Management of knowledge intensive Processes with KMDL v2.0 MKWI'06. Process oriented knowledge management. Content. Experiences from KM-projects

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1 Content Process oriented management Management of intensive Processes with KMDL v2.0 MKWI'06 Concept of KMDL v2.0 KMDL procedure model Identification of intensive business es Capturing intensive business es Modeling based on KMDL v2.0 Process analysis and -evaluation Universität Potsdam Lehrstuhl für Wirtschaftsinformatik und Electronic Government August-Bebel-tr Potsdam Tel. (0331) Fax (0331) Roman Korf und Jane Fröming The KMDL modeling and analysis tool K-Modeler Process oriented management Experiences from KM-projects Classical business perspective Focus on activities in Just focusing on steps does not reflect the real existing No transparency about existing assets (especially tacit of employees) within the organization Classical management approaches No connection between concepts and approaches in management and the daily operations Often isolated examination of business and asset of the organization Missing attention at existing transfer between people Overemphasis on cf. Gronau, Müller, Korf (2005)

2 Change of perspective in management Orientation on business es Business es are the platform of the organization Analysis of the existing environment -> context of Knowledge application Knowledge management activities Identification of needs in the value-added chain Orientation on demands Direct intervention by introducing management activities in the KMDL Concept cf. Abecker et al Aims of the development of KMDL Design and configuration of intensive es by using the modeling metaphor Overcome the deficiencies of conventional business management methods and tools Especially modeling of Tacit Knowledge s Information flows Identification of weaknesses in intensive es (i.e. monopoly, unsatisfied demands) Explicit vs. Tacit Knowledge Differentiation of tacit and explicit Characterization of explicit : Can easily be articulated in formal and systematic language Can easily be transferred and exchanged Characterization of tacit : Personal, context sensitive and hard to be articulated Based on individual experiences, intuition, perception and cognition Polanyi (1958); Nonaka, Takeuchi (1995)

3 Knowledge Conversions ocialization: Transfer of tacit from one individual to another one haring experiences Example: training-on-the-job tacit to explicit Externalization: Tacit is made explicit Use of metaphors, analogies or models Example: writing a report, sketching a draft tacit from ocialization Externalization KMDL procedure model Combination: explicit Use of existing explicit to create new explicit Example: joining source code from different programmers Internalization Combination Internalization: Conversion of explicit into tacit Example: read and reflect Nonaka, Takeuchi (1995) KMDL procedure model Identification of intensive business es innovative kreativity high scope for decision-making autonomy diversity of sources and media Knowledge intensive Participation Project Acquisition Identification of Knowledge intensive Business Processes Capturing the Knowledge intensive Business Process Process Analysis and Evaluation Development of Qualified Concept 6 Implementation of Qualified Concept 7 Evaluation of the implemented Actions no definitive unambiguous sequence various participants incompletely defined tasks Process complexity Field analysis PR Produkt innovation R&D Planing Information management Leasing ystem development Law KM-Projects 1st Priority complaints management KM-Projects 2nd priority vgl. Gronau, Müller, Korf (2005) Knowledge intensity cf. Remus (2002), Eppler (1999)

4 Capturing intensive business es with KMDL 1. Capturing of the intensive business Within a non-standardized interview Aim: verbal description 2. Post-acquisition and modeling With aid of K-Modeler Aim: graphical model in KMDL with involved people and their Object types of KMDL v2.0 (green) externalization (blue) internalization (red) combination (grey) one-time n-times step system indetermined requirement KMDL v2.0 Person team interface 3. Evaluation and release of the By project partner Aim: clarification of outstanding questions and acceptance of the description indetermined (black) function Funktion optional s listener comment Müller, Bahrs, Gronau (2005) KMDL v2.0 KMDL v2.0 Types of s Example of a KMDL v2.0 s: s describe the smallest possible One starting and one arrival s: s consist of atomic s everal starting and one arrival s or one starting and several arrival s Examples atomic complex... system oftware Conception Internalisation Read E Write Read E Functional Functional Functionla pecification I Require-ments I pecification I pecification oftware Internalisation Tasks Externalisation Conception E I Java Person A Tasks Algorithms Java Conception of ource Code E Implementation E ource Code Algorithms the oftware Idea of the oftware ozialisation Externalisation I Person B oftware Testing Conception of Conversion C E Test Generate Routines C Error Report C Combination E Externalisation Implementation of Test Routines Error Report Test ystem Unit-Testing Funktion Abstract s: Abstract s possess several starting and several arrival s... abstract... system oftware Testing Person C......

