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

2. 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

3. Source: http://tinyurl.com/opd6qhh

4. Process/Knowledge Continuum
Source: Harmon, Business Process Change, Fig. 10.10, p. 277

5. Concept (Knowledge) Map
about Concepts
Source: Harmon, Fig. 10.11, p. 282

6. • 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

7. • 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

8. Basic KM Repository Structure
Source: University of San Francisco, Advanced Professional
Business Process Management Certificate coursework

9. • 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.

10. BPM Documentation Example
Source: University of San Francisco, Advanced Professional
Business Process Management Certificate coursework

11. 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)

12. • 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

13. 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

14. • 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

15. 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

16. 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

18. 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

19. 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

20. 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

21. 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.