Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies
•Download as PPTX, PDF•
1 like•1,198 views
Presented at Toronto Enterprise Architecture Symposium (EAS2011) - March 2011 - www.easymposium.com
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies
Similar to Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies (20)
Recently uploaded
Recently uploaded (20)
Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies
- 1. Enterprise Architecture Symposium – Toronto – 30 March 2011 Support of knowledge worker business processes through the provisioning of appropriate content management and social technologies Martin Sumner-Smith VP, EA Copyright © Open Text Corporation. All rights reserved. Rev2.0 01102010
- 3. Gartner ECM Magic Quadrant
- 4. Metastorm ProVision® (PV) & Knowledge Exchange (KE)
- 5. Metastorm Is Now OpenText
- 7. Context The Enterprise Content Management (ECM) field has traditionally addressed: Unstructured data = Content Unstructured processes Knowledge Management Is still a hybrid between paper & electronic in many processes
- 8. Premises EA exercises tend to focus on structured information and processes since these are ‘easier’ or more visible than unstructured The proportion of knowledge workers in workforces is increasing Some structure is being introduced to knowledge work The relevance of newer social technologies to enterprises is still being determined & developed
- 9. Every thing that can be digital, is eventually becoming digital Every thing that can be digital, is eventually becoming digital 9
- 10. ECM – ERP Priorities Business Processes in Greatest Need of Integration with ECM 0% 2% 4% 6% 8% 10% 12% 14% Accounts payable (invoices) Project management Legal HR Sales/CRM Maintenance/asset management Customer service Quality control Case management Procurement In your organization, which business process is currently the most in need of integration with content/document management(N=120) 0% 10% 20% 30% 40% 50% 60% 70% Greatest Benefits from Integrating ECM with Business Processes Productivity benefits of linking documents and transaction workflows Customer service improvement from immediate access to all related content Which of the following would you say are the TWO biggest benefits of linking ECM with ERP and CRM(N=296) Knowledge-sharing benefits of universal staff access to information Compliance benefit of consistent records management across all data Higher level of quality, less mistakes from manual cross-reference Improved storage management and resilience Commercial/strategic benefit of combined access to structured and unstructured data Source: AIIM White Paper Connecting ERP and ECM: Measuring the Benefits
- 12. Cooperrider in Staron, 2006, p. 23 Staron, M., Jasinksi, M., & Weatherley, R. 2006.Life based learning: a strength based approach for capability development in vocational and technical education: a report on the research project Designing professional development for the knowledge era”. Sydney, TAFE NSW ICVET.
- 15. The Law of Digital Disruption at Work 15 Change Technology Change Social Change Business Change Political Change Time Analyst Day - Boston - 2011
- 16. Access to Facebook, Twitter, and YouTube is prevented in 45% of organizations
- 17. The Rise of Social Networking
- 18. “Many executives have a hazy understanding of what it takes to bolster productivity for knowledge workers ...knowledge work involves more diverse and amorphous tasks than do production or clerical positions, where the relatively clear-cut, predictable activities make jobs easier to automate or streamline Likewise, performance metrics are hard to come by in knowledge work, making it challenging to manage improvement efforts”
- 19. Primary Barriers Physical Geographic and time separation Technical Lack of necessary tools Social or Cultural Organizational restrictions, opposing incentives and motivations Contextual Not knowing who to consult or to trust Temporal Time, or rather the perceived lack of it, is also a critical factor
- 20. “It’s time for companies to develop a strategy for knowledge work—one that not only provides a clearer view of the types of information that workers need to do their jobs but also recognizes that the application of technology across the organization must vary considerably, according to the tasks different knowledge workers perform.” Free access to knowledge vs. Structured provision
- 21. Free Access Primary/original approach for: Autonomous workers with high degree of expertise Attorneys, designers, marketers, scientists, senior execs, ... Assumed to be capable & disciplined Technology KM systems, Internet, social media – public and private/corporate Structured Provision Appeared in the 1990’s Technology Content management systems, workflow/BPM, portals, collaboration/social Newest = adaptive case management
- 22. Free Access Benefits Enjoyment, positive feeling Best when work is unpredictable Negatives Workers lack skills Metrics not easy Requires discipline Structured Provision Benefits Reduced distraction Load-based routing Embedded rules Negatives User resistance Reduced socialization Reduced agility
- 24. Challenges Preventing alienation Avoiding automated crack-up Proposal Allow workers to over-ride Systems recommend not enforce
- 25. Trend over time Computer-facilitated Computer-supported Automated
- 26. “Organizations around the world struggle to crack the code for improving the effectiveness of managers, salespeople, scientists, and others whose jobs consist primarily of interactions—with other employees, customers, and suppliers—and complex decision making based on knowledge and judgment.” 26
- 27. Changing roles require different skills Example People tasked with Content Creation are seldom good at Content Promotion But Value depends on use ECM has traditionally consideredmitigation of costs ofProduction & Finding Martin-fulcrum.blogspot.com
- 28. ECM 28
- 29. CurrentIndustry definition EnterpriseContentManagement Open TextEarly 2000’s
- 30. Content Governance retention risk security litigations compliance
- 31. resources Content Efficiency 31 cost optimization time-to-market quality
- 32. Key Enterprise Challenge Business Legal 32 Analyst Day - Boston - 2011
- 33. ECM Market – Still emerging Database Supply Chain Management Customer Relationship Management Mainframe Software Desktop Operating System Product Lifecycle Management Unstructured Information Business Intelligence Artificial Intelligence Surface Computing Disruptive Emerging Maturing Saturation Decline Slide 33 Source: Citi Investment Research and Analysis Copyright © 2009 OpenText Corporation. All rights reserved.