5 Process analysis with KMDL 1. Identification of weaknesses within the captured Using patterns, reports and views Validation of weaknesses with project partner Aim: list of unordered weak points in the 2. Derivation of improvements individually Aim: find possible improvement for the 3. Classification and evaluation of the improvement proposals Classification by flow, organizational, technical, communication oriented and aspects Aim: ranking of the improvement proposals 4. Evaluation of the improvement proposals By the partner Aim: definition of requirements for the TO-BE concept Process patterns Origin of pattern concept in architecture [Alexander, 1977] Applied to software engineering [Gamma et al., 1995] A pattern describes a certain situation that occurs frequently within intensive es A certain constellation in KMDL Each pattern is an indicator for a possible weakness in the Müller, Bahrs, Gronau (2005) Multi-tep ocialization Analysis views Aim: identification of deformation Description: is transferred repeatedly between different s Problem: can lead to the "chinese-whisper" effect where gets lost or gets deformed A B C Display a subset of KMDL -Objects show different aspects of the model View on the model from a certain perspective Properties can be used for analysis can be used for modeling are dynamic Functional pecification [ ] oftware Conception Tasks Java Knowledge and use view Read customer requirements Write functional specification Read functionla specification Conception of the software Mandatory Optional Unused Algorithms Bahrs, Gronau (2005) Müller, Bahrs, Gronau (2005)

6 Reports Display facts about the captured at a certain moment ummarize relevant issues Properties can be used for analysis can not be used for modeling are static The KMDL modeling and analysis tool K-Modeler Example: Externalization Report Displays all Information s externalized in the K-Modeler References Abecker, A., Hinkelmann, K., Maus, H., Müller, H.J. (eds.): Geschäftsprozessorientiertes Wissensmanagement. (in German) pringer-verlag, Berlin Heidelberg, New York 2002 Alexander, C.; Ishikawa,.; ilverstein, M..: A Pattern Language: Towns, Buildings, Construction. New York: Oxford University Press, 1977 Allweyer, T.: Knowledge Process Redesign. aarbrücken, Bach, V.; Vogler, P.; Österle, H. (eds.): Business Knowledge Management. pringer-verlag, Berlin, Heidelberg Bahrs, J.; Gronau, N.: Modellierung, Analyse und Gestaltung wissensintensiver Geschäftsprozesse am Beispiel eines oftwareentwicklungsunternehmens. (in German) In HMD Heft 246, 2005, Eppler, M. J., eifried, P. M., Röpnack, A.: Improving Knowledge Intensive Processes through an Enterprise Knowledge Medium. In: Proceedings of the 1999 ACM IGCPR Conference on Computer Personnel Research, Fröming, J. Korf, R.; Fürstenau, D.: Knowledge Modelling and Description Language KMDL v2.0 (in German) Gamma, E.; Helm, R.; Johnson, R.; Vlissides, J.: Design Patterns: Elements of Reusable Object-Oriented oftware. Addison-Wesley 1995.

7 References (Fortsetzung) Gronau, N.; Müller, C.; Korf, R.: KMDL - Capturing, Analysing and Improving Knowledge-Intensive Business Processes. In: Journal of Computer cience, 4, 2005; Heisig, P.: GPO-WM - Methode und Werkzeuge zum geschäftsprozessorientierten Wissensmanagement. (in German), In A. Abecker, K. Hinkelmann, H. Maus, H.J. Müller (eds.): Geschäftsprozessorientiertes Wissensmanagement (in German), pringer-verlag, Berlin Heidelberg, New York, Hinkelmann, K.; Karagiannis, D.; Telesko, R.: PROMOTE - Methodologie und Werkzeuge für geschäftsprozessorientierten Wissensmanagement. (in German) In: A. Abecker, K. Hinkelmann, H. Maus, H.J. Müller (eds.): Geschäftsprozessorientiertes Wissensmanagement: Effektive Wissensnutzung bei der Planung und Umsetzung von Geschäftsprozessen (in German). pringer-verlag, Berlin Heidelberg New York Tokio, 2002, Müller, C.; Bahrs, J.; Gronau, N.: Evaluation of KMDL Models of Knowledge intensive Business Processes in the Area of oftware Engineering. Erschienen in: Proceedings of I-Know '05, Graz (Austria), Müller, C.; Bahrs, J.; Gronau, N. : Considering the Knowledge Factor in Agile oftware Development. In: Journal of Universal Knowledge Management, Vol. 0, No. 2, 2005, References (Fortsetzung) Nonaka, I., Takeuchi, H.: The Knowledge-Creating Company How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York, Polanyi M.: Personal Knowledge - Towards a Post-Critical Philosophy. The University of Chicago Press, Chicago, Remus, U.: Prozeßorientiertes Wissensmanagement Konzepte und Modellierung. (in German) PhD thesis, University of Regensburg, Germany, Regensburg (2002). cheer, A.-W.: ARI - Vom Geschäftsprozeß zum Anwendungsystem. pringer-verlag. Berlin Heidelberg New York, Modellierung wissensintensiver Geschäftsprozesse Application areas of KMDL Process oriented management approaches Modeling Modeling-Methods Instance-modeling chema-modeling A-I-/To-Be-models Model use Revaluation of existing models i.e. import (i.e. ARI) Process analysis Anti-Pattern Views and Reports Knowledge Mapping Topic maps Taxonomies Ontologies ystem conception Process improvement Reference Best Practices Operation of complex ERP-systems kill Management kill-profile earch for experts Human resource planning ARI-KPR introducing into ARI Business Knowledge Management inference of specific management activities cheer 1998 Allweyer 1998 PROMOTE distinction between and functional GPO-WM verification of core Hinkelmann/Karagiannis/Telesko 2002 imulation What is the velocity of propagation of? How can this be improved? Alignment of IT-Infrastructure Configuration of management systems Bach, Vogler, Österle 2002 Heisig 2002