1. 1
Process Oriented Knowledge Management
Model and Methodology
&
Integration
Michael Wyrsch
Vice President, Head Global Knowledge Management OE, Credit Suisse
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2. 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
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3. KM = Knowledge Mgmt
Identify knowledge
intensive processes
Innovate 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
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KM Management

4. Process Oriented KM: Execution Elements
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Knowledge
Process
Infrastructure
Knowledge Basis
Knowledge
Intensive Processes
MethodsMethods
CreateCreate
EvolveEvolve
OrganizeOrganize
DistributeDistribute
ApplyApply
Create
Evolve
Organize
Distribute
Apply
Create
Evolve
Organize
Distribute
Apply

5. Process Oriented KM: Knowledge Process
Execution
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Infrastructure
Knowledge Basis
Knowledge
Intensive Process
Knowledge
Intensive Process
MethodsMethods
Knowledge
Process
Create
Organize
Apply
Distribute Evolve

6. Process Oriented KM: Knowledge Project
Approach
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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

7. Knowledge Baseline
(Method: Knowledge Mapping)
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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

8. Process Knowledge Mapping
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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

9. Process Knowledge Mapping: Empty Framework
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Trigger
Input Output
Resources
Activities
Trigger
Input Output
Resources
Activities
Trigger
Input Output
Resources
Activities
Process Step 1 Process Step 2 Process Step 3

10. 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
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11. Example: Lessons Learned (LL)
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Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
ProcessTrigger
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"

12. Lessons Learned (LL)
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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

13. Lessons Learned (LL)
Establish contacts and networks for similar situations and projects.
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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

14. 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)
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15. Lessons Learned Customer Feedback
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Efficient, well prepared,
least effort for the
project team
Simple 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.

16. Lessons Learned Evaluation
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17. Lessons Learned implementation issues
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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

18. Learning in Organisations
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Schön and Argyris (1978) – learning involves the
detection & correction of error.
Governing
variable
Action
strategy
Consequences
Single loop learning
Double loop learning

19. New and tested Approach
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Preparation LL Workshop
Workshop
Results Eval.
Department
LL Workshop
Call to
action
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

20. KM build-in the Methodology: SCRUM
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RETROSPECTIVE:
• Went Well?
• Went Poorly?
• Improve ?

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For development teams:
Risk, Outcomes and Practices (ROP) Model

22. Infrastructure
Knowledge Basis
Project
Management
Process
Project
Management
Process
MethodsMethods
Knowledge
Process
Example: Practical Example (PE) – Good / Best Practice
(G/BP)
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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

23. Practical Example Good/Best Practice
(PE G/BP)
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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

24. Practical Example Good/Best Practice
(PE G/BP)
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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

25. Process Risk Management
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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

26. 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
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27. And bring it all together on one system:
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28. © Wyrsch & Partner
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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:

29. © Wyrsch & Partner
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Contact
MichaelMichaelMichaelMichael WyrschWyrschWyrschWyrsch
Wyrsch & PartnerWyrsch & PartnerWyrsch & PartnerWyrsch & Partner
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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
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