10/13/2014

1

BPM & KM: They Converge Quite Nicely

Dr. Jackie Damrau, BPMN Professional

Dr. Liz Herman, PhD, PMP

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

10/13/2014

2

Source: http://tinyurl.com/opd6qhh

Process/Knowledge Continuum

Source: Harmon, Business Process Change, Fig. 10.10, p. 277

10/13/2014

3

Concept (Knowledge) Mapabout Concepts

Source: Harmon, Fig. 10.11, p. 282

• 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

10/13/2014

4

• 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

Basic KM Repository Structure

Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework

10/13/2014

5

• 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.

BPM Documentation Example

Source: University of San Francisco, Advanced Professional Business Process Management Certificate coursework

10/13/2014

6

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)

• 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

10/13/2014

7

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

• 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 itsperformance and competitiveness

10/13/2014

8

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.wordpress.com%2F2006%2F11%2Fkm_conceptmapmed.jpg&sa=D&sntz=1&usg=AFQjCNHWKjuq_trkUNyHW5Nm7hqlUQXaHQ

10/13/2014

9

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

10/13/2014

10

Source: http://www.google.com/url?q=http%3A%2F%2Fwww.ugc.edu.hk%2Ftlqpr01%2Fsite%2Fabstracts%2F098_hui_files%2Fimage002.jpg&sa=D&sntz=1&usg=AFQjCNEZm5AFt_0L5lH1tOTLjG2WPAoFMw

Don't forget the people.

If you focustoo 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

10/13/2014

11

Resources1. “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 Center5. 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

Mapping10. Franz, Peter, and Mathias Kirchmer. 2012. New York, NY: Value-Driven Business

Process Management: The Value-Switch for Lasting Competitive Advantage.