2004, the organizers have formed a special
committees to manage and store knowledge as a
valuable asset for future references. The Sydney
Olympic Games in 2000 set up a Post Games Report
project for a period of two years. This produced an
additional percent increase in data over the year 2000
(Halbwirth and Toohey, 2001). In the MG case, there
are no initiatives to encourage those involved to
transfer or explicitly codify their knowledge. The
officers and staff involved have to learn in an
informal way based on the experience of seniors.
Effective management is an important part of
successful sporting events at all levels – elite,
professional and amateur. This in turn assists sporting
organizations to adapt and thrive in an environment
of rapid and pervasive economic, social and
technological change. Investigating the potential
impact of any KM-motivated proposal on an
organization is critical for the successful deployment
of the future system. Figure 2 shows the relationship
between the sub-committees in terms of functions
and knowledge flow and the level of knowledge
identified during the analysis.
Figure 2: MG Sub Committees (by functions/level).
For this study, sub-committees of the MG were
divided into three levels according to the task
hierarchy of the MG and the possible strength of KM
in its operations. High Level – Level 1 refers to the
sub-committee which has the highest level of
importance for the management of the MG.
3 CONTEXTUAL ANALYSIS
Contextual analysis has been defined as the analysis
of the social, organizational and physical
environment in which a system will be used (Preece
et al., 2002) while Bouarfa (2008) defines context as
user, task and physical and social environment.
Context analysis is typically used in application
development projects to indicate how the system
should interact with its environment. Context models
describe information and control flow between a
system and its environment. According to Aguila et
al. (2001), there are many modeling frameworks; the
most representative are CommonKADS, MIKE and
PROTÉGÉ-II. Each one of them has its own
modelling approach. CommonKADS is prominent
for having defined the structure of the Knowledge
Model (or Expertise Model), MIKE puts emphasis on
formal and executable specification of the expertise
model, as the result of the knowledge acquisition
phase, and PROTÉGÉ exploits the notion of
ontology. CommonKADS methodology is a standard
in Europe and covers all knowledge based systems
(KBS) development processs. CommonKADS
provides a complete methodology for the
development of a knowledge-based system
describing principles, techniques, modelling
languages and document structures to assist the
construction of a knowledge based systems (KBS).
The CommonKADS offers a detailed sets of
models to guide an in-depth analysis. The analysis
focuses on the business processes of the organization
and traces the use of knowledge in the working
processes (Schreiber et al. 2000). CommonKADS
methodologies comprises of three phases needed in
developing a knowledge based systems (Schreiber
et.al., 2000), they are: contextual analysis, conceptual
analysis and design. Contextual Analysis in
CommonKADS aims to understand the social and
physical contexts of organizations to determine their
vulnerabilities and potentials by tracking the flow of
data through an application, using cross-module,
cross-language, semantic and data flow analysis to
deliver the most complete understanding of the KM
risk.
The CommonKADS organization model supports
identification of promising areas for knowledge
based systems in organization and detection on how
the KBS might affect the organization (Post et.al,
TOWARDS KNOWLEDGE MANAGEMENT IN SPORTS EVENT MANAGEMENT
- Context Analysis of Malaysian Biannual Games with CommonKADS
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