process oriented knowledge management

1

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


KM Management

Process Oriented KM: Execution Elements


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


Infrastructure

Knowledge Basis

Knowledge

Intensive Process

Knowledge

Intensive Process

MethodsMethodsKnowledge

Process

Create

Organize

Apply

Distribute Evolve

Process Oriented KM: Knowledge Project

Approach


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)


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


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


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


Example: Lessons Learned (LL)


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)


� 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.


� 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)


Lessons Learned Customer Feedback


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


Lessons Learned implementation issues


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


� 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


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


RETROSPECTIVE:• Went Well?

• Went Poorly?

• Improve ?


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)


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)


� 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)


� 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


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


And bring it all together on one system:



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:


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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