SlideShare a Scribd company logo
1
Process Oriented Knowledge Management
Model and Methodology
&
Integration
Michael Wyrsch
Vice President, Head Global Knowledge Management OE, Credit Suisse
© Wyrsch & Partner
Why Process Oriented Knowledge Management ?
• Inside Credit Suisse our work is defined by processes
• Main goal is to focus on knowledge intensive processes, contributing to create value
(value chain oriented)
• Knowledge Management is integrated in processes ( e.g. CMMI)
• Processes provide part of the context, that is important for the interpretation and
construction of process-relevant knowledge and knowledge flows
• This means: We can deliver the needed knowledge which enables competitive
advantage
Benefit = better quality + reduced cost + faster implementation
© Wyrsch & Partner
2
KM = Knowledge Mgmt
Identify knowledge
intensive processes
Innovate and expand
knowledge Share knowledge
with others
Make knowledge
available, retrieve and
use knowledge
Update and enhance
knowledge, delete
obsolete knowledge
Measure and
control
knowledge
intensive process
Knowledge ExecutionKnowledge Baseline
Select Analyze Create Organize Distribute Apply Evolve
Extract, cluster and
save knowledge
Extract, cluster and
save knowledge
Measure
Process Oriented Knowledge Management: Foundation
© Wyrsch & Partner
3
KM Management
Process Oriented KM: Execution Elements
© Wyrsch & Partner
4
Knowledge
Process
Infrastructure
Knowledge Basis
Knowledge
Intensive Processes
MethodsMethods
CreateCreate
EvolveEvolve
OrganizeOrganize
DistributeDistribute
ApplyApply
Create
Evolve
Organize
Distribute
Apply
Create
Evolve
Organize
Distribute
Apply
Process Oriented KM: Knowledge Process
Execution
© Wyrsch & Partner
5
Infrastructure
Knowledge Basis
Knowledge
Intensive Process
Knowledge
Intensive Process
MethodsMethods
Knowledge
Process
Create
Organize
Apply
Distribute Evolve
Process Oriented KM: Knowledge Project
Approach
© Wyrsch & Partner
6
Select Analyze Identify Design Implement
Get process
basic
information
Apply process
evaluation
Connect to
Owner
Process Flow
Knowledge
Flow
People
Knowledge
Improvement
Areas:
Identify &
Prioritize
Design
Knowledge
Process:
• Create
• Organize
•Distribute
• Apply
• Evolve
Apply
Methods
Verify Design
Update
Knowledge
Intensive
Process
Roll-out
Knowledge
Process
SAIDI
Knowledge Baseline Knowledge Process Creation
Create
Evolve
Organize
Distribute
Apply
Knowledge Baseline
(Method: Knowledge Mapping)
© Wyrsch & Partner
7
Select
Create
High Level K-Map
Run K-Map session
(for each main
area in overview)
Analyze
Identify main areas
with high level
processes
map on a common
axis with Subject
Matter Experts (SME)
divide area in steps
for each step:
verify and
harmonize process
identify k-pieces
(explicit/tacit)
Agree on action plan
High Level K-Map
with areas and
resources
Knowledge
Need
Scheduled High Level K-Map Session
KM Experts
Business Representatives
KM Experts
SME's
users
Scheduled K-Map Sessions
Methodology
Overview:
Structure of
knowledge
High Level K-
Map
Detail Level K-
Map
SME's
List of K-Pieces
Action plan
Benefits
Process Knowledge Mapping
© Wyrsch & Partner
8
Activities:
Activity 1
Activity 2
Activity 3
Activity 4
Business
Process
Knowledge Outputs
(examples below)
Knowledge Inputs
(examples below)
Explicit knowledge:
Knowledge in documents
= for example: article
on a Web site
Tacit knowledge:
knowledge in person =
for example
A best practice
from a expert
Explicit knowledge:
Report that results from
performing the
business process
Tacit knowledge:
knowledge in team =
for example expert tips
on performing an activity
in the business process
Process Knowledge Mapping: Empty Framework
© Wyrsch & Partner
9
Trigger
Input Output
Resources
Activities
Trigger
Input Output
Resources
Activities
Trigger
Input Output
Resources
Activities
Process Step 1 Process Step 2 Process Step 3
Knowledge Process Examples
Out of the requirements from CMMI we implemented:
• Lessons Learned (LL)
• Practical Example (PE) – Good / Best Practice (G/BP)
• Process Risk Management
© Wyrsch & Partner
10
Example: Lessons Learned (LL)
© Wyrsch & Partner
11
Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
ProcessTrigger
Create
Organize
Apply
Distribute Evolve
LL Capture Session
Write LL Report and
Evaluate
Store Report
Assign Attributes
Read Reports
Contact Peers
Apply Learning
Evaluate Reports
Assign Tasks
Distribute to
"Owners"
Lessons Learned (LL)
© Wyrsch & Partner
12
Capture LL with neutral moderators in structured sessions and deliver
standardized reports (PMC-10*)
Share LL for individual Reuse (PP-18*)
Evaluate LL for continuous improvement recommendations
* Reference to IT Solution Delivery Policies Region Switzerland
Version 3.0 - Status: Approved by IT Switzerland MC on 21-Nov-06
Lessons Learned (LL)
Establish contacts and networks for similar situations and projects.
© Wyrsch & Partner
13
Processes well established
LL repository/portal available
Trained moderators
Continuous improvements recommendation by
dedicated quarterly reports
Personal and professional development
Team building and common understanding
Additional insights to project from other roles
Experience in open group reflection with a neutral moderator and
improved quality of the Lessons Learned Report
Bridging projects and situations with LL for reuse – improving project
performance
Current
state
Lessons Learned: Current State (since Oct. 2006)
• Numbers:
– 350+ Lessons Learned Reports
