Knowledge process management

Written by Lucas Rodríguez Cervera

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Process definitions are high level descriptions instead of rigid workflows

Processes can only be defined up to a certain level of detail, and it is difficult to provide low level work instructions or to automate decisions. Because they cannot be formalised in detail, process simulation is rarely possible. Decisions are highly subjective and too complex to be expressed in a formal language, as they are taken based on intuition and not on rigid business rules.

It is extremely 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 such as knowledge management, change management, expectations management, etc... It is crucial to establish an adequate process context (the combination of technologies, procedures, people, etc... that supportrepparttar processes). The process context must incorporate feedback mechanisms, change evaluation procedures, process improvement methods and techniques and must be flexible, in order to be able to incorporate enhancements in an agile but controlled way.

Ifrepparttar 148161 process is instantiated frequently andrepparttar 148162 instances are homegeneous, it is possible to create great process models that dramatically increaserepparttar 148163 efficiency ofrepparttar 148164 process. The best way to ensure process improvement is to generate an environment in which people are motivated, enthusiastic and passionate about process management.

Most ofrepparttar 148165 time, knowledge processes are collaborative. By performing a process collaboratively it is possible that each task is carried out byrepparttar 148166 most specialised, experienced and knowledgeable worker in that specific area. Having a net of relations withinrepparttar 148167 organization is a very important asset for people executing knowledge processes.

Inrepparttar 148168 last years some organizations have emerged withrepparttar 148169 aim of creating professional communities around specific disciplines such as Software Development (SEI, ESI, etc...), Project Management (PMI), Business Process Management (BPMI), IT Service Management (ITSMF), etc... One ofrepparttar 148170 objectives of these groups is to develop a body of knowledge that compilesrepparttar 148171 discipline's best practices inrepparttar 148172 form of reference frameworks, methodologies and maturity models. These assets should be considered by any organization interested in knowledge process management.

It is usual that knowledge processes takerepparttar 148173 form of projects to manage their execution. Ifrepparttar 148174 output ofrepparttar 148175 process is a unique product, managing work as a project will result in obvious advantages.

There are certain guidelines that can help an organization willing to improve their knowledge processes:

Provide process description on how to approach work

Try to figure outrepparttar 148176 best way to carry out a knowledge process, by makingrepparttar 148177 best practices existing in your organization (or in your industry) explicit. Publish process definitions in a format that is easy to consult and understand.

Provide tools that facilitate and standardize work

Decide which tools are best to help knowledge workers carry out their work. Involving all affected knowledge workers inrepparttar 148178 process of deciding which tools will be used is very convenient, in order to obtain user buy in. It is a good idea to choose a champion for each tool who will master its use.

Assign owners to processes

Choose a person with leadership skills andrepparttar 148179 appropriate level of responsibility and influence and make him/her accountable for continuous improvement ofrepparttar 148180 process. Give him/her a clear objective to achieve and an incentive to reachrepparttar 148181 goal.

Encourage feedback for process improvement

To ensure thatrepparttar 148182 flow of information between executors andrepparttar 148183 process owner is fluid, encourage people to contribute to process enhancement through incentives. Use your imagination to reward contributors (consider not only monetary incentives).

Lucas Rodríguez Cervera is founder and CEO of Nevant – Process documentation software a company specialized in delivering process solutions to knowledge based companies. They pioneered this concept with metoCube.

“Work Stinks” Smelliest Shirt Contest

Written by

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All participants who mail their shirts get not only half off admission torepparttar November event, they also receive a free book from Mr. Reid. The contest winner will be announced atrepparttar 148135 event and receive a package full of self-help books and other inspirational materials.

What – “Work Stinks” Smelliest Shirt Contest.

Who - Keynote Speaker Gregory Scott Reid, The Millionaire Mentor

When – Must have entry by Nov. 4, 2005. Winner announced at event.

Where –Event hosted at Wyndham Hotel, 400 West Broadway, San Diego, California 92101. Call: (619) 239-4500.

Cost –Contest participants automatically received half off their admission torepparttar 148136 event (making admission $149) plus they receive a free book from Mr. Reid. Winner receives package of self-help books and other materials..

Mail – Smelly shirt & entry fee to: Keynote Speaker Gregory Scott Reid, 5230 Carroll Canyon Rd., Suite 230, San Diego 92121.

For more information, and to mail in your contest entry at half price admission, write Keynote Speaker Gregory Scott Reid, 5230 Carroll Canyon Rd., Suite 230, San Diego 92121. Visit online at or email


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