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3 Capturing and Leveraging Essential Organizational Knowledge via Dynamic Roadmaps
Author(s) -
Hansell Todd,
DeGregorio Gary
Publication year - 1999
Publication title -
incose international symposium
Language(s) - English
Resource type - Journals
ISSN - 2334-5837
DOI - 10.1002/j.2334-5837.1999.tb00184.x
Subject(s) - leverage (statistics) , asset (computer security) , computer science , knowledge management , process (computing) , new product development , set (abstract data type) , product (mathematics) , process management , business , marketing , artificial intelligence , computer security , geometry , mathematics , programming language , operating system
In many companies today, technology, capability, and product planning information is maintained in a haphazard collection of overhead slides, spreadsheets, and private databases by a set of disconnected “experts” and updated sporadically (usually just in time for the next review!). This information is often quite sparse and poorly supported by knowledge and supporting data, often being held only in the heads of the “experts.” Therefore, it is often difficult to leverage as external technology and market forces continue to change. In an attempt to improve the technology planning process and to provide the basis from which a company can develop its roadmap planning as a competitive asset, a set of methods, tools, and workshop‐based training have been developed. These assist the technology strategists, systems engineers, marketing professionals, and product development managers in creating, leveraging, and maintaining an organization's critical knowledge in a dynamic fashion.