– > 7000 recommendations
– ~ 3000 user hits monthly
– calculated 6 person days saved by reuse (organizational + individual)
– survey results 3 persons days saved by individual reuse
• Locations:
– Switzerland
– Singapore (rollout planned to all locations)
– Video Conferencing
• Staffing:
– 2 Lead Moderators (KSMF 5)
– 13 Moderators: 4 Business, 9 IT (they stay for a year)
© Wyrsch & Partner
14
Lessons Learned Customer Feedback
© Wyrsch & Partner
15
Efficient, well prepared,
least effort for the
project team
Simple efficient method that involves
all participants.
Good moderation of workshop
We keep making the same
mistakes. Deadlines too
short, not enough
resources. I hope this will
help our line management
see these problems in a
structured way so that they
have arguments for their
line managers.
I found the mix business/IT
extremely useful. Our viewpoints
at times were really very different
even though we were addressing
the same issues.
the objective was clear
the purpose was clear
people spoke up
moderator made people feel
comfortable
moderator was effective as
in whenever the team was
going on an 'offline' subject
this was brought back to the
main focus
feelings were captured
perfectly
finger-pointing was avoided,
instead facts and events
were analyzed
I personally learned on the
go during this exercise, it's
useful to hear the other side
of the story.
Lessons Learned Evaluation
© Wyrsch & Partner
16
Lessons Learned implementation issues
© Wyrsch & Partner
17
Evaluate Reports
Assign Tasks
Distribute to
"Owners"
Does not work really good! Process-Owners have problem
to convert lessons in process changes because of:
• Other priorities
• Other changes requests
• Understanding the indivdual case
• Etc.
Personnel impact = high
Organizational impact = low
Learning in Organisations
© Wyrsch & Partner
18
Schön and Argyris (1978) – learning involves the
detection & correction of error.
Governing
variable
Action
strategy
Consequences
Single loop learning
Double loop learning
New and tested Approach
© Wyrsch & Partner
19
Preparation LL Workshop
Workshop
Results Eval.
Department
LL Workshop
Call to
action
Setup:
• Focus on a single department, responsible for one product
• Different groups deliver part of the system
•Define scope
•Group people
•Plan workshops
•Conduct
individual LL
workshops
•External
Moderator
•Group results in
meanigful areas
Workshop with all
people:
•Present Results
•Consolidate
areas
•Extract real
causes
•Define actions
for the
Department
•Assign people to
actions with
deadlines
•Action = Change
of the
environment
KM build-in the Methodology: SCRUM
© Wyrsch & Partner
20
RETROSPECTIVE:
• Went Well?
• Went Poorly?
• Improve ?
© Wyrsch & Partner
21
For development teams:
Risk, Outcomes and Practices (ROP) Model
Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
Process
Example: Practical Example (PE) – Good / Best Practice
(G/BP)
© Wyrsch & Partner
22
DiscoverPractical Example
Publish PE
Assign Attributes
Collect PE-G/BP
Apply to Current
Work
Out of several
PE:
Create
Good/Best
Practice
Publish G/BP
Trigger
Create
Organize
Apply
Distribute Evolve
Store PE
Review PE
Practical Example Good/Best Practice
(PE G/BP)
© Wyrsch & Partner
23
Enable the proposal and identification of Practical Examples (PE)
Coordinate the conversion of PE G/BP and maintain the quality of the content
Provide a central storage of PE and G/BP
Practical Example Good/Best Practice
(PE G/BP)
© Wyrsch & Partner
24
High quality and up-to-date examples for projects
Reduce the reinvention of wheel
Valuable material as input for Good/Best Practices
Central and guided process to collect and maintain our
knowledge and experience
Implementation of Best Practice Management for CMMI L2, L3, ...
Definition in IT Glossary
Process defined/reviewed
Repository available
Ongoing flow of examples
~ 200 examples online
Strong support of the templates
Online feedback possible
Feedback shows about 2-4 person days saved by reuse (per document)
Current
state
Process Risk Management
© Wyrsch & Partner
25
Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
Process
Trigger
Create
Organize
Apply
Distribute Evolve
Submit Risk-Plan
to KAR
Evaluate Risk
mitigations
Store good risk
mitigation
Assign
Attributes
Read Risk mitigations
Contact Peers
Apply Learning
Evaluate risk
mitigations
Derive process /
environment
improvements
Distribute to
"Owners"
Continuous Update Risk-Plan
Process Risk Management: Current state
• Started in January 2010
• ~ 40 Risk mitigations stored
• Continuous flow depends on project close (= trigger for
submission)
• Reuse benefits not yet calculated
© Wyrsch & Partner
26
And bring it all together on one system:
© Wyrsch & Partner
27
© Wyrsch & Partner
28
If you give me an egg and I give you an egg , we each have
one egg
If you give me an idea and I give you an idea , we each have
two ideas :
West African proverb
A last word:
© Wyrsch & Partner
29
Contact
MichaelMichaelMichaelMichael WyrschWyrschWyrschWyrsch
Wyrsch & PartnerWyrsch & PartnerWyrsch & PartnerWyrsch & Partner
Geisswies 24Geisswies 24Geisswies 24Geisswies 24
8414 Buch a. I.8414 Buch a. I.8414 Buch a. I.8414 Buch a. I.
http://www.wyrschhttp://www.wyrschhttp://www.wyrschhttp://www.wyrsch----partner.chpartner.chpartner.chpartner.ch
michael@wyrschmichael@wyrschmichael@wyrschmichael@wyrsch----partner.chpartner.chpartner.chpartner.ch
✆✆✆✆ +41 79 207 78 86+41 79 207 78 86+41 79 207 78 86+41 79 207 78 86

