See discussions, stats, and author profiles for this publication at: https://www.researchgate.

net/publication/261125049

Enterprise architecture model for implementation Knowledge Management

System (KMS)

Conference Paper · September 2011

DOI: 10.1109/ICTC.2011.6082581

CITATIONS READS

11 294

2 authors:

Sofian Lusa Dana Sensuse

Universitas Budi Luhur University of Indonesia
40 PUBLICATIONS 56 CITATIONS 300 PUBLICATIONS 1,023 CITATIONS

SEE PROFILE SEE PROFILE

Some of the authors of this publication are also working on these related projects:

Penilaian Indek e-Goverment pada Dinkes Kota Palembang View project

Information Security View project

All content following this page was uploaded by Sofian Lusa on 06 July 2021.

The user has requested enhancement of the downloaded file.

 Enterprise Architecture Model For Implementation
Knowledge Management System (KMS)
Sofian Lusa1, Dana Indra Sensuse2
Laboratory of E-Government, Faculty of Computer Science
University of Indonesia
Depok, Indonesia
sofian.lusa@ui.ac.id, Dana@cs.ui.ac.id
Abstract— This research focuses on the design of enterprise
architecture (EA) model for the knowledge management system
(KMS). The research was motivated by the many failures in
implementating of KMS as well as the lack of studies on EA
associated with the implementation of KMS. This study uses
interpretative and socio-technical approach with soft system
methodology and TOGAF as a framework. The result shows that
the availability of IT infrastructure does not maximize the
implementation of KMS, therefore there is a need of a new
holistic EA that accommodates all of the technological and socio
perspective.
Keywords— Enterprise architecture model, Knowledge
management system, TOGAF, Soft System Methodology, Socio
technical.
I. INTRODUCTION
In era of knowledge economy, the challenges to be faced by
companies that wish to win in the competition are
collaboration, innovation, adaptation, technology, markets,
and management of corporate intellectual. Implementation of
knowledge management using information technology is a
critical factor affecting the level of competition of an industry.
An information technology within the company is believed to
be able to create competitive advantage, efficiency, and added
value in the face of competition. However, on the other side
was the application of information technology experience
many obstacles and failures so it also puts inefficiency in time,
resources, and fund [2]. Conventional approach to minimize
failures in the project is to implement the standardization of
information technology for the architecture (hardware and
software), frameworks, processes, human resources, and
standard operating procedure (SOP). However, this approach
does not fully bring results, shown from the results of a survey
about the causes of failures that continue to recur with
different ratings. Related to knowledge management system
(KMS), the critical key for successful implementation of KMS
is an enterprise architecture. In other words, enterprise
architecture is a backbone for KMS. Therefore, in formulating
a research topic are trend of organizations to implement the
KMS, the increase in users in the digital era [3], and results of
international conferences (E-Know) in 2009. Discussion of
KM and KMS have been published, with ranging from the
definition, role, benefits, process and framework [4]. Now,
KM generation developments are entering the third generation
, that focuses on Societal learning, and ethical social
innovation. Previous generation is still associated with
intellectual capital, organizational learning and business
innovation [5]. Along with developments KM, information
technology (IT) plays a role in helping the creation of KM
such as discovering process, capturing, sharing, storing, and
retrieving [6]. In its development, the concept of IT to the
KMS are indexed as a system of ICT (Information and
Communication Technology), which supports the creation,
development, identification, capturing, acquisition, selection,
assessment, organization, linking, structuring, formalization,
visualization, distribution, storage , maintenance, repair,
evolution, accessing, searching, and application of knowledge
[7]. Final views of the KMS is as a system that includes
components of IT, repository, users, processes that use and
generate knowledge, using knowledge culture, and KM
initiatives related to the goals and measure knowledge itself.
The increasing implementation of KMS, encourage for making
a KMS success model identical with the of information system
success model in general. Factors affecting successful
implementation of KMS consists of system quality,
knowledge quality, and service quality [8]. Although there is
success model or KMS Success Model, in fact, failure in the
application show alarming results. Based on the survey, user
involvement, executive management support, and clarity of
the request needs to be on top of the list of important factors
for IT projects to succeed. On the other hand, the lack of user
involvement and demand needs of an incomplete and less
clearly emerged as a two main factors that become problems
and cause the project was canceled before it can be completed
[9]. It can be concluded that successful implementation of a
project information system (including KMS) depends on the
technical (technology) and non-technical aspects (socio).
Socio technical is a perspective about the combination and
interaction of social factors and technological factors. The
development of social structure cannot be separated from the
influence of technology. And information technology and
social structures affect each other and complement each other.
Apart from the above factors, if the implementation of a KMS
is connected with the organization, it is necessary to design an
enterprise architecture (EA) that includes the organization,
business, information, and information technology (IT). Apart
from the collaboration, the architecture can also describe the
"current conditions" and "target conditions" that include
regulations, standards, and information system life cycle to
optimize and maintain an environment where the organization
is expected to create and maintain this environment by
managing the IT portfolio [10]. Architecture can be defined as
a complete expression of the company, which acts as a power
master plan in collaboration with aspects of business planning
(purpose, vision, strategy, and principles of governance),
aspects of business operations (the term, organizational
structure, tasks, activities, and business information) , aspects
of automation (information systems, and databases), business
and technology infrastructure [11]. Architecture is considered
as an entity composed of principles, methods, and coherent
models that are used in the design and realization of an
organizational structure, business processes, information
systems, and infrastructure companies. So if it is associated
with the enterprise, the characteristics of the EA should
provide a thorough overview of the company and provide
