Patterns for Process-Oriented Integration in Service-Oriented ...
Process Oriented Knowledge Management
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Transcript of Process Oriented Knowledge Management
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Process Oriented Knowledge ManagementModel 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 & Partner2
KM = Knowledge Mgmt
Identify knowledge
intensive processesInnovate 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
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KM Management
Process Oriented KM: Execution Elements
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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
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Infrastructure
Knowledge Basis
Knowledge
Intensive Process
Knowledge
Intensive Process
MethodsMethodsKnowledge
Process
Create
Organize
Apply
Distribute Evolve
Process Oriented KM: Knowledge Project
Approach
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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)
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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
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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
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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
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Example: Lessons Learned (LL)
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Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
Process Trigger
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)
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� 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.
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� 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)
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Lessons Learned Customer Feedback
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Efficient, well prepared,
least effort for the
project teamSimple 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
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Lessons Learned implementation issues
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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
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� Schön and Argyris (1978) – learning involves the
detection & correction of error.
Governing
variable
Action
strategyConsequences
Single loop learning
Double loop learning
New and tested Approach
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Preparation LL WorkshopWorkshop
Results Eval.Department LL Workshop
Call toaction
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
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RETROSPECTIVE:• Went Well?
• Went Poorly?
• Improve ?
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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 & Partner22
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)
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� 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)
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� 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
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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 & Partner26
And bring it all together on one system:
© Wyrsch & Partner27
© Wyrsch & Partner28
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 & Partner29
Contact
Michael Michael Michael Michael WyrschWyrschWyrschWyrsch
Wyrsch & PartnerWyrsch & PartnerWyrsch & PartnerWyrsch & PartnerGeisswies 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@[email protected]
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