More Related Content

What's hot

Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...
Velrada
 
Knowledge Management 2.0 - Enterprise 2.0
Knowledge Management 2.0 - Enterprise 2.0Knowledge Management 2.0 - Enterprise 2.0
Knowledge Management 2.0 - Enterprise 2.0
Carl Frappaolo
 
Knowledge management at hp
Knowledge management at hpKnowledge management at hp
Knowledge management at hp
Prem Mano
 
Sourcing Governance and Leadership
Sourcing Governance and LeadershipSourcing Governance and Leadership
Sourcing Governance and Leadership
Frank Willems
 
The Essential Toolkit for Your: EDRM Renovation Australia 2017
The Essential Toolkit for Your: EDRM Renovation Australia 2017The Essential Toolkit for Your: EDRM Renovation Australia 2017
The Essential Toolkit for Your: EDRM Renovation Australia 2017
Steven Oest
 
And Now for Something Completely Different: Change Management for the Austral...
And Now for Something Completely Different: Change Management for the Austral...And Now for Something Completely Different: Change Management for the Austral...
And Now for Something Completely Different: Change Management for the Austral...
Ark Group Australia Pty Ltd
 
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
Association for Project Management
 
Ai hack covid - aimed 2021 - pitch workshop (2)
Ai hack covid - aimed 2021 - pitch workshop (2)Ai hack covid - aimed 2021 - pitch workshop (2)
Ai hack covid - aimed 2021 - pitch workshop (2)
Edzo Botjes
 
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
Katrina (Kate) Pugh
 
Enterprise 2.0 = Knowledge Management 2.0?
Enterprise 2.0 = Knowledge Management 2.0?Enterprise 2.0 = Knowledge Management 2.0?
Enterprise 2.0 = Knowledge Management 2.0?
Dan Keldsen
 
To the Agile Go the Spoils: Why Lear
To the Agile Go the Spoils: Why LearTo the Agile Go the Spoils: Why Lear
To the Agile Go the Spoils: Why Lear
Human Capital Media
 
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSoneraDreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
Capgemini
 
Sharing knowledge
Sharing knowledgeSharing knowledge
Sharing knowledge
Mariam Yassin
 
Managing Global HR
Managing Global HRManaging Global HR
Managing Global HR
vickycocoracchio1
 
100909 wm scheme_enterprise20_pg_web
100909 wm scheme_enterprise20_pg_web100909 wm scheme_enterprise20_pg_web
100909 wm scheme_enterprise20_pg_web
Peter Geißler
 
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
Michael Heiss
 
Knowledge Management for Real
Knowledge Management for RealKnowledge Management for Real
Knowledge Management for Real
Cherwell Software
 
Meshworking For Sustainability 090320 Kopie
Meshworking For Sustainability 090320 KopieMeshworking For Sustainability 090320 Kopie
Meshworking For Sustainability 090320 Kopie
Marcel van Marrewijk
 

What's hot (18)

Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...Lessons from the front line: next-generation knowledge management in the reso...
Lessons from the front line: next-generation knowledge management in the reso...
 
Knowledge Management 2.0 - Enterprise 2.0
Knowledge Management 2.0 - Enterprise 2.0Knowledge Management 2.0 - Enterprise 2.0
Knowledge Management 2.0 - Enterprise 2.0
 
Knowledge management at hp
Knowledge management at hpKnowledge management at hp
Knowledge management at hp
 
Sourcing Governance and Leadership
Sourcing Governance and LeadershipSourcing Governance and Leadership
Sourcing Governance and Leadership
 
The Essential Toolkit for Your: EDRM Renovation Australia 2017
The Essential Toolkit for Your: EDRM Renovation Australia 2017The Essential Toolkit for Your: EDRM Renovation Australia 2017
The Essential Toolkit for Your: EDRM Renovation Australia 2017
 
And Now for Something Completely Different: Change Management for the Austral...
And Now for Something Completely Different: Change Management for the Austral...And Now for Something Completely Different: Change Management for the Austral...
And Now for Something Completely Different: Change Management for the Austral...
 
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
APM PMC SIG conference 2021, Project controls: but not as we know it, Close o...
 
Ai hack covid - aimed 2021 - pitch workshop (2)
Ai hack covid - aimed 2021 - pitch workshop (2)Ai hack covid - aimed 2021 - pitch workshop (2)
Ai hack covid - aimed 2021 - pitch workshop (2)
 
Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615Sikm knowledge jam (katrina pugh) 100615
Sikm knowledge jam (katrina pugh) 100615
 
Enterprise 2.0 = Knowledge Management 2.0?
Enterprise 2.0 = Knowledge Management 2.0?Enterprise 2.0 = Knowledge Management 2.0?
Enterprise 2.0 = Knowledge Management 2.0?
 
To the Agile Go the Spoils: Why Lear
To the Agile Go the Spoils: Why LearTo the Agile Go the Spoils: Why Lear
To the Agile Go the Spoils: Why Lear
 
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSoneraDreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
Dreamforce Debrief - One small step for man.. One giant leap for TeliaSonera
 
Sharing knowledge
Sharing knowledgeSharing knowledge
Sharing knowledge
 
Managing Global HR
Managing Global HRManaging Global HR
Managing Global HR
 
100909 wm scheme_enterprise20_pg_web
100909 wm scheme_enterprise20_pg_web100909 wm scheme_enterprise20_pg_web
100909 wm scheme_enterprise20_pg_web
 
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
Open Innovation Networks - Crowd Sourcing and Internal Expert Networks at Sie...
 