insight needed to balance and facilitate the translation of
corporate strategies into daily operations [12]. While the
enterprise may be interpreted differently so that the
architecture that follows it will be different. Therefore, there
emerged a variety of architecture that tries to adjust based on
the enterprise and industries. EA is a complete expression of
the master plan in the form of a company or a unit consisting
of various principles, methods, and coherent models that are
used in the design and realization of an organizational
structure, business processes, information systems, and
infrastructure companies that act as forces collaborate among
aspects business planning, aspects of business operations, and
automation aspects. Linkage relationship of the aspects of
strategy, capacity, business, and technology look like the
image below:
Figure 1: Enterprise Architecture Elements
II. STUDY LITERATURE
The biggest challenge in implementing EA is how to choose
the most appropriate for companies and stakeholders [13]..
Among the existing framework, according to a survey
conducted by the Institute for Enterprise Architecture
Development (IFEAD) in 2003 the framework of the most
widely used in industry and government is the Zachman
Framework, TOGAF, The Federal Enterprise Architecture
Framework (FEAF), The Integrated Architecture Framework,
magenta, and Gartner. If referring to the process of designing
the EA then, after knowing the characteristics of each of the
EA framework, companies are faced with a choice of EA
frameworks such as whether you want to use. In this study, the
enterprise is defined as a government-owned enterprise. Based
on the survey of the use of the EA, any organization can do
hybrid in the application framework that is selected. That is, a
framework is analyzed in advance of the strengths and
weaknesses and then combined with the other frameworks so
that the EA framework, the results of customization, will be
applied later. After evaluating several EA frameworks of
previous exposure, it is proposed to adopt the TOGAF
framework. From several EA frameworks, it appears that
TOGAF has more advantages compared with other
frameworks. TOGAF has a detailed framework and comes
with a set of supporting tools for developing EA. In addition,
from several studies can be concluded that the following
advantages TOGAF [14].
A) TOGAF principles were able to identify the
perspective of the enterprise, business, IT, and architecture,
where each perspective has to process the content and
implementation.
B) TOGAF includes a workshop-based technique
"Business Scenarios" to identify key business drivers and
requirements for IT architecture
C) TOGAF has a wide range of models in the design
domain architecture, which facilitates the designing a
"Architecture Views.
D) Architecture Change Management process described
in TOGAF specifically with a view to supporting the
successful implementation of the architecture dynamically.
E) TOGAF has the Preliminary Phase, which is a
section for configuring TOGAF is a generic framework.
F) TOGAF is more flexible to be combined with other
frameworks or can be tailored to the organization
III. METHODOLOGY
To answer the above problems, the approach used is Soft
System Methodology (SSM) The consideration of managerial
and organizational world is far more complex (complicated)
and very rapidly changing dynamic. SSM method does not
restrict the problem on a particular variable but try to identify
as many as possible aspects (variables) that interact in the
system [15]. Thus defining the problem will be more complete
because it considers all aspects and able to anticipate the
possibility of change (dynamics) is going to happen. In the end
a solution which will be formulated to be more effective and
relevant to the real condition of the organization [16]. There
are seven steps in SSM, there are problem situation,
Depictions of the problem situation in a rich picture diagrams,
Definition of key words (root definitions), Making root system
model based on definitions (conceptual modeling), models
with real situations (comparison of models and real world),
adjustments (changes), and perform repairs (solutions) for the
recommended system. Stages of the research is to conduct a
literature review to explore as much as possible about the
chosen topic. After the process of defining the research
problem clearly, the next set of research methodology is to
conduct stages of data collection and data analysis. In this
stage also carried a variety of methods for data collection such
as interviews, focus group discussion, and document reviews.
related to the knowledge management system. While the
stages of data analysis aimed to explore the results of data
processing by using soft system methodology, forming a new
model for enterprise architecture planning. At the final stage
will study the output in the form of research reports EAP
model for implementing KMS in accordance with the
conditions the company is equipped with a conclusion and
suggestions that can be a reference for the readers or
researchers. Complete description of this research
methodology as follows:
Figure 2: Research Methodology
IV. ANALYSIS AND RESULT
Companies that used case studies in this research is a
government enterprise in the provision of electricity (PT
PLN) . From the analysis based on the SSM approach can be
defined that the existing problems at the company described as
follows:
Figure 3: Rich Picture (Problem Situation expressed)
Root definition of the most relevant system above and its
CATWOE element is as follows: “All levels of staff (top-mid-
operational) communicate with each other and exchange
information in order to complete a project or an issue that is
supported by the support system of a culture of sharing
(sharing) are able to store, process and disseminate
information useful for later can be reused for similar projects
or issues later on and fit with the culture and value system
adopted and can run in harmony with the main functions of the
business process”. While the CATWOE (Client, Actors,
Transformation, Worldview, Owner, and Environment)
element is defined as follows:
• C = Headquarter and Business Units.
• A = All levels of staff (top-mid-operational).
• T = will need the support system of a culture of sharing
(sharing) that match the culture and value system and who
can work well if the system can or is able to store, process
and disseminate information for more useful and reusable
and can run in harmony with the main functions of the
business process.
• W = system is claimed to be capable of supporting a
culture of sharing (sharing) a better.
• O = company and Business Units.
• E = Support from Top Management, culture and value
systems of enterprise.
A. Analysis Process Features, IS / IT infrastructure, and KMS security. Picture of
After identifying the problems in the rich picture and the the proposed solution designed looks as follows:
root definition, then mapped in the TOGAF framework, which
is divided by using the perspective of the 7S McKinsey ENTERPRISE DOMAIN

