Approaches for Business Process oriented knowledge management
Approaches for Business Process oriented knowledge management Approaches for Business Process oriented knowledge management
usiness organizational point of view c Prof. Dr.-Ing. Norbert Gronau, Universität Potsdam Motivation for launch of Process Oriented knowledge management Concentration on processes and IT systems by the process consideration Business processes Are all parameters considered? IT based point of view
Competitive factor knowledge Challenges Appearence of expensive errors through not available information Loss of critical knowledge through cutting-out of particular persons Rising decentralization of business -> rising decentralization of knowledge Alongside traditionally knowledge intensive activities, e.g. Product Development or Consultancy, strongly standardized processes as order processing became more and more flexible Investigation and improvement of business processes in terms of effective knowledge processing Consideration of documented (explicit) knowledge and knowledge of employees (implicit) c Prof. Dr.-Ing. Norbert Gronau, Universität Potsdam Motivation for launch of Process Oriented knowledge management Allweyer,, 1998
- Page 1 and 2: Universität Potsdam Lehrstuhl für
- Page 3: Motivation for launch of Process Or
- Page 7 and 8: Knowledge management in practice -
- Page 9 and 10: Knowledge intensity and process com
- Page 11 and 12: Use of integrative consideration Co
- Page 13 and 14: PROMOTE
- Page 15 and 16: Differentiation between two knowled
- Page 17 and 18: Examples of knowledge flows a. Insi
- Page 19 and 20: Modelling with PROMOTE by example o
- Page 21 and 22: Business Process- oriented Knowledg
- Page 23 and 24: GPO- WM approach: Integrated busine
- Page 25 and 26: Closed knowledge circuit Goal & Pro
- Page 27 and 28: Tool: Mo²Go c Prof. Dr.-Ing. Norbe
- Page 29 and 30: Concept Central point of contact is
- Page 31 and 32: Knowledge structure diagrams Busine
- Page 33 and 34: Advanced business process models Ex
- Page 35 and 36: Tool: ARIS c Prof. Dr.-Ing. Norbert
- Page 37 and 38: Collected experience from KM projec
- Page 39 and 40: Explicit and implicit knowledge Met
- Page 41 and 42: Introduction of KMDL methods
- Page 43 and 44: KMDL development Goals Development
- Page 45 and 46: KMDL procedural model 0 1 2 Project
- Page 47 and 48: Process model Objects Example contr
- Page 49 and 50: Information system and process inte
- Page 51 and 52: Knowledge and information objects K
- Page 53 and 54: Conversion method and function Conv
Competitive factor <strong>knowledge</strong><br />
Challenges<br />
Appearence of expensive errors through not available in<strong>for</strong>mation<br />
Loss of critical <strong>knowledge</strong> through cutting-out of particular persons<br />
Rising decentralization of business -> rising decentralization of <strong>knowledge</strong><br />
Alongside traditionally <strong>knowledge</strong> intensive activities, e.g. Product<br />
Development or Consultancy, strongly standardized processes as order<br />
processing became more and more flexible<br />
Investigation and improvement of business processes in terms of<br />
effective <strong>knowledge</strong> processing<br />
Consideration of documented (explicit) <strong>knowledge</strong> and <strong>knowledge</strong> of<br />
employees (implicit)<br />
c Prof. Dr.-Ing. Norbert Gronau, Universität Potsdam<br />
Motivation <strong>for</strong> launch of <strong>Process</strong> Oriented <strong>knowledge</strong> <strong>management</strong><br />
Allweyer,, 1998
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