Knowledge Management for Real
Knowledge Management for RealKnowledge Management for Real
Knowledge Management for Real
 
Meshworking For Sustainability 090320 Kopie
Meshworking For Sustainability 090320 KopieMeshworking For Sustainability 090320 Kopie
Meshworking For Sustainability 090320 Kopie
 

Viewers also liked

Trends in knowledge management
Trends in knowledge managementTrends in knowledge management
Trends in knowledge management
SIKM
 
Knowledge Integration in Practice
Knowledge Integration in PracticeKnowledge Integration in Practice
Knowledge Integration in Practice
Peter Mika
 
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
Mita Angela M. Dimalanta
 
Brands, packaging, and other product feature
Brands, packaging, and other product featureBrands, packaging, and other product feature
Brands, packaging, and other product feature
Viqar Ahmad Usmani
 
15 Hot Knowledge Management Trends
15 Hot Knowledge Management Trends15 Hot Knowledge Management Trends
15 Hot Knowledge Management Trends
Axero Solutions
 
Knowledge Management In The Real World
Knowledge  Management In The  Real  WorldKnowledge  Management In The  Real  World
Knowledge Management In The Real World
Stan Garfield
 
Knowledge management in theory and practice
Knowledge management in theory and practiceKnowledge management in theory and practice
Knowledge management in theory and practice
thewi025
 
Knowledge Management Presentation
Knowledge Management PresentationKnowledge Management Presentation
Knowledge Management Presentation
kreaume
 

Viewers also liked (8)

Trends in knowledge management
Trends in knowledge managementTrends in knowledge management
Trends in knowledge management
 
Knowledge Integration in Practice
Knowledge Integration in PracticeKnowledge Integration in Practice
Knowledge Integration in Practice
 
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
Nestle Good Food, Good Life - SPACE Matrix, BCG Matrix and Product Positionin...
 
Brands, packaging, and other product feature
Brands, packaging, and other product featureBrands, packaging, and other product feature
Brands, packaging, and other product feature
 
15 Hot Knowledge Management Trends
15 Hot Knowledge Management Trends15 Hot Knowledge Management Trends
15 Hot Knowledge Management Trends
 
Knowledge Management In The Real World
Knowledge  Management In The  Real  WorldKnowledge  Management In The  Real  World
Knowledge Management In The Real World
 
Knowledge management in theory and practice
Knowledge management in theory and practiceKnowledge management in theory and practice
Knowledge management in theory and practice
 
Knowledge Management Presentation
Knowledge Management PresentationKnowledge Management Presentation
Knowledge Management Presentation
 

Similar to Process Oriented Knowledge Management

Piloting Major Business Change: Worktribe Research Management at the Universi...
Piloting Major Business Change: Worktribe Research Management at the Universi...Piloting Major Business Change: Worktribe Research Management at the Universi...
Piloting Major Business Change: Worktribe Research Management at the Universi...
Mark Ritchie
 
Agile Project Management
Agile Project ManagementAgile Project Management
Agile Project Management
DigitalCatapultDevelopmentPractices
 
Practical experiences of portfolio management
Practical experiences of portfolio managementPractical experiences of portfolio management
Practical experiences of portfolio management
Association for Project Management
 
R a ci & innovation
R a ci & innovationR a ci & innovation
R a ci & innovation
Alan Culler
 
How to integrate learning in my daily (working) life
How to integrate learning in my daily (working) lifeHow to integrate learning in my daily (working) life
How to integrate learning in my daily (working) life
Joël Krapf
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
RAJU852744
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
aulasnilda
 
Agile Introduction
Agile IntroductionAgile Introduction
Agile Introduction
Guy Winterbotham CSM,PMP
 
SITB130: Project Management for the Digitally Enabled
SITB130: Project Management for the Digitally EnabledSITB130: Project Management for the Digitally Enabled
SITB130: Project Management for the Digitally Enabled
Ivanti
 
International Target Operating Model Design
International Target Operating Model DesignInternational Target Operating Model Design
International Target Operating Model Design
Chris Oddy
 
Governance of agile m samphire
Governance of agile   m samphireGovernance of agile   m samphire
Governance of agile m samphire
Association for Project Management
 
Process Excellence
Process ExcellenceProcess Excellence
Process Excellence
Tanya Craig
 
LeSS at an Austrian Insurance Company - A Case Study
LeSS at an Austrian Insurance Company - A Case StudyLeSS at an Austrian Insurance Company - A Case Study
LeSS at an Austrian Insurance Company - A Case Study
Agile Austria Conference
 
WQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
WQD2011 - INNOVATION - Afoes Consultants - An Innovative ApproachWQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
WQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
Dubai Quality Group
 
Ready for-change-2017 spoce event slides
Ready for-change-2017 spoce event slidesReady for-change-2017 spoce event slides
Ready for-change-2017 spoce event slides
SPOCE Project Management
 
DevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_DeliveryDevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_Delivery
Jeevan T.M.
 
Prosci Webinar: Auditing Change Management Maturity
Prosci Webinar: Auditing Change Management MaturityProsci Webinar: Auditing Change Management Maturity
Prosci Webinar: Auditing Change Management Maturity
Prosci ANZ
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91
Yury Katkov
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91
semat-presentations
 
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
Human Capital Media
 

Similar to Process Oriented Knowledge Management (20)

Piloting Major Business Change: Worktribe Research Management at the Universi...
Piloting Major Business Change: Worktribe Research Management at the Universi...Piloting Major Business Change: Worktribe Research Management at the Universi...
Piloting Major Business Change: Worktribe Research Management at the Universi...
 
