By capturing unstructured data (e.g., comments, FAQ, past experiences, user documentation) in a process, you can create a shared repository for knowledge management. Additionally, you can begin to link past experiences and best practices within the business processes.
The supply of timely and efficient user support mechanisms (e.g. Help Desk, on-line assistance for user documentation, key user organization, etc.) will make smooth work execution possible and can even help you to not make the same mistake twice.
The business process can be the basis of the central knowledge management repository; the following information can be linked to the business processes:
1. The relevant work instructions, business forms and e-learning modules
2. The BPM models and BPM Information contained within the BPM framework
3. The linkage to the DMS (Document Management Systems)
4. Searching for the relevant information by search and retrieval systems
5. Sharing of relevant experiences, FAQ and virtual communities
6. Linkage of expert systems and knowledge database
7. The persons who have experience with the execution of the process
8. Build communication groups with push-emails and groupware solutions
9. Who can access the information connected to the processes (intellectual capital management)
10. The current process performance information and the related benchmark information
Knowledge itself is not manageable. What is manageable are the processes necessary to encourage the sharing of knowledge and the development of intellectual capital assets.Knowledge management requires a procedure that may be used by all members of the organization to share their process knowledge and experiences. Therefore it must be possible to provide new documentation within the knowledge management repository.
The BPM Training and BPM certification program
The E2E process knowledge and BPM skills are a prerequisite for the success of BPM. The BPM training program should be based on the E2E process flows and the process oriented knowledge management environment to utilize the benefits of BPM. To make sure the BPM training program is adjusted to the knowledge which is required to execute the E2E processes, a skills matrix can be used.
Figure; Skills matrix
The skill matrix will define the required skills/knowledge for every role within the E2E processes. Based on the skill matrix, the BPM training program can be defined.
The business processes will be used as guidance through the training course. The processes are explained and voice recording of the explanation can be done (blended learning). By using the blended learning methodologies via the intranet the trainings can also be used for new hires.
Additional exercises at the end of a process can insure the understanding of the E2E process. The employees also have to be trained in understanding of the BPM strategy, BPM objectives, BPM methodology and the BPM tool usage.
In order to get an overview of the available skills and resources within the organization a BPM certification program should be set-up. All the employees will be assigned to the different roles within the skill matrix and a BPM training and BPM certification program will be defined. The knowledge gap analysis will give a good insight in quality and the availability of the current employees
The BPM trainings program and the skills matrix must be managed by the BPM governance organization and aligned with the current Learning Management environment. The current Learning Management environment can be utilized to monitor the progress of the BPM certification program.
The BPM certifications can be done via an on-line exam, these options should be discussed with the training coordinator.
Based on the resource capacity requirements and the BPM certification program, the required HRM resource and hiring plan can be defined and aligned with the HRM department.
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