- 34. ECM now encompasses previously disparate technologies
- 35. P-P-Information or P-P-Content? Processes Content People
- 36. Information Spectrum Content Data $ # Structured Unstructured
- 37. Process Dimension BPM , Workflow Social Collaboration Structured/Ordered Unstructured Exceptions cost Business Process/Time
- 39. Reduce Cost
- 40. Reduce Compliance RiskValue Business Process centric ECM(Content embedded in business process) ECM Suite (Integrated solution) Best of Breed(Specialized components) Stage of Maturity ECM Solutions Becoming an Integral Part of Core Business Processes
- 42. Create Work Order 2 to investigate the problem and provide a remedy Root Cause Analysis Workspace
- 43. Root Cause Analysis may require revisions to maintenance plan (Inspection, Service, Calibration)
- 46. Technician repairs the equipment
- 47. Everything gets documented in the Maintenance Work Order Workspace
- 48. Technician uses an iPad for access to documents in related Workspaces (Func. Locations& Equipment)
- 49. Technician uses an iPhone/BB for capturing photos directly into the Workspace
- 51. Determine scope (technician, objective, time frame, etc.)
- 52. Submit report for review / approval
- 53. Conduct predefined analysis (ETA, FTA, RCA, etc.)
- 54. Record analysis and testing results
- 55. Review OEM manuals for op limits and maintenance schedule
- 56. Inquire with OEM and supplier on model experience
- 57. Control work progress (reporting)
- 59. Review maintenance / failure history
- 60. Upload photographs and any interview notes
- 61. Assign responsibilities to assessment roles
- 62. Plan tasks and resources (tasks, WFs, follow up)Reliability Engineer Records Management
- 63. SAP PM Unscheduled Maintenance Panel Operator initiates Root Cause Analysis
- 64. SAP PM Unscheduled MaintenanceReliability Engineer: Root Cause Analysis Workspace Binder Workspace Pump P-3000-N004 at C1-BR2-1 Pump P-3000-N004 at ….. Phase Overview Project Roles and rights predefined for this analysis type Pump P-3000-N004 at C1-BR2-1 SAP Data Predefined Folders are created to manage content Default Task List predefined for this analysis type All content is managed seamlessly by the organizations corporate Records Management program
- 65. Collaboration Dimension Formal Informal People’s Jobs
- 66. People Spectrum Formal Informal Collaboration Individual Group
- 67. The ThreePrimary Dimensions StructuredProcess Unstructured Formal People Org.Informal StructuredInformationUnstructured
- 69. ECM Example: Case Management 46
- 71. Email
- 74. Lawyers
- 75. Social Workers
- 77. Lawyers
- 78. Social Workers
- 79. Human Resources
- 80. Subject Matter Experts (Doctors, Academics, etc)
- 82. Tasks
- 83. Timetables
- 85. Lawyers
- 86. Social Workers
- 87. Human Resources
- 88. Subject Matter Experts (Doctors, Academics, etc)
- 89. Law Enforcement
- 92. Librarian
- 95. Blogs
- 99. Phone/voice mail
- 101. IM
- 102. Expertise locator
- 103. Email
- 105. Tasks
- 106. Timetables
- 108. IM
- 109. Expertise locator
- 110. Email
- 112. IM
- 113. Expertise locator
- 114. Email
- 115. Phone/voice mail
- 117. Expertise Locator
- 121. ECM + EAM Example: Plant Shutdown 50
- 122. What is Shutdown Turnaround?SAP Plant Maintenance Shutdown Turnaround is project management of a special kind: managing the repair, replacement or maintenance of critical systems. Manufacturing, process plants, refineries, utilities, and many other systems must be regularly closed down or taken out of service for planned maintenance operations.