(Structure, System, Strategy, Skills, Staff, Style, Shared KMS

IMPLEMENTATION

Values) and grouped into two, there are socio aspects and SOCIO ASPECTS TECHNO ASPECTS

technology aspect. Sistem pendukung

budaya berbagi
(sharing methods)
KMS-CON04

KMS-MOT01 KMS-FAC01
KMS Policy &
Motivation
KMS-MOT02 KMS-DCS02 CATWOE:
KMS C: PT. PLN dan Unit-
Features unit Bisnis
KMS-POL05 KMS-DCS04
A: Semua level staf
(top-mid-operational)
KMS-CG03
T: Kebutuhan akan
KMS-DCS03 sistem pendukung
budaya berbagi
IT-DBAPP01 Align (sharing) yang cocok.
Align
KMS-DCS04 W: Sistem ini diklaim
KMS Abilities
IT/IS Vendor/ mampu mendukung
IS-APP01

ENTERPRISE DOMAIN
Infrastructure budaya berbagi

ENTERPRISE DOMAIN
(sharing) yang lebih
KMS-CG02 baik
IT-TOOL02 O: PT. PLN dan Unit-
unit Bisnis
E: Dukungan dari Top
KMS-POL06
Management, budaya
KMS Security IT-SEC01
KMS Media dan sistem nilai PT.
PLN.
KMS-POL07