Agile Project Management
Agile Project ManagementAgile Project Management
Agile Project Management
 
Practical experiences of portfolio management
Practical experiences of portfolio managementPractical experiences of portfolio management
Practical experiences of portfolio management
 
R a ci & innovation
R a ci & innovationR a ci & innovation
R a ci & innovation
 
How to integrate learning in my daily (working) life
How to integrate learning in my daily (working) lifeHow to integrate learning in my daily (working) life
How to integrate learning in my daily (working) life
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
 
1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx1PJM6000 Week 1Project Management PracticesProfess.docx
1PJM6000 Week 1Project Management PracticesProfess.docx
 
Agile Introduction
Agile IntroductionAgile Introduction
Agile Introduction
 
SITB130: Project Management for the Digitally Enabled
SITB130: Project Management for the Digitally EnabledSITB130: Project Management for the Digitally Enabled
SITB130: Project Management for the Digitally Enabled
 
International Target Operating Model Design
International Target Operating Model DesignInternational Target Operating Model Design
International Target Operating Model Design
 
Governance of agile m samphire
Governance of agile   m samphireGovernance of agile   m samphire
Governance of agile m samphire
 
Process Excellence
Process ExcellenceProcess Excellence
Process Excellence
 
LeSS at an Austrian Insurance Company - A Case Study
LeSS at an Austrian Insurance Company - A Case StudyLeSS at an Austrian Insurance Company - A Case Study
LeSS at an Austrian Insurance Company - A Case Study
 
WQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
WQD2011 - INNOVATION - Afoes Consultants - An Innovative ApproachWQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
WQD2011 - INNOVATION - Afoes Consultants - An Innovative Approach
 
Ready for-change-2017 spoce event slides
Ready for-change-2017 spoce event slidesReady for-change-2017 spoce event slides
Ready for-change-2017 spoce event slides
 
DevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_DeliveryDevOps Journey_Distributed_Delivery
DevOps Journey_Distributed_Delivery
 
Prosci Webinar: Auditing Change Management Maturity
Prosci Webinar: Auditing Change Management MaturityProsci Webinar: Auditing Change Management Maturity
Prosci Webinar: Auditing Change Management Maturity
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91
 
Agile and semat v0.91
Agile and semat v0.91Agile and semat v0.91
Agile and semat v0.91
 
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
Managing Talent Like a Business: How to Deliver Greater Value to Your Organiz...
 

More from Michael Wyrsch

Remote gilt als die Zukunft der Arbeit
Remote gilt als die Zukunft der ArbeitRemote gilt als die Zukunft der Arbeit
Remote gilt als die Zukunft der Arbeit
Michael Wyrsch
 
Erfolgsfaktoren bei Veränderungen
Erfolgsfaktoren bei VeränderungenErfolgsfaktoren bei Veränderungen
Erfolgsfaktoren bei Veränderungen
Michael Wyrsch
 
Ludoki organizationality factsheet
Ludoki organizationality factsheetLudoki organizationality factsheet
Ludoki organizationality factsheet
Michael Wyrsch
 
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
Michael Wyrsch
 
Reflectionize Arbeitsblaetter
Reflectionize ArbeitsblaetterReflectionize Arbeitsblaetter
Reflectionize Arbeitsblaetter
Michael Wyrsch
 
Schluessel Egloff-9 Zihlmann-22
Schluessel Egloff-9 Zihlmann-22Schluessel Egloff-9 Zihlmann-22
Schluessel Egloff-9 Zihlmann-22
Michael Wyrsch
 
Discoverer Ablauf
Discoverer AblaufDiscoverer Ablauf
Discoverer Ablauf
Michael Wyrsch
 
Die 9 Berufsfelder Schweiz
Die 9 Berufsfelder SchweizDie 9 Berufsfelder Schweiz
Die 9 Berufsfelder Schweiz
Michael Wyrsch
 
Die 9 Berufsfelder Deutschland
Die 9 Berufsfelder   DeutschlandDie 9 Berufsfelder   Deutschland
Die 9 Berufsfelder Deutschland
Michael Wyrsch
 
Factsheet LUDOKI Change
Factsheet LUDOKI ChangeFactsheet LUDOKI Change
Factsheet LUDOKI Change
Michael Wyrsch
 
Theory u-meetup
Theory u-meetupTheory u-meetup
Theory u-meetup
Michael Wyrsch
 
Entfaltung des Menschen
Entfaltung des MenschenEntfaltung des Menschen
Entfaltung des Menschen
Michael Wyrsch
 
Agile Organisationen
Agile OrganisationenAgile Organisationen
Agile Organisationen
Michael Wyrsch
 
Holakratie: evolutionäres Organisation als Erfolgsmodell
Holakratie: evolutionäres Organisation als ErfolgsmodellHolakratie: evolutionäres Organisation als Erfolgsmodell
Holakratie: evolutionäres Organisation als Erfolgsmodell
Michael Wyrsch
 
Theorie U als Innovationsframework
Theorie U als InnovationsframeworkTheorie U als Innovationsframework
Theorie U als Innovationsframework
Michael Wyrsch
 
Training Games - und schon macht es mehr Spass!
Training Games - und schon macht es mehr Spass!Training Games - und schon macht es mehr Spass!
Training Games - und schon macht es mehr Spass!
Michael Wyrsch
 
Formen des Dialogs - Theorie U
Formen des Dialogs - Theorie UFormen des Dialogs - Theorie U
Formen des Dialogs - Theorie U
Michael Wyrsch
 
Theorie u-erweitert-und-mini-u
Theorie u-erweitert-und-mini-uTheorie u-erweitert-und-mini-u
Theorie u-erweitert-und-mini-u
Michael Wyrsch
 
