Embed Size (px)
DESCRIPTION
BPM (business process management) and KM (knowledge management) have more in common than you think. In this session, we 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. Find out more about this presentation at lanyrd.com/sctcyp
Citation preview
Dr. Jackie Damrau, STC Fellow
Dr. Liz Herman, PhD, PMP
BPM & KM: They
Converge Quite Nicely
BPM & KM. 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
Process/Knowledge Continuum
Source: Harmon, Business Process Change, Fig. 10.10, p. 277
Concept (Knowledge) Map
about Concepts
Source: Harmon, Fig. 10.11, p. 282
Workflow System Interaction
• 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
• 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
Software, Tools, & Repository
Basic KM Repository Structure
Source: University of San Francisco, Advanced
Professional Business Process Management Certificate
coursework
KM & BPM - Working Together
• KM & BPM work
together when there’s
focus on people as well
as on the tools.
• 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
BPM Documentation Example
Source: University of San Francisco, Advanced
Professional Business Process Management Certificate
coursework
Reasons to Map a Process
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 Converge 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.pngSource: http://kundang.weblog.esaunggul.ac.id/wp-
content/uploads/sites/99/2013/07/berpikir.gif
What Does This Mean to YOU!
• 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 Reasons Why People
Don’t/Won’t Converge
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.wordp
ress.com%2F2006%2F11%2Fkm_conceptmapmed.jpg&sa=D&sntz
=1&usg=AFQjCNHWKjuq_trkUNyHW5Nm7hqlUQXaHQ
What Roots this KM Concept Map?
BPM/KM/Corporate
Strategies Intersect
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
Another Way to Think of It...
Source:
http://www.google.com/url?q=http%3A%2F%2Fwww.ugc.edu.hk%2Ftlqpr01%2Fsite%2Fabstracts%2F098_hui_files%2Fimage002.jp
g&sa=D&sntz=1&usg=AFQjCNEZm5AFt_0L5lH1tOTLjG2WPAoFMw
Bottom Line
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
Resources
1. American Productivity and Quality Center
2. Davenport, T. (2005). Thinking for a Living: How to Get Better
Performances and Results from Knowledge Workers.
3. KM World (2013)
4. University of San Francisco. (2013). Business Process Management
Advanced Professional Certificate coursework and lectures.
5. Harmon, Paul. (2007). Business Process Change, 2nd Edition: A Guide for
Business Managers and BPM and Six Sigma Professionals.
6. Damelio, Robert. (2011). Basics of Process Mapping, 2nd ed.
7. Franz, Peter, and Mathias Kirchmer. (2012). Value-Driven Business
Process Management: The Value-Switch for Lasting Competitive
Advantage.
Q&A!
