BPM & KM: They Converge Quite Nicely

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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.

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BPM & KM: They Converge Quite Nicely

  1. 1. 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
  2. 2. Source: http://tinyurl.com/opd6qhh
  3. 3. Process/Knowledge Continuum Source: Harmon, Business Process Change, Fig. 10.10, p. 277
  4. 4. Concept (Knowledge) Map about Concepts Source: Harmon, Fig. 10.11, p. 282
  5. 5. • 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
  6. 6. • 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
  7. 7. Basic KM Repository Structure Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework
  8. 8. • 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.
  9. 9. BPM Documentation Example Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework
  10. 10. 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)
  11. 11. • 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
  12. 12. 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
  13. 13. • 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
  14. 14. 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
  15. 15. 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
  16. 16. Source: http://www.google.com/url?q=http%3A%2F%2Fwww.inlecom.com%2Fimagefiles%2FUnified%2 520PM%2520KM%25202.gif&sa=D&sntz=1&usg=AFQjCNFT4QPot2fkVKliYOMhHwmOBe7t9w
  17. 17. Source: http://www.google.com/url?q=http%3A%2F%2Fwww.ugc.edu.hk%2Ftlqpr01%2Fsite%2Fabstract s%2F098_hui_files%2Fimage002.jpg&sa=D&sntz=1&usg=AFQjCNEZm5AFt_0L5lH1tOTLjG2WP AoFMw
  18. 18. 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
  19. 19. Resources 1. “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 Center 5. 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.

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