- 124. Assign tasks
- 125. Create work breakdown structure
- 126. Create work order
- 127. Workspace is automatically created from SAP and also made available to other UI’s.
- 128. Create requisitions for equipment and materials
- 129. Issue PO‘s
- 130. Recieve and warehouse goods
- 131. Resource allocation for technicians/contractors
- 133. Review maintenance / history
- 134. Build work procedure (i.e. word document)
- 135. Create checklist for work package
- 136. Collaboration between vendors and suppliers
- 137. Updated product manuals/instruction from Supplier and tie to equipment in SAP
- 138. Create workspace for planning analysis
- 139. All planning documents are create and shared and maintained here until its determined if the equipment in review is going to be replaced/rebuilt. Extended ECM Records Management
- 141. Inability to retrieve and review corporate wide historical shutdown turnaround lessons learned analysis and recommendations for plant equipment repair/replacement.
- 143. Operator, Engineer and Technician access to the historical shutdown maintenance records:
- 145. Reduced costs
- 146. Improved safety
- 148. Direct access to documentation associated with equipment
- 149. Collaboration tools to develop shutdown work packages
- 150. Complete documentation of historical maintenance records found within SAP
- 151. Reduce downtime
- 153. Social Media
- 155. Real time notification of key information updates
- 156. New content instantly available for searching
- 158. Tap into the collective intelligence of the group
- 159. Build knowledge bases, not jammed mailboxes
- 161. Enable teams to work together effectively
- 162. Break down silos and bring greater transparency
- 163. Enable people to better learn from each other
- 164. Facilitate new people getting up to speedTogether
- 166. collaboration Content Monetization 58 differentiation communication experience engagement perception
- 167. Extending ECM to Web 2.0 Communities Podcasts Social Networks Videocasting Social Bookmarking RSS Folksonomies AJAX Wiki Blogs Aggregators Widgets 59 Analyst Day - Boston - 2011
- 168. Systems of Engagement Systems of Record 60
- 169. The Art and Science of Making the Desirable-Viable 61
- 170. e.g. Issues User acceptance/adoption Training Incentives & Recognition Habit Tribal behaviour Narrow scope The nature of work Value realization Governance Knowledge managers Taxonomies Enterprise perspective
- 171. Established Community Behaviour 90s style discussion Older but technical users Resistant to social networks Not using the best tool Martin-fulcrum.blogspot.com
- 172. Pulse 64
- 173. Premises Reviewed EA exercises tend to focus on structured information and processes since these are ‘easier’ or more visible than unstructured The proportion of knowledge workers in workforces is increasing Some structure is being introduced to knowledge work The relevance of newer social technologies to enterprises is still being determined & developed
- 174. Thank You 66
Editor's Notes
- Introduction to selfInternal EA role, not Sales – especially concerned with Content and Content-centric Collaboration and Social
- The latest Gartner MQ for ECM – OpenText is a leader in the company of much larger organizations. The size of a company is a factor in Gartners’ ability to execute dimension. OpenText is by far the largest independent vendor fully focused on ECM.Note: the Gartner MQ is not a measure of product quality but a combination of the completeness of vision and ability to execute.
- A well know EA and BPA tool set
- Open Text acquired Metastorm recently. Looking to apply EA and BPA approaches to map and understand the value of content-centric and unstructured processes
- Enterprise Content Management (ECM) is especially concerned with People – Process – Content. From a classic EA/IA perspective Content is a form of Data, but Rules are especially critical in some business applications of ECM.
- This applies to Content and to modes of Collaboration, especially as the range of Collaboration modes is exploding through Social Media
- ECM (Enterprise Content Management) systems have evolved to take control of more and more of the unstructured content within the enterprise – scanned documents, physical & electronic records, faxes, emails, web pages, messages, images, etc. Some systems are installed as a single enterprise-wide repository; others take a more evolutionary approach, linking existing document and content repositories through information-access portals. Key drivers for the adoption of ECM are: productivity in document-centric processes, improved knowledge-sharing, coordinated customer service, reduced compliance risk and unified legal discovery.Meanwhile, ERP (Enterprise Resource Planning) systems have taken control of the structured data content within the enterprise, from finance to service, from CRM to HR. However, within each of the application processes in ERP, there are often textual documents supporting the purely transactional data. Product data sheets, customer correspondence, quality reports, contract proposals, asset drawings and appraisement reports are important parts of their related business processes. Indeed, some paper items such as invoices, remittance notes, delivery notes and claim forms are integral to otherwise heavily transactional processes. In a recent survey conducted by the AIIM organization, a non-profit association that provides research, education, analysis, and best practices to help organizations better find, control and optimize information, to explore the business drivers, the issues faced and the returns being achieved. As we can see here, the most valued links are those involving transaction workflows, with the resultant improvements in productivity. Interestingly, improved customer service and knowledge sharing are rated more highly than consistency of compliance. We also see that the longer-term strategic vision of a joint infrastructure between structured and unstructured data has yet to resonate with users – at least at the practitioner level.
