Business Knowledge Management
In the last couple of years a lot has been discussed Business Process Management, contributing to technologies supporting it such as BPMS, SOAP and Web Services. Many of these theories, tools and methods make reference to processes of a highly structured nature.
Typically, BPM theorists and practitioners have focused on highly structured processes, like back-office processes of industrial or administrative nature. These processes are highly standardized and repeatable, produce a consistent output and therefore are likely to be automated simply or end-to-end (STP). All process instances are executed in a very similar way and it is easy to draw a flowchart detailing the sequence in which jobs are executed. It is also possible to formalize the business rules that guide decisions, normally in line with the evaluation of some process variables.
But recently other sorts of processes have caught the attention of process management specialists. They’re referred to as knowledge processes, or knowledge-based processes. Knowledge processes can be defined as “high added value processes in which the achievement of goals is extremely determined by the abilities, knowledge and experience of those carrying them out”. Some examples could be management, R&D, or cool product development processes.
Knowledge workers execute these processes if you take into consideration multiple inputs (generally a large set of unstructured data and information) to do difficult tasks and make complex decisions among multiple possible ways to do the job, each one of these implying different levels of risk and possible benefits. They are determined by individuals which is difficult to automate them.
An example of a knowledge process is “Marketing a new product”. Exactly the same steps are followed each time a cool product is launched (benchmarking competitors, deciding pricing strategy, planning promotion, etc…), but it is the experience, knowledge and intuition of those that drive the process to success.
* Multiple inputs to the process exist
Some of them could be competition, lifecycle stage of the market, brand image, budget, etc…
* Complex decisions are created
There are many possible ways to achieve the process objectives (reach planned sales, leverage brand image, etc…)
* Each decision implies different levels of risk and potential benefits
It’s the responsibility from the worker to choose the best one (low cost strategy, aggressive advertising campaign, etc…)
You will find three main characteristics that make knowledge processes not the same as highly structured processes:
Focus is on communication rather than automation
The important thing to process improvement would be to clearly communicate process definitions (how the company wants the ways to be completed) to the people responsible for their execution (through training, process descriptions publication, etc…). The greater process participants comprehend the process definition, the higher the probability the process is completed according to it.
They’re better implemented through obtaining buy-in than through imposing directives
They’re harder to implement through discipline than administrative human-centric processes (even though some discipline is needed). It is better to focus on obtaining buy-in in the people impacted by the processes through early involvement, communication and expectations management. It’s a known fact that knowledge workers are not wanting to change their habits. Some say knowledge workers can’t stand following procedures because they feel it limits their creativity; but most of the time they’ll be pleased to follow a procedure as long as they see value in it, perceiving that it helps them are more effective and convey a much better process output.
Process definitions are high level descriptions rather than rigid workflows
Processes are only able to be defined up to a certain level of detail, which is hard to provide low-level work instructions or to automate decisions. Simply because they can’t be formalised at length, process simulation is rarely possible. Decisions are highly subjective and too complex to be expressed inside a formal language, as they are taken based on intuition and never on rigid business rules.
It is very important to continuously improve knowledge processes, by creating an environment through which they can evolve. This can only be achieved through coordination of diverse disciplines for example knowledge management, change management, expectations management, etc… It is crucial to establish an adequate process context (the combination of technologies, procedures, people, etc… that support the processes). The process context must incorporate feedback mechanisms, change evaluation procedures, process improvement methods and methods and should be flexible, in order to be able to incorporate enhancements in an agile but controlled way.
If the process is instantiated frequently and also the instances are homegeneous, it is possible to create great process models that dramatically increase the efficiency of the process. The best way to ensure process improvement would be to generate an atmosphere by which people are motivated, enthusiastic and passionate about process management.
Most of the time, knowledge processes are collaborative. By performing a process collaboratively it is possible that each task is carried out by the most specialised, experienced and knowledgeable worker in that specific area. Using a net of relations inside the organization is a very important asset for individuals executing knowledge processes.
In the last years some organizations have emerged with the purpose of creating professional communities around specific disciplines such as Software Development (SEI, ESI, etc…), Project management software (PMI), Business Process Management (BPMI), IT Service Management (ITSMF), etc… One of the objectives of those groups is to create a body of knowledge that compiles the discipline’s guidelines in the form of reference frameworks, methodologies and maturity models. These assets should be thought about by any organization interested in knowledge process management.
It’s usual that knowledge processes go ahead and take type of projects to manage their execution. When the creation of the operation is a unique product, managing are a project will result in obvious advantages.
There are specific guidelines that will help a business willing to improve their knowledge processes:
* Provide process description on how to approach work
Attempt to determine the easiest method to execute an understanding process, by making the very best practices existing inside your organization (or in your industry) explicit. Publish process definitions inside a format that’s simple to consult and understand.
* Provide tools that facilitate and standardize work
Choose which tools would be best to help knowledge workers carry out their work. Involving all affected knowledge workers in the process of deciding which tools is going to be used is extremely convenient, in order to obtain user buy in. It’s a good idea to choose a champion for each tool who will master its use.
* Assign proprietors to processes
Choose a person with leadership skills and the appropriate level of responsibility and influence and make him/her responsible for continuous improvement from the process. Give him/her a clear objective to attain and an incentive to reach the goal.
* Encourage feedback for process improvement
To ensure that the flow of knowledge between executors and also the process owner is fluid, persuade folks to contribute to process enhancement through incentives. Use fantasy to reward contributors (consider not only monetary incentives).