Knowledge Process Management

Knowledge processes cannot be managed followingProcess definitions are high level descriptions instead
the standard business process management paradigm.of rigid workflowsProcesses can only be defined up to
In the following article some guidelines are given fora certain level of detail, and it is difficult to provide low
organizations willing to better manage their knowledgelevel work instructions or to automate decisions.
processes.Because they cannot be formalised in detail, process
In the last few years a lot has been written aboutsimulation is rarely possible. Decisions are highly
Business Process Management, and aboutsubjective and too complex to be expressed in a
technologies supporting it such as BPMS, SOAP andformal language, as they are taken based on intuition
Web Services. Most of these theories, tools andand not on rigid business rules.
techniques refer to processes of a highly structuredIt is extremely important to continuously improve
nature.Typically, BPM theorists and practitioners haveknowledge processes, by creating an environment
focused on highly structured processes, likethrough which they can evolve. This can only be
back-office processes of industrial or administrativeachieved through coordination of diverse disciplines
nature. These processes are highly standardized andsuch as knowledge management, change
repeatable, produce a consistent output and are likelymanagement, expectations management, etc... It is
to be automated in part or end-to-end (STP). Allcrucial to establish an adequate process context (the
process instances are executed in a very similar waycombination of technologies, procedures, people, etc...
and it is easy to draw a flowchart detailing thethat support the processes). The process context
sequence in which tasks are executed. It is alsomust incorporate feedback mechanisms, change
possible to formalize the business rules that guideevaluation procedures, process improvement methods
decisions, normally based on the evaluation of someand techniques and must be flexible, in order to be able
process variables.to incorporate enhancements in an agile but controlled
But recently other kinds of processes have caught theway.
attention of process management specialists. TheyIf the process is instantiated frequently and the
are known as knowledge processes, orinstances are homegeneous, it is possible to create
knowledge-based processes. Knowledge processesgreat process models that dramatically increase the
can be defined as "high added value processes inefficiency of the process. The best way to ensure
which the achievement of goals is highly dependent onprocess improvement is to generate an environment in
the skills, knowledge and experience of the peoplewhich people are motivated, enthusiastic and
carrying them out". Some examples could bepassionate about process management.Most of the
management, R&D, or new product developmenttime, knowledge processes are collaborative. By
processes.performing a process collaboratively it is possible that
Knowledge workers carry out these processes byeach task is carried out by the most specialised,
taking into account multiple inputs (generally a wide setexperienced and knowledgeable worker in that
of unstructured data and information) to performspecific area. Having a net of relations within the
difficult tasks and make complex decisions amongorganization is a very important asset for people
multiple possible ways of doing the work, each oneexecuting knowledge processes.
implying different levels of risk and possible benefits.In the last years some organizations have emerged
They are dependent on individuals and it is not possiblewith the aim of creating professional communities
to automate them.around specific disciplines such as Software
One example of a knowledge process is "Marketing aDevelopment (SEI, ESI, etc...), Project Management
new product". The same steps are followed each time(PMI), Business Process Management (BPMI), IT
a new product is launched (benchmarking competitors,Service Management (ITSMF), etc... One of the
deciding pricing strategy, planning promotion, etc...), but itobjectives of these groups is to develop a body of
is the experience, knowledge and intuition of the peopleknowledge that compiles the discipline's best practices
that drive the process to success.in the form of reference frameworks, methodologies
- Multiple inputs to the process existSome of themand maturity models. These assets should be
would be competition, lifecycle stage of the market,considered by any organization interested in
brand image, budget, etc...knowledge process management.
- Complex decisions are madeThere are manyIt is usual that knowledge processes take the form of
possible ways to achieve the process objectivesprojects to manage their execution. If the output of the
(reach planned sales, leverage brand image, etc...)process is a unique product, managing work as a
- Each decision implies different levels of risk andproject will result in obvious advantages.
potential benefitsIt is the responsibility of the worker toThere are certain guidelines that can help an
choose the best one (low price strategy, aggressiveorganization willing to improve their knowledge
advertising campaign, etc...)processes:
There are three main characteristics that make- Provide process description on how to approach
knowledge processes different from highly structuredworkTry to figure out the best way to carry out a
processes:Focus is on communication instead ofknowledge process, by making the best practices
automationThe key to process improvement is toexisting in your organization (or in your industry) explicit.
clearly communicate process definitions (the way inPublish process definitions in a format that is easy to
which the company wants the processes to beconsult and understand.
carried out) to the people in charge of their execution- Provide tools that facilitate and standardize
(through training, process descriptions publication, etc...).workDecide which tools are best to help knowledge
The better process participants understand theworkers carry out their work. Involving all affected
process definition, the higher the probability that theknowledge workers in the process of deciding which
process is carried out according to it.They are bettertools will be used is very convenient, in order to obtain
implemented through obtaining buy-in than throughuser buy in. It is a good idea to choose a champion for
imposing directiveseach tool who will master its use.
They are more difficult to implement through discipline- Assign owners to processesChoose a person with
than administrative human-centric processes (althoughleadership skills and the appropriate level of
some discipline is needed). It is better to focus onresponsibility and influence and make him/her
obtaining buy-in from the people affected by theaccountable for continuous improvement of the
processes through early involvement, communicationprocess. Give him/her a clear objective to achieve and
and expectations management. It is a known fact thatan incentive to reach the goal.
knowledge workers are reluctant to change their- Encourage feedback for process improvementTo
habits. Some say knowledge workers don't likeensure that the flow of information between
following procedures because they feel it limits theirexecutors and the process owner is fluid, encourage
creativity; but most of the time they will be happy topeople to contribute to process enhancement through
follow a procedure as long as they see value in it,incentives. Use your imagination to reward contributors
perceiving that it helps them work better and produce(consider not only monetary incentives).
a better process output.