: AI methods and tools are embedded in a number of knowledge
management systems, either by vendors or by system developers. AI methods can assist in
identifying expertise, eliciting knowledge automatically and semi automatically, interfacing
through natural language processing, and intelligent search through intelligent agents.
 Intelligent agents: Intelligent agents are software systems that learn how users work and
provide assistance in their daily tasks. There are other kinds of intelligent agents as well (see
Chapter 13). There are a number of ways that intelligent agents can help in knowledge
management systems. Typically, they are used to elicit and identify knowledge.
 Knowledge discovery in database: Knowledge discovery in databases is a process used to
searcn for and extract useful information from volumes of documents and data. It includes tasks
known as knowledge extraction, data archaeology, data exploration, data pattern processing, data
dredging, and information harvesting. All of these activities are conducted automatically and
allow quick discovery even by nonprogrammers.
 External markup language: Extensible Markup Language (XML) enables standardized
representations of data structures so that data can be processed appropriately by heterogeneous
systems without case-by-case programming. This method suits e-commerce applications and
supply chain management systems that operate across enterprise boundaries.
7. Knowledge management system implementation
The KMS challenge is to identify and integrate the three essential components (communication
technologies, collaboration technologies, and storage and retrieval technologies) to meet the
knowledge management needs of an organization. The earliest knowledge management systems
were developed with networked technology (intranets), collaborative computing tools
(groupware), and databases (for the knowledge repository). They were constructed from a variety
of off-the-shelf IT. Many organizations, especially large management consulting firms like
Accenture and 10. Edwards, developed their knowledge architecture with a set of tools that
provided the three technology types. Collaborative computing suites such as Lotus
Notes/Domino and GroupSystems online provide many KMS capabilities. Other systems were
developed by integrating a set of tools from a single or multiple vendor.

8. Integration of knowledge management with other business information system

Knowledge management system is an enterprise system, it must be integrated with other
enterprise and information systems in an organization. Through the structure of the
organizational culture (changed if necessary), a knowledge management system and its activities
can be directly integrated into a firm's business processes. For example, a group involved in
customer support can capture its knowledge to provide help on customers' difficult problems. In
this case, help-desk software would be one type of package to integrate into a KMS, especially
into the knowledge repository.

9. Integration with decision support system/ Business intelligence

Knowledge management systems typically do not involve running models to solve problems.
This is typically done in decision support systems/business intelligence systems. However, since
a knowledge management system provides help in solving problems by applying knowledge,
part of the solution may involve running models. A KMS can integrate into a set of models and
data, and can activate them if a specific problem calls for it.

10. Integration with artificial intelligence

Knowledge management has a natural relationship with artificial intelligence (AI) methods and
software, though knowledge management, strictly speaking, is not an artificial intelligence
method. There are a number of ways in which knowledge management and artificial intelligence
can integrate. Artificial neural networks help to understand text to determine the applicability of
a specific chunk of knowledge as it applies to a particular problem. They are also used to
enhance search engines. The most common integration of artificial intelligence and knowledge
management is in identifying and classifying expertise by examining e-mail messages and
documents. These include artificial intelligence-based tools, such as Tacit Knowledge Systems
Inc. Active Net and Knowledge Mail, and Inxight Software Categorizer.

11. Integration with database system and information system

Since a KMS utilizes a knowledge repository, sometimes constructed out of a database system or
an electronic document management system, it can automatically integrate to this part of the
firm's information system. As data and information updates are made, the KMS can utilize them.
As was described, knowledge management systems also attempt to glean knowledge from
document.