Dear Reader,
in the recent past have different design approaches of process and knowledge management in business process oriented knowledge management (gpoWM) merged . business process oriented knowledge management aims to the flow of knowledge within and between business processes through process-oriented processing and structuring of knowledge about the processes and knowledge to promote within the processes. This contract includes support inefficient enriched routine processes (see
http://knowledgeandinformationmanagement.blogspot.com/2007/08/wissensmanagement-deckmantel-fr.html ) is not enough. For even simple nature Processes to deliver a clearly defined result can, through
- missing or conflicting process requirements,
- unnecessary steps,
- unnecessary or illogical division of work over a number of people, organizational units and / or locations, unclear
- unclear responsibilities of the parties involved,
- or non-measurable parameters for the input and output of the steps and
- frequent adaptation of the organizational responsibilities according to internal / external requirements
achieve a high complexity and thus are knowledge intensive. Esp. management processes tend to close such a bureaucracy. In these cases it is simply wrong, the resulting inefficiencies, meaning high costs, long lead times, high error rates of cure, etc., by "intelligence amplification" of the staff to do.
is intensified this problem when the processes are defined knowledge management as a "bell jar" on the inefficient (routine) business processes (eg by addition of process descriptions to binding targets for Wissensexplikation, storage and distribution - for an appropriate modeling method see KMDL ). The overall complexity of the process landscape is growing because leading to a higher command and control effort. In addition, the analysis is still unresolved problems of efficiency of business processes and the development as well as the implementation of optimization measures more difficult if not impossible.
The knowledge-based business process management (woGPM) takes a different approach. It aims to identify and analyze possible sources of error and transforms the process necessary for the prevention of errors in knowledge process instructions and / or technical systems. The focus on process orientation are as a central design principle of corporate structures and the reduction of process complexity through modularization, sequencing and automation of routine tasks.
looks in detail before the concept of knowledge-based business process management, in a first step, the processes of a classic risk and vulnerability analysis of these series. In this phase, it is especially so to assess the quality or the "maturity" of a routine process using various criteria. These include legal, processing time and error rate as well as number of participants, organizational interfaces, used tools (such as forms, IT systems, machines) and - particularly relevant for the next steps - the process to be in the know. The results of the process analysis provide the first evidence for possible optimization measures:
- avoid regulatory gaps and contingencies,
- establishment of clear responsibilities in the process,
- reduction of process interfaces,
- specify clear procedures and clear process goals ,
- automation of processes.
The next step, the identified process knowledge is classified. Based on the performance analysis of processes can be distinguished Nutzwissen, supporting knowledge and knowledge Blind:
- Nutzwissen is essential for the process. It includes the knowledge of responsibilities (who), processes (how), performance parameters (what) and knowledge in the form of necessary skills.
- knowledge helps support the process participants their roles, tasks and objectives to better understand and engaging them in the overall context of the business process, ie the recording of customer requirements through to fruition (why, why, why). Examples of supporting knowledge are the results of customer surveys and information to competitors.
- Blind knowledge is not needed, because the process involved, directly or indirectly benefit to. Outdated information or documented truisms make blind knowledge dar.
During the actual process optimization (Phase 3) defines the future knowledge landscape:
- is blind knowledge to eliminate (for example, by retraction of old manuals).
- supporting knowledge is kept to an absolute minimum (eg by focusing on key information to selected customers and competitors).
- Nutzwissen is - if possible - to explicate (from the knowledge carrier decoupling) and integrate into the processes (such as the change from manual processes to IT-based workflows).
All Nutzwissen can not be in a limited period (project) and not fully explicated. Knowledge "obsolete" and only leads to benefits for a specified period. In addition, business processes to changing conditions (such as technical progress) to-ge must be adapted. Knowledge Business Process Management is understood therefore as a control loop, which has the goal, not the people but to make work processes more intelligent and less error-prone steadily.