MAKE Award

Align

Align

Align
BUSINESS
PRINCIPLES

Prinsip-prinsip Keunggulan Bisnis (Business Primacy Principles)

Memaksimalkan Keuntungan Perusahaan

ENTERPRISE DOMAIN

Figure 5: Proposed Solution

Holistic overview of the draft EAP to the application of KMS

as follows:
ENTERPRISE DOMAIN

GENERAL OF SUCCESS KMS IMPLEMENTATION KMS PROGRAMMES

(CATALOGS)

CATWOE: SOCIO ASPECTS

Figure 4: Analysis Phases

C: PT. PLN dan Unit-unit Bisnis
supported A: Semua level staf (top-mid-operational) achieved
Sistem pendukung budaya
T: Kebutuhan akan sistem pendukung budaya berbagi (sharing) yang cocok. MAKE Award
berbagi (sharing methods)

The main focus of TOGAF in this research design is how to

W: Sistem ini diklaim mampu mendukung budaya berbagi (sharing) yang lebih baik
KMS-CON04
O: PT. PLN dan Unit-unit Bisnis
E: Dukungan dari Top Management, budaya dan sistem nilai PT. PLN.
KMS-MOT01
KMS Policy &
programmes

translate all aspects and components of the company into Motivation

KMS-MOT02
Use

proposed solutions. The main components within the TOGAF

Align
Align

Align

KMS-POL05

framework is ADM (Architecture Development Method), ARCHITECTURE OF BUSINESS SERVICE & BACKBONES KMS-DCS03

DATA ARCHITECTURE APPLICATION ARCHITECTURE TECHNOLOGY ARCHITECTURE

which is composed of three (3) main sections namely
KMS Abilities KMS-DCS04

connected

architectural design business architecture, information

Media Brainstorming, Internet, WAN KMS-CG02
CoP, CMC, connected
Email, Chatt
KNIFE, KAFE, Telecommunications/ integrated
F2F Meeting, Forum Internet, WAN Messenger/email/ User’s

architecture / application / data, and technology architecture /

Email, Chatt fax/mobile
ENTERPRISE DOMAIN

ENTERPRISE DOMAIN

Diskusi lainnya Workstations Use KMS-POL06

transformed connected programmes KMS Media

integrated Internet, WAN integrated
connected Email, Chatt

infrastructure . From each architecture is mapped to the Data/

Sub-unit’s
LAN KMS Applications WAN Intranet;
Portal KMS Unit
stored
KMS-POL07

methodology of SSM (Soft System Methodology), especially Dokumentasi Data integrated

stored Brainstorming, connected
CoP, CMC, Database TECHNO ASPECTS
KNIFE, KAFE,

starting at descriptive conceptual framework to change

Center Central PLN
F2F Meeting, Core Applications: PLN Pusat Sub-unit’s Mainframes
Forum Diskusi SCADA, SIMKP, SAP
Servers

management.
KMS-FAC01
Align

Align

Align

KMS-DCS02
KMS
Features
KMS-DCS04
programmes

ARCHITECTURE PRINCIPLES – VISION, AND BUSINESS ARCHITECTURE KMS-CG03

Use

B. Proposed Solutions ARCHITECTURE PRINCIPLES

ARCHITECTURE VISION
BUSINESS ARCHITECTURE IT-DBAPP01

Results from gap analysis becomes the basis for designing Prinsip-prinsip Keunggulan Bisnis
(Business Primacy Principles)
Skop dan Konstrain: di dalam domain
KMS meliputi data, aplikasi dan
teknologi. Business Architecture’s Gap
IT/IS Vendor/
Infrastructure
IS-APP01

the solution and new EA model, that divided based on the Memaksimalkan Keuntungan
Align
Business Scenario meliputi problem,
business and technical environment,
Align Analysist: analisa gap bisnis pada
domain enterprise IT-TOOL02

level of priority. Proposed solutions from Socio aspect Perusahaan objectives, actors, roles and
responsiblities. KMS Security IT-SEC01