Gf wm modell-2-angepasst
Gf wm modell-2-angepasstGf wm modell-2-angepasst
Gf wm modell-2-angepasst
Michael Wyrsch
 
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichenLessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
Michael Wyrsch
 

More from Michael Wyrsch (20)

Remote gilt als die Zukunft der Arbeit
Remote gilt als die Zukunft der ArbeitRemote gilt als die Zukunft der Arbeit
Remote gilt als die Zukunft der Arbeit
 
Erfolgsfaktoren bei Veränderungen
Erfolgsfaktoren bei VeränderungenErfolgsfaktoren bei Veränderungen
Erfolgsfaktoren bei Veränderungen
 
Ludoki organizationality factsheet
Ludoki organizationality factsheetLudoki organizationality factsheet
Ludoki organizationality factsheet
 
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
Theorie U (Otto Scharmer) vs. Integral (Ken Wilber)
 
Reflectionize Arbeitsblaetter
Reflectionize ArbeitsblaetterReflectionize Arbeitsblaetter
Reflectionize Arbeitsblaetter
 
Schluessel Egloff-9 Zihlmann-22
Schluessel Egloff-9 Zihlmann-22Schluessel Egloff-9 Zihlmann-22
Schluessel Egloff-9 Zihlmann-22
 
Discoverer Ablauf
Discoverer AblaufDiscoverer Ablauf
Discoverer Ablauf
 
Die 9 Berufsfelder Schweiz
Die 9 Berufsfelder SchweizDie 9 Berufsfelder Schweiz
Die 9 Berufsfelder Schweiz
 
Die 9 Berufsfelder Deutschland
Die 9 Berufsfelder   DeutschlandDie 9 Berufsfelder   Deutschland
Die 9 Berufsfelder Deutschland
 
Factsheet LUDOKI Change
Factsheet LUDOKI ChangeFactsheet LUDOKI Change
Factsheet LUDOKI Change
 
Theory u-meetup
Theory u-meetupTheory u-meetup
Theory u-meetup
 
Entfaltung des Menschen
Entfaltung des MenschenEntfaltung des Menschen
Entfaltung des Menschen
 
Agile Organisationen
Agile OrganisationenAgile Organisationen
Agile Organisationen
 
Holakratie: evolutionäres Organisation als Erfolgsmodell
Holakratie: evolutionäres Organisation als ErfolgsmodellHolakratie: evolutionäres Organisation als Erfolgsmodell
Holakratie: evolutionäres Organisation als Erfolgsmodell
 
Theorie U als Innovationsframework
Theorie U als InnovationsframeworkTheorie U als Innovationsframework
Theorie U als Innovationsframework
 
Training Games - und schon macht es mehr Spass!
Training Games - und schon macht es mehr Spass!Training Games - und schon macht es mehr Spass!
Training Games - und schon macht es mehr Spass!
 
Formen des Dialogs - Theorie U
Formen des Dialogs - Theorie UFormen des Dialogs - Theorie U
Formen des Dialogs - Theorie U
 
Theorie u-erweitert-und-mini-u
Theorie u-erweitert-und-mini-uTheorie u-erweitert-und-mini-u
Theorie u-erweitert-und-mini-u
 
Gf wm modell-2-angepasst
Gf wm modell-2-angepasstGf wm modell-2-angepasst
Gf wm modell-2-angepasst
 
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichenLessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
Lessons Learned aus Lessons Learned: Die lernende Organisation verwirklichen
 

Recently uploaded

IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
obriengroupinc04
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
my Pandit
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Satta Matka Dpboss Kalyan Matka Results
 
Prescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPTPrescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPT
Freelance
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
dazzjoker
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
ZevinAttisha
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
Cambridge Product Management Network
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
concepsionchomo153
 
L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023
SPATPortToamasina
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
➑➌➋➑➒➎➑➑➊➍
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
list of states and organizations .pdf
list of  states  and  organizations .pdflist of  states  and  organizations .pdf
list of states and organizations .pdf
Rbc Rbcua
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip
 
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
essorprof62
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
valvereliz227
 

Recently uploaded (20)

IMG_20240615_091110.pdf dpboss guessing
IMG_20240615_091110.pdf dpboss  guessingIMG_20240615_091110.pdf dpboss  guessing
IMG_20240615_091110.pdf dpboss guessing
 
Discover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling ServiceDiscover the Beauty and Functionality of The Expert Remodeling Service
Discover the Beauty and Functionality of The Expert Remodeling Service
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
The Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac SignThe Steadfast and Reliable Bull: Taurus Zodiac Sign
The Steadfast and Reliable Bull: Taurus Zodiac Sign
 
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka ResultsKalyan Chart Satta Matka Dpboss Kalyan Matka Results
Kalyan Chart Satta Matka Dpboss Kalyan Matka Results
 
Prescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPTPrescriptive analytics BA4206 Anna University PPT
Prescriptive analytics BA4206 Anna University PPT
 
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdfRegistered-Establishment-List-in-Uttarakhand-pdf.pdf
Registered-Establishment-List-in-Uttarakhand-pdf.pdf
 
CULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for dukeCULR Spring 2024 Journal.pdf testing for duke
CULR Spring 2024 Journal.pdf testing for duke
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
2024.06 CPMN Cambridge - Beyond Now-Next-Later.pdf
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
欧洲杯投注-欧洲杯投注外围盘口-欧洲杯投注盘口app|【​网址​🎉ac22.net🎉​】
 
L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023L'indice de performance des ports à conteneurs de l'année 2023
L'indice de performance des ports à conteneurs de l'année 2023
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
 
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian MatkaDpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka
 
list of states and organizations .pdf
list of  states  and  organizations .pdflist of  states  and  organizations .pdf
list of states and organizations .pdf
 
