Knowledge process management

Written by Lucas Rodríguez Cervera

Knowledge processes cannot be managed followingrepparttar standard business process management paradigm. Inrepparttar 148161 following article some guidelines are given for organizations willing to better manage their knowledge processes.

Inrepparttar 148162 last few years a lot has been written about Business Process Management, and about technologies supporting it such as BPMS, SOAP and Web Services. Most of these theories, tools and techniques refer 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 are likely to be automated in part or end-to-end (STP). All process instances are executed in a very similar way and it is easy to draw a flowchart detailingrepparttar 148163 sequence in which tasks are executed. It is also possible to formalizerepparttar 148164 business rules that guide decisions, normally based onrepparttar 148165 evaluation of some process variables.

But recently other kinds of processes have caughtrepparttar 148166 attention of process management specialists. They are known as knowledge processes, or knowledge-based processes. Knowledge processes can be defined as "high added value processes in whichrepparttar 148167 achievement of goals is highly dependent onrepparttar 148168 skills, knowledge and experience ofrepparttar 148169 people carrying them out". Some examples could be management, R&D, or new product development processes.

Knowledge workers carry out these processes by taking into account multiple inputs (generally a wide set of unstructured data and information) to perform difficult tasks and make complex decisions among multiple possible ways of doingrepparttar 148170 work, each one implying different levels of risk and possible benefits. They are dependent on individuals and it is not possible to automate them.

One example of a knowledge process is "Marketing a new product". The same steps are followed each time a new product is launched (benchmarking competitors, deciding pricing strategy, planning promotion, etc...), but it isrepparttar 148171 experience, knowledge and intuition ofrepparttar 148172 people that driverepparttar 148173 process to success.

Multiple inputs torepparttar 148174 process exist

Some of them would be competition, lifecycle stage ofrepparttar 148175 market, brand image, budget, etc...

Complex decisions are made

There are many possible ways to achieverepparttar 148176 process objectives (reach planned sales, leverage brand image, etc...)

Each decision implies different levels of risk and potential benefits

It isrepparttar 148177 responsibility ofrepparttar 148178 worker to chooserepparttar 148179 best one (low price strategy, aggressive advertising campaign, etc...)

There are three main characteristics that make knowledge processes different from highly structured processes:

Focus is on communication instead of automation

The key to process improvement is to clearly communicate process definitions (the way in whichrepparttar 148180 company wantsrepparttar 148181 processes to be carried out) torepparttar 148182 people in charge of their execution (through training, process descriptions publication, etc...). The better process participants understandrepparttar 148183 process definition,repparttar 148184 higherrepparttar 148185 probability thatrepparttar 148186 process is carried out according to it.

They are better implemented through obtaining buy-in than through imposing directives

They are more difficult to implement through discipline than administrative human-centric processes (although some discipline is needed). It is better to focus on obtaining buy-in fromrepparttar 148187 people affected byrepparttar 148188 processes through early involvement, communication and expectations management. It is a known fact that knowledge workers are reluctant to change their habits. Some say knowledge workers don't like following procedures because they feel it limits their creativity; but most ofrepparttar 148189 time they will be happy to follow a procedure as long as they see value in it, perceiving that it helps them work better and produce a better process output.

“Work Stinks” Smelliest Shirt Contest

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San Diego, CA – It’s time to say, “Work stinks!” No, this isn’t a new Country Western song title. It isn’t even a new idea. But it is a reality.

At any given time, only 50.7 percent ofrepparttar workforce is happy onrepparttar 148135 job, according to a study by NFO Research, Inc., cited by Now it’s time to showrepparttar 148136 world just how much some work really stinks by participating inrepparttar 148137 Smelliest Shirt contest sponsored by Mr. Keynote, Gregory Scott Reid, AKA The Millionaire Mentor.

“I’ve been very fortunate to have had some success in my life, as well asrepparttar 148138 opportunity to meet with some very powerful and influential people overrepparttar 148139 years,” said Gregory Scott Reid. “I want to give back and help others help themselves, too.”

Reid, well-known speaker and three-time Number 1 Best-Selling Author of, "The Millionaire Mentor," "Wake Up: Live The Life You Love," and "Positive Impact," invites people from all walks of life to participate by sending in their “smelliest” shirt when they sign up for, “It’s All Who You Know,”repparttar 148140 Inspirational Awards weekend & Charitable Event. Hosted November 4-5, 2005, in San Diego,repparttar 148141 event features several top keynote speakers who will be honored for their accomplishments and share their key success secrets.

Contestants can be high-stress workers like financial advisors or stockbrokers underrepparttar 148142 gun with sweaty, dirty collars and stained armpit stains. Or they can be laborers or animal pooper-scoopers or anyone.

Cont'd on page 2 ==> © 2005
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