- There are various perspectives on what defines Knowledge in the context of society
- Creativity and value creation typically result from and a range of interactions and are conveyed and expressed in forms of rich content
- Early attempts at knowledge management (especially in the 1990’s) attempted to capture Explicit knowledge into repositories, with some provision for Collaboration to exchange knowledge. New Social tools have the potential to better enable the exchange of Tacit knowledge. Organizations are struggling to understand Social Media against a backdrop of consumer web experience
- The battle between ‘classic’ Content Search as championed by Google and Social Networking as championed by Facebook has taken a dramatic turn – it has much to teach Enterprises wed to Repositories and Databases
- Of the Primary Barriers, seen in at least 50% or organizations surveyed in this September 2010 McKinsey study, #2 Technical Tools are probably closest to being addressed – at least interms of avaialabilty, if not appreciation of how best to use. The other represent major barriers.Talk about sociology, normal behaviour, biological bandwidth issues
- Another McKinsey piece, from February 2010 , by Davenport, proposed that there be a better understanding of when structure can be applied. The traditional approach to KM has advanced Free-Access as the best model.
- These models of Knowledge management are compared...
- Compare
- Either may be preferred in different situations based on a classic 2x2 of Work Complexity vs. Level of Interdependence
- When this article was posted, there was a lot ‘push-back’ from commentators
- If we consider another dimension, namely the degree to which the task is undertaken by a computer, it is clear that over time the most Routine Individual tasks will no longer require humans, and that computer-systems will increasingly facilitate and then support business processes.These trends mean that increasingly the remaining jobs require ‘knowledge work’
- Statistic and comment from the September 2010 McKinsey article mentioned earlier
- Changing roles require different skills... DiscussECM systems will therefore become more important to organizations – so where is ECM at present? ECM review...
- A traditional driver for ECM…
- And the other…
- There are competing challenges of bringing the best in productivity and value to your end users while balancing this with the need to consistently apply corporate governance guidelines.
- As a whole ECM application are still maturing, although some aspects are quite mature
- Modern ECM Suites encompass a range of previously disparate technologies
- The relevance of ECM to organizations has often been expressed in the same terms as other information system, but ‘calling out’ Content
- In reality each of these cover a wide spectrum, much of which is the province of other business support tools like ERP and CRM, but ECM tends to emphasise the ‘unstructured’.
- Often ECM is much more critical during the management of exceptions to structured processes.
- Here is a clear example of a major exception in Unscheduled Plant Maintenance. Much of the process is recorded and supported by Content –emails, photogrpahs, reports, manuals, etc.
- An integrated dashboard ties together the ERP management of the process with the diverse range of Content generated during the Event
- ECM systems have traditionally been effective at supporting informal processes by providing a range of Collaborative tools such as Task Lists and Discussion Groups
- But not all task require group collaboration
- Review the prior slide in the EA/IA representation
- Let’s look again at Plant Maintenance – in this case Enterprise Asset Mgmt (in SAP Plant Maintenance). Here looking at routine Plant Shutdown
- Public social media such ass Facebook or Twitter are clearly winning the battle for people’s attention today. Yet many organizations fear the perils of social media, particularly around security, legal risks, and compliance. In fact, about 50% of our customers are still blocking the access to public social media from their networks. That said, these customers know that this is a futile resistance as employees simply use their personal mobile devices and circumvent the IT blockade.Most organizations want to leverage the power and productivity of the social media tools but in a secure, compliant, and risk-managed environment.
- Users are often far more involved than the classic 90:9:1 rule would suggest
- Most discussions of Social Networking have focused on the B2C – i.e. Persuasive ECM. But there are many other possibilitiesContentmonetization is and emerging theme of special interest to CMOs. Help the organization to differentiate its offerings. Need to foster collaboration across the different departments Make communication more effective by reaching the right audience with the targeted message at the lowest possible cost Enhance customer experience to enhance customer service, increase customer satisfaction, and entice customers to consider additional offerings Engage with customers and employees in a better, productive dialog Improve the company’s perception in the marketplace
- A set of offerings based on the Systems of Record (e.g. Archiving, Records management, Document Management = CLM) which provide the secure, compliant and risk-mitigating infrastructure. On top of that, a set of Systems of Engagement (based on WCM, Social Media, DAM) which allow LOBs get their jobs done without compromising the organization’s security, compliance and risk mitigation needs.
- Extending the twitter paradigm to Content and ContextTalk about internal experience with Pulse