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A Model to Classify Knowledge Assets of a Process-Oriented Development

A Model to Classify Knowledge Assets of a Process-Oriented Development

Raquel Anaya, Alejandra Cechich, Mónica Henoa
Copyright: © 2008 |Pages: 16
ISBN13: 9781599049069|ISBN10: 1599049066|ISBN13 Softcover: 9781616926496|EISBN13: 9781599049083
DOI: 10.4018/978-1-59904-906-9.ch015
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MLA

Anaya, Raquel, et al. "A Model to Classify Knowledge Assets of a Process-Oriented Development." Software Process Improvement for Small and Medium Enterprises: Techniques and Case Studies, edited by Hanna Oktaba and Mario Piattini, IGI Global, 2008, pp. 280-295. https://doi.org/10.4018/978-1-59904-906-9.ch015

APA

Anaya, R., Cechich, A., & Henoa, M. (2008). A Model to Classify Knowledge Assets of a Process-Oriented Development. In H. Oktaba & M. Piattini (Eds.), Software Process Improvement for Small and Medium Enterprises: Techniques and Case Studies (pp. 280-295). IGI Global. https://doi.org/10.4018/978-1-59904-906-9.ch015

Chicago

Anaya, Raquel, Alejandra Cechich, and Mónica Henoa. "A Model to Classify Knowledge Assets of a Process-Oriented Development." In Software Process Improvement for Small and Medium Enterprises: Techniques and Case Studies, edited by Hanna Oktaba and Mario Piattini, 280-295. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-906-9.ch015

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Abstract

Knowledge assets are knowledge regarding markets, products, technologies and organizations, that a business needs to own and that enable its business processes to generate profits. Today, how to model knowledge assets is a concern of the organizational modeling community; mostly because consensus on a knowledge asset model is far from achieved. This chapter is aiming at identifying a model to characterize knowledgeable assets and their relationships in a software organization. Generally speaking, knowledge assets represent intellectual capital for a software organization and support the whole organizational process. The model proposed here is an initial step towards defining knowledge management as a transversal process at the organization. An instantiation of the model is illustrated through a case study in a real software company that recognizes the value of knowledge as a tool to support and improve the organizational strategies.

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