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BPM (business process management) and KM (knowledge management) have more in common than you think. This session will provide an overview of BPM and KM and describe the synergies between both concepts and how they are applied to people, process, and technology. Attend this session to understand these converging worlds and strategically use both for project success.
Citation preview
BPM & KM: They Converge Quite Nicely
Dr. Jackie Damrau, BPMN Professional
Dr. Liz Herman, PhD, PMP
BPM
& K
M.
What?
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
KM
Conce
pts
, Pr
inci
ple
s, &
Ty
pes
Source: http://tinyurl.com/opd6qhh
Process/Knowledge Continuum
Source: Harmon, Business Process Change, Fig. 10.10, p. 277
Concept (Knowledge) Mapabout Concepts
Source: Harmon, Fig. 10.11, p. 282
Work
flow
Sys
tem
In
tera
ctio
n
• 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
Soft
ware
, To
ols
, &
Reposi
tory
• Software: SharePoint, eRoomo 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
KM
& B
PM
-
Work
ing
Togeth
er
• 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
Reaso
ns
to M
ap
a P
roce
ss
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)
People
Conve
rge
Too
• 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
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
What
Does
This
M
ean t
o Y
OU
! • 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 its performance and competitiveness
Top 5
Reaso
ns
Why
People
D
on’t
/Won’t
C
onve
rge
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
What
Roots
this
K
M C
once
pt
Map?
BPM
/KM
/Corp
ora
te
Str
ate
gie
s In
ters
ect
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
Anoth
er
Way
to
Thin
k of
It...
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
Bott
om
Lin
e
Don't forget the people.
If you focus too 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
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 Mapping
10.Franz, Peter, and Mathias Kirchmer. 2012. New York, NY: Value-Driven Business Process Management: The Value-Switch for Lasting Competitive Advantage.
Q&A!