consists of nine (9) programs to be grouped into three main

groups, namely: KMS Policy and Motivation, KMS Abilities,
and KMS Media. While for the technical aspect consists of ENTERPRISE DOMAIN

eight (8) programs to be grouped into three groups: KMS Figure 6: New EAP Model for implementation KMS
Basic design of the solution above refers to three main
objectives in the short to long, namely: “KMS
implementation should be principled in the Root Definition in
the methodology of SSM is a system that supports a culture of
sharing are useful for all employees in entireties ?.
Implementation of KMS as a supporting sharing system
culture can be perceived impact (effectiveness) by all actors
and in line with the methodology of defining CATWOE SSM.
KMS implementation in mid-long term should lead to the
MAKE Award for a company that based on its superiority in
good KMS system.
V. CONCLUTION
The conclusion that can be formulated in this study that the
case study company has not had a comprehensive enterprise
architecture for the implementation of knowledge management
system (KMS). Architecture owned currently more directed to
the information technology (infrastructure), can be seen from a
variety of hardware, software, including portals owned are
adequate. But based on the results of the analysis found that
the availability of infrastructure does not make user utilize of
KMS. Users do not feel the concrete benefits of the KMS in its
operational activities. Therefore, in designing the solution,
initial steps were taken to identify as many as possible
opinions, comments, feedback, and expectations of users.
With mapped in aspects of socio -technical in the basic design
of the EA can answer the problems and challenges faced by
company. With the EA of the proposed model, the
management hopes to design a KMS includes modules at
headquarters or in the units fully holistic accommodate all
interests to maximize the implementation of KMS.
View publication stats
REFERENCES
[1] Tobing, Paul L. “Knowledge management: Konsep, Arsitektur, dan
implementasi”, Graha Ilmu.2007.
[2] Tony, James. Applied Expertise Ltd. Why do so Many IT Projects Fail to
Deliver?, IT Forum.
[3] Toffler, Alvin. “The thirdwave: the Future shock ”, William Morrow
& Co Inc. USA. 1980, p 100-125
[4] Tiwana, Amrit. 2001. “The Essential Gie to knowledge management ”.
New Jersey, USA: Prentice Hall,2001, p
[5] Lazlo, Kathia., and Laszlo, Alexander. Evolving Knowledge for
Development: The Role of Knowledge Management in a Changing
World. 2002, Journal of Knowledge Management 400-412.
[6] Alavi, M., dan Leidner, D.E. Review: Knowledge management and
knowledge management system: conceptual foundations and research
issues. MIS Quaterly, 2001, 25 (1), 107-136.
[7] Giraldo, J.P. Relationship between knowledge management technologies
and learning actions of global organizations. Elsevier Inc, 2005, p 54
[8] DeLone, W.H., and McLean.,E.R. “The DeLone and McLean model of
information systems success: a ten years update”. Journal Management of
Information System Research, 2003, 19(4), 9-30.
[9] Marchewka, Jack T. 2002. Information Technology Project Management;
Providing Measurable Organizational value. USA.
[10] Hagan, J. Enterprise architecture Body of Knowledge: Guide to the
Evolving EA Body of Knowledge. Virginia: Mitre. 2007
[11] Schekkerman, J. Enterprise Architecture: How are Organizations
Progressing? Web-form Based. Institute For Enterprise architecture
Developments. 2005, p 79-84
[12] Lankhorst, Marc.. Enterprise Modelling, Communication and Analysis.
Berlin: Springer.2009
[13] Handley, Jeff. Enterprise Architecture Best Practice Handbook: Building,
Running and Managing Effective Enterprise Architecture Programs -
Ready to use supporting documents bringing Enterprise Architecture
Theory into Practice. London: Emereo Pty Ltd.2008
[14] The Open Group.. The Open Group Architecture Framework (TOGAF)
version 8.1.1 Enterprise Edition. 2007
[15]Checkland, Peter.. “Systems Thinking, Systems Practice”, John
Wiley.1981, p 45
[16] Jackson, Michael. “System Thinking: Creative Holism for Managers”,
Inggris: John Wiley, 2003.