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium PresentationKirill Klip GEM Royalty TNR Gold Lithium Presentation
Kirill Klip GEM Royalty TNR Gold Lithium Presentation
 
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
欧洲杯赌球-欧洲杯赌球买球官方官网-欧洲杯赌球比赛投注官网|【​网址​🎉ac55.net🎉​】
 

Process Oriented Knowledge Management

  • 1. 1 Process Oriented Knowledge Management Model and Methodology & Integration Michael Wyrsch Vice President, Head Global Knowledge Management OE, Credit Suisse © Wyrsch & Partner
  • 2. Why Process Oriented Knowledge Management ? • Inside Credit Suisse our work is defined by processes • Main goal is to focus on knowledge intensive processes, contributing to create value (value chain oriented) • Knowledge Management is integrated in processes ( e.g. CMMI) • Processes provide part of the context, that is important for the interpretation and construction of process-relevant knowledge and knowledge flows • This means: We can deliver the needed knowledge which enables competitive advantage Benefit = better quality + reduced cost + faster implementation © Wyrsch & Partner 2
  • 3. KM = Knowledge Mgmt Identify knowledge intensive processes Innovate and expand knowledge Share knowledge with others Make knowledge available, retrieve and use knowledge Update and enhance knowledge, delete obsolete knowledge Measure and control knowledge intensive process Knowledge ExecutionKnowledge Baseline Select Analyze Create Organize Distribute Apply Evolve Extract, cluster and save knowledge Extract, cluster and save knowledge Measure Process Oriented Knowledge Management: Foundation © Wyrsch & Partner 3 KM Management
  • 4. Process Oriented KM: Execution Elements © Wyrsch & Partner 4 Knowledge Process Infrastructure Knowledge Basis Knowledge Intensive Processes MethodsMethods CreateCreate EvolveEvolve OrganizeOrganize DistributeDistribute ApplyApply Create Evolve Organize Distribute Apply Create Evolve Organize Distribute Apply
  • 5. Process Oriented KM: Knowledge Process Execution © Wyrsch & Partner 5 Infrastructure Knowledge Basis Knowledge Intensive Process Knowledge Intensive Process MethodsMethods Knowledge Process Create Organize Apply Distribute Evolve
  • 6. Process Oriented KM: Knowledge Project Approach © Wyrsch & Partner 6 Select Analyze Identify Design Implement Get process basic information Apply process evaluation Connect to Owner Process Flow Knowledge Flow People Knowledge Improvement Areas: Identify & Prioritize Design Knowledge Process: • Create • Organize •Distribute • Apply • Evolve Apply Methods Verify Design Update Knowledge Intensive Process Roll-out Knowledge Process SAIDI Knowledge Baseline Knowledge Process Creation Create Evolve Organize Distribute Apply
  • 7. Knowledge Baseline (Method: Knowledge Mapping) © Wyrsch & Partner 7 Select Create High Level K-Map Run K-Map session (for each main area in overview) Analyze Identify main areas with high level processes map on a common axis with Subject Matter Experts (SME) divide area in steps for each step: verify and harmonize process identify k-pieces (explicit/tacit) Agree on action plan High Level K-Map with areas and resources Knowledge Need Scheduled High Level K-Map Session KM Experts Business Representatives KM Experts SME's users Scheduled K-Map Sessions Methodology Overview: Structure of knowledge High Level K- Map Detail Level K- Map SME's List of K-Pieces Action plan Benefits
  • 8. Process Knowledge Mapping © Wyrsch & Partner 8 Activities: Activity 1 Activity 2 Activity 3 Activity 4 Business Process Knowledge Outputs (examples below) Knowledge Inputs (examples below) Explicit knowledge: Knowledge in documents = for example: article on a Web site Tacit knowledge: knowledge in person = for example A best practice from a expert Explicit knowledge: Report that results from performing the business process Tacit knowledge: knowledge in team = for example expert tips on performing an activity in the business process
  • 9. Process Knowledge Mapping: Empty Framework © Wyrsch & Partner 9 Trigger Input Output Resources Activities Trigger Input Output Resources Activities Trigger Input Output Resources Activities Process Step 1 Process Step 2 Process Step 3
  • 10. Knowledge Process Examples Out of the requirements from CMMI we implemented: • Lessons Learned (LL) • Practical Example (PE) – Good / Best Practice (G/BP) • Process Risk Management © Wyrsch & Partner 10
  • 11. Example: Lessons Learned (LL) © Wyrsch & Partner 11 Infrastructure Knowledge Basis Project Management Process Project Management Process MethodsMethods Knowledge ProcessTrigger Create Organize Apply Distribute Evolve LL Capture Session Write LL Report and Evaluate Store Report Assign Attributes Read Reports Contact Peers Apply Learning Evaluate Reports Assign Tasks Distribute to "Owners"
  • 12. Lessons Learned (LL) © Wyrsch & Partner 12 Capture LL with neutral moderators in structured sessions and deliver standardized reports (PMC-10*) Share LL for individual Reuse (PP-18*) Evaluate LL for continuous improvement recommendations * Reference to IT Solution Delivery Policies Region Switzerland Version 3.0 - Status: Approved by IT Switzerland MC on 21-Nov-06
  • 13. Lessons Learned (LL) Establish contacts and networks for similar situations and projects. © Wyrsch & Partner 13 Processes well established LL repository/portal available Trained moderators Continuous improvements recommendation by dedicated quarterly reports Personal and professional development Team building and common understanding Additional insights to project from other roles Experience in open group reflection with a neutral moderator and improved quality of the Lessons Learned Report Bridging projects and situations with LL for reuse – improving project performance Current state
