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Business Process Management and Knowledge Management: They Converge Quite Nicely presented by Dr. Jackie Damrau and Dr. Liz Herman
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10/13/2014
1
BPM & KM: They Converge Quite Nicely
Dr. Jackie Damrau, BPMN Professional
Dr. Liz Herman, PhD, PMP
Ability to describe information in understandable terms for audience
Definition works for both Business Process Management (BPM) and Knowledge Management (KM)
Strategic BPM + Strategic KM
=
increased organizational performance +
competitiveness
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Source: http://tinyurl.com/opd6qhh
Process/Knowledge Continuum
Source: Harmon, Business Process Change, Fig. 10.10, p. 277
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Concept (Knowledge) Mapabout Concepts
Source: Harmon, Fig. 10.11, p. 282
• Proven ability to provide business with agility
• Use of electronic systems to manage and monitor business processes that lets the:
o Workflow between individuals to be defined and tracked
o Information move in document form according to defined processes
o Individuals track the process of creating, reviewing, and distributing documents for action
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• Software: SharePoint, eRoom
o Did you know that 80% of the world uses SharePoint for KM?(KM World Magazine, April 2013)
• BPM Tools:
o Simple: MS Visio, Lucidchart (cloud)
o Complex: ARIS Business Platform, Ultimus BPM Studio
• Repository: SharePoint, Documentum, TFS
• Email or Internal Social Media Outlet: Yammer, Jive, Groupware
• Websites/Wikis
Basic KM Repository Structure
Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework
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• Easily transferable
• Version control
• Accessible online
• Link to automated workflow or ERP systems
• A good repository to store your information like:
o Process maps
o Discussion forums
o Documents
o Context help and training
• KM & BPM work together when there’s focus on people as well as on the tools.
BPM Documentation Example
Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework
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1. Help others "converge" upon the use of language and strengthen shared mental models
2. Level-set workgroup members on the context of work they do
3. Make work architecture visible
4. Improve communications and understanding within the workgroup
5. Codify knowledge related to work
6. Establish or make changes to the company's process architecture
7. Follow an established framework depending on company's industry (QMS, TQM, CMMI, Lean Six Sigma, Balanced Scorecard)
• As previously noted, BPM & KM work together when there’s focus on people as well as on the tools.
• People are involved in:
o helping
o level-setting
o making
o improving
o codifying
o establishing
o following
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People = 80%; Technology = 20%
KM (Old School): KM (New School):
Source:: http://medcitynews.com/wp-content/uploads/venn-diagram-people-process-technology.png
Source: http://kundang.weblog.esaunggul.ac.id/wp-content/uploads/sites/99/2013/07/berpikir.gif
• 80% of KM focus needs to involve people, but you cannot be successful if you do not include 20% BPM focus
• Why are people important?o Unhappy people are reluctant to
identify, capture, structure, value,leverage, and share an organization’s intellectual assets to enhance itsperformance and competitiveness
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1. No incentives to capture and share knowledge
2. Attitudinal resistance to change
3. Limited on-the-job recognition
4. Lack of leadership support
5. Missing business processes
KM Concept of Concept Map
Source: http://www.google.com/url?q=http%3A%2F%2Fnkilkenny.files.wordpress.com%2F2006%2F11%2Fkm_conceptmapmed.jpg&sa=D&sntz=1&usg=AFQjCNHWKjuq_trkUNyHW5Nm7hqlUQXaHQ
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Source: http://www.google.com/url?q=http%3A%2F%2Fwww.inlecom.com%2Fimagefiles%2FUnified%2520PM%2520KM%25202.gif&sa=D&sntz=1&usg=AFQjCNFT4QPot2fkVKliYOMhHwmOBe7t9w
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Source: http://www.google.com/url?q=http%3A%2F%2Fwww.ugc.edu.hk%2Ftlqpr01%2Fsite%2Fabstracts%2F098_hui_files%2Fimage002.jpg&sa=D&sntz=1&usg=AFQjCNEZm5AFt_0L5lH1tOTLjG2WPAoFMw
Don't forget the people.
If you focustoo much on the technology or
too much on the process and not enough on the people,
you risk disengagement.
KM success =
Engaged people(knowledge workers)
using solid business processes supported by technology and
organizational culture
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Resources1. “What is Business Process Management?”
(http://searchcio.techtarget.com/definition/business-process-management)2. “What is Knowledge Management?”
(http://searchdomino.techtarget.com/definition/knowledge-management)3. KM Concepts, Principles, and Types (http://tinyurl.com/opd6qhh)4. American Productivity and Quality Center5. Davenport, Thomas H. 2005. Cambridge, MA: Thinking for a Living: How to Get
Better Performances and Results from Knowledge Workers.6. Harmon, Paul. 2007. Burlington, MA: Business Process Change, 2nd Edition: A
Guide for Business Managers and BPM and Six Sigma Professionals.7. KM World (2013, April ).8. University of San Francisco. 2013. Business Process Management Advanced
Professional Certificate coursework and lectures.9. Damelio, Robert. 2011. 2nd ed. New York, NY: Productivity Press. Basics of Process
Mapping10. Franz, Peter, and Mathias Kirchmer. 2012. New York, NY: Value-Driven Business
Process Management: The Value-Switch for Lasting Competitive Advantage.