Service Knowledge Management

The detect-monitor-action (DMA) model delineated in chapter 1 previewed the various business and organizational requirements. The coalescence of all pertinent technical knowledge in the previous chapters has provided supporting foundation to make the service information understandable and actionable. With an effective DMA infrastructure, policies and business mission plans are not limited to their initial specifications, but can be continuously enhanced in the fabric of the business process. In a broader definition, this capability permits organizations to bridge the knowledge gap, realizes the critical cost, time, and benefits of the offering services and can achieve the economies of scale. The center piece of realizing the claimed values comes from service knowledge management. In a heterogeneous service operation where a value chain is established upon interdependency of many different organizations, collaborated service agreements can be very sophisticated. Decision-making in a knowledge sharing environment will be heavily influenced by dynamic patterns of collaboration and associated with different levels of accountability. This requires the SOS level integration of the management processes, operational processes, and supporting processes.