  • 14. Lessons Learned: Current State (since Oct. 2006) • Numbers: – 350+ Lessons Learned Reports – > 7000 recommendations – ~ 3000 user hits monthly – calculated 6 person days saved by reuse (organizational + individual) – survey results 3 persons days saved by individual reuse • Locations: – Switzerland – Singapore (rollout planned to all locations) – Video Conferencing • Staffing: – 2 Lead Moderators (KSMF 5) – 13 Moderators: 4 Business, 9 IT (they stay for a year) © Wyrsch & Partner 14
  • 15. Lessons Learned Customer Feedback © Wyrsch & Partner 15 Efficient, well prepared, least effort for the project team Simple efficient method that involves all participants. Good moderation of workshop We keep making the same mistakes. Deadlines too short, not enough resources. I hope this will help our line management see these problems in a structured way so that they have arguments for their line managers. I found the mix business/IT extremely useful. Our viewpoints at times were really very different even though we were addressing the same issues. the objective was clear the purpose was clear people spoke up moderator made people feel comfortable moderator was effective as in whenever the team was going on an 'offline' subject this was brought back to the main focus feelings were captured perfectly finger-pointing was avoided, instead facts and events were analyzed I personally learned on the go during this exercise, it's useful to hear the other side of the story.
  • 16. Lessons Learned Evaluation © Wyrsch & Partner 16
  • 17. Lessons Learned implementation issues © Wyrsch & Partner 17 Evaluate Reports Assign Tasks Distribute to "Owners" Does not work really good! Process-Owners have problem to convert lessons in process changes because of: • Other priorities • Other changes requests • Understanding the indivdual case • Etc. Personnel impact = high Organizational impact = low
  • 18. Learning in Organisations © Wyrsch & Partner 18 Schön and Argyris (1978) – learning involves the detection & correction of error. Governing variable Action strategy Consequences Single loop learning Double loop learning
  • 19. New and tested Approach © Wyrsch & Partner 19 Preparation LL Workshop Workshop Results Eval. Department LL Workshop Call to action Setup: • Focus on a single department, responsible for one product • Different groups deliver part of the system •Define scope •Group people •Plan workshops •Conduct individual LL workshops •External Moderator •Group results in meanigful areas Workshop with all people: •Present Results •Consolidate areas •Extract real causes •Define actions for the Department •Assign people to actions with deadlines •Action = Change of the environment
  • 20. KM build-in the Methodology: SCRUM © Wyrsch & Partner 20 RETROSPECTIVE: • Went Well? • Went Poorly? • Improve ?
  • 21. © Wyrsch & Partner 21 For development teams: Risk, Outcomes and Practices (ROP) Model
  • 22. Infrastructure Knowledge Basis Project Management Process Project Management Process MethodsMethods Knowledge Process Example: Practical Example (PE) – Good / Best Practice (G/BP) © Wyrsch & Partner 22 DiscoverPractical Example Publish PE Assign Attributes Collect PE-G/BP Apply to Current Work Out of several PE: Create Good/Best Practice Publish G/BP Trigger Create Organize Apply Distribute Evolve Store PE Review PE
  • 23. Practical Example Good/Best Practice (PE G/BP) © Wyrsch & Partner 23 Enable the proposal and identification of Practical Examples (PE) Coordinate the conversion of PE G/BP and maintain the quality of the content Provide a central storage of PE and G/BP
  • 24. Practical Example Good/Best Practice (PE G/BP) © Wyrsch & Partner 24 High quality and up-to-date examples for projects Reduce the reinvention of wheel Valuable material as input for Good/Best Practices Central and guided process to collect and maintain our knowledge and experience Implementation of Best Practice Management for CMMI L2, L3, ... Definition in IT Glossary Process defined/reviewed Repository available Ongoing flow of examples ~ 200 examples online Strong support of the templates Online feedback possible Feedback shows about 2-4 person days saved by reuse (per document) Current state
  • 25. Process Risk Management © Wyrsch & Partner 25 Infrastructure Knowledge Basis Project Management Process Project Management Process MethodsMethods Knowledge Process Trigger Create Organize Apply Distribute Evolve Submit Risk-Plan to KAR Evaluate Risk mitigations Store good risk mitigation Assign Attributes Read Risk mitigations Contact Peers Apply Learning Evaluate risk mitigations Derive process / environment improvements Distribute to "Owners" Continuous Update Risk-Plan
  • 26. Process Risk Management: Current state • Started in January 2010 • ~ 40 Risk mitigations stored • Continuous flow depends on project close (= trigger for submission) • Reuse benefits not yet calculated © Wyrsch & Partner 26
  • 27. And bring it all together on one system: © Wyrsch & Partner 27
  • 28. © Wyrsch & Partner 28 If you give me an egg and I give you an egg , we each have one egg If you give me an idea and I give you an idea , we each have two ideas : West African proverb A last word:
  • 29. © Wyrsch & Partner 29 Contact MichaelMichaelMichaelMichael WyrschWyrschWyrschWyrsch Wyrsch & PartnerWyrsch & PartnerWyrsch & PartnerWyrsch & Partner Geisswies 24Geisswies 24Geisswies 24Geisswies 24 8414 Buch a. I.8414 Buch a. I.8414 Buch a. I.8414 Buch a. I. http://www.wyrschhttp://www.wyrschhttp://www.wyrschhttp://www.wyrsch----partner.chpartner.chpartner.chpartner.ch michael@wyrschmichael@wyrschmichael@wyrschmichael@wyrsch----partner.chpartner.chpartner.chpartner.ch ✆✆✆✆ +41 79 207 78 86+41 79 207 78 86+41 79 207 78 86+41 79 207 78 86