Integrating Knowledge Conversions and Business Process Modeling PAKM2004. Knowledge-intensive business process. Agenda

Transcription

1 Agenda University Potsdam Chair Business Information Systems and Electronic Government August-Bebel-Str Potsdam, GERMANY Tel Fax Integrating Knowledge Conversions and Business Process Modeling PAKM2004 Pr. Dr.-Ing. Norbert Gronau Roman Korf Claudia Müller Gathered Experiences from KM projects in practice Basics intensive Basics KMDL Targets the Development Object types KMDL V1.1 Procedural model KMDL Modeling steps Screenshot Architecture the Process analysis Analysis weaknesses and potentials in the modelled process Skill management support Gathered Experiences from KM Projects in Practice Orientation on activities by examination classical Pure description process steps do not represent the real process characteristics No connection between concepts and approaches Knowledge Management and normal daily operations Often isolated examination and the base a company Lack attention to flows between s in different organisational units No transparency about existing resources (especially tacit the employees) within the company Overemphasis on explicit (already codified) Knowledge intensive Business Processes Innovation Creativity Course not fully determined Leeway for decisions Autonomy Knowledge-intensive process Many participants Diversity sources and media Tasks not completely defined

2 Dependency between Knowledge Intensity and Process Complexity Suitability classical Business Process Modeling Approaches Process Complexity Field Analysis Advertisement Planning Information Management System Development Law Product Innovation R&D Complaint Management Leasing KM-Projects 1.Priority KM-Projects 2.Priority for -intensive : Differentiation between and Person related modelling Depiction conversion Modelling hints tacit Depiction demands and fers Knowledge Intensity see Eppler M. "Improving Knowledge Intensive Processes through an Enterprise Knowledge Medium" (2000) Development Targets Use the modelling metaphor for designing intensive Overcoming the deficiencies conventional process tools/-methods Basics KMDL Especially modelling Knowledge flows Knowledge conversions Description weaks spots within the (e.g. monopoly, unsatisfied demand)

3 Object Types the Knowledge Management and Description Language (KMDL) V1.1 KMDL Objects and their Relations socalisation (green) externalisation (blue) sending or receiving sending and receiving Requirement Person Group Actor socialise Knowledge integration (red) combination (grey) flow (black) one time flow requirement group Task Task Aggregation Activity Execution Prile extended flow modelling repeated flow process 1 requires 1 generates Role Role Aggregation Information combines internalise Procedural Model KMDL Modeling Steps Identification intensive Criteria Catalogue Capturing intensive Interview Guide, Forms Modeling via Analysis intensive supported by Qualified Concept (contains the optimized ) Qualified Concept Implementation Identification s (Task View) Modeling the basic process structure Allocation s (Simple Process View) Extension the Task View with Objectd Identification s (Extended Process View) Completion the Simple Process View with the particular s Identification s and specification Assignment Knowledge Objects (Knowledge View) Description all s and their assigned s with s and General View Illustration all s with the particular characteristics

4 General View with Knowledge Conversions definition realization specification realization ity new feature ity test funktionality and integration useability coding guide integration Externalisation Technical Consultant kowledge English competence schedule Internalisation Technical Consultant project progress TC_A English TC_B competence developer D_A development development 2 developers developers capabilities TC_A capabilities usability TC_B configuration parameter testing usability TC_D usability testing Socialisation Envision Architectur the Projekte Altavier Prozess 1 Prozess 2 PSIpenta Objekte Pfeile knowledg e Typ Informationsob... Bezeichner Informationsob... Schlagwörter... Prozess... Aktualität... Editors Views Dialogs Additionals Graphical Editing Framework (GEF) SWT Eclipse Core Components User Core Components Analysing Reporting Modelling Core Components KMDL Objects Persistence Manager JDO Additional Libraries (JDOM, XSLT,...) Graphical Application Persistance RDBMS

5 Process Analysis Syntax check For formal correct models Done via predefined syntactical rules Analysis weaknesses and potentials in the modelled process Reporting ity To focus on individual aspects the process Analysis Weaknesses and Potentials in the modelled Process Patterns for analysing weaknesses Origins in architecture Known from stware development (design patterns) Adopted for Weaknesses and potentials analysed by Knowledge monopolies A single owns demanded in the process Unsuitable prile No is modelled in the process that has the demanded Creation unused The created is not demanded in the process Creation redundant Missing refinement Support Skill Management Model contains about Knowledge s Requirements Roles Examine gaps between and tacit plan training or further vocational training Create maps or yellow pages Further Information Pr. Dr.-Ing. Norbert Gronau University Potsdam Institut Business Information Systems and E-Government Knowledge Management Group August-Bebel-Str Potsdam, GERMANY Phone: Fax: ngronau@wi.uni-potsdam.de