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Knowledge Mapping

1 ©2014 APQC. ALL RIGHTS RESERVED.

APPLYING KNOWLEDGE

FLOW ANALYSIS TO

CREATE PEOPLE

ENABLED PROCESSES

Jeff Varney, APQC

BBC 2014

www.apqc.org

©2014 APQC. ALL RIGHTS RESERVED.

OUR GOALS TODAY

o Establish that knowledge is essential to the smooth

flow of our business processes

o Learn how to map process knowledge and identify

gaps

o Discuss how improved knowledge flow can be

used to enhance process performance

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PROCESS AND KNOWLEDGE

o Process is how we do work!

People and technology are connected to make process

work

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Knowledge is essential for our processes to work smoothly

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ACHIEVING PROCESS EXCELLENCE

To achieve excellence, our process

should be…

… and knowledge is needed for both

• designed to purpose

• designed to fit

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… in Action

When knowledge becomes “Information in Action”

Business Value is created

KNOWLEDGE IS INFORMATION…

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KNOWLEDGE MUST FLOW

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Knowledge enables process

“above the flow”

and

“in the flow”

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Leads to competency

Harder to articulate

Harder to transfer

Skills and experience

Easier to replicate Contributes to

efficiency

Easier to document and share Explicit

Tacit

20%

80%

TYPES OF KNOWLEDGE

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KNOWLEDGE MANAGEMENT

COMPONENTS

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The Knowledge Flow Process ©

Knowledge is “STICKY” . . . Without systematic process and organizational environment,

it WILL NOT MOVE!

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MAPPING PROCESS KNOWLEDGE

o When going on a road trip,

how do you know where to go?

o What does a map help you do?

A Knowledge Map allows you to to “see” the landscape of

information flow in your processes

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USES OF KNOWLEDGE MAPPING

o Identify knowledge sharing opportunities

o Identify opportunities to reuse information

o Identify knowledge dependencies and barriers

o Locate naturally-occurring knowledge stewards

o Compile company locators – internal/external

o Categorize value-added information

o Precursor to developing communities of practice

o Input to after action reviews or lessons learned

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USEFUL PROCESS KNOWLEDGE

o For each step in the process…

What knowledge is needed?

Who needs it?

When is it needed?

Is it available when needed?

Who owns it?

Who can validate it?

Where is it?

What format is it in?

Is it complete?

Is it consistent?

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TYPES OF KNOWLEDGE TO MAP

o Cultural – knowledge an employee has about his

or her working environment

o Historical – knowledge about the organization’s

history

o Functional – knowledge needed to get a job done

Technical knowledge

Operational knowledge

Process and project management

Client knowledge

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EXAMPLE KNOWLEDGE MAP

Process Activity

What

knowledge is

needed?

Who owns this

knowledge? (sources or experts)

Tacit or

Explicit?

Where is this

knowledge? (repository,

person)

Who can

validate this

knowledge?

Gap

(1 = small,

3 =

medium,

5 = large)

Additional

Details

1.1 Develop and

open job requisition

HR policy guidelines;

Hiring process;

HR job posting form;

Federal/state/union

requirements;

Budget for recruiting

expenses

HR manager;

F&A manager;

Hiring manager

E HR;

F&A;

Hiring dept;

Dept of labor;

Union chapters

HR

1

1.2 Develop a job

description

Job duties;

Skills set needed;

Educational rqmts;

Level of experience

Hiring manager T Hiring department HR recruiting

manager5

1.3 Post requisition Target audience;

Posting duration;

Posting methods

(i.e.newspaper, job

boards, internal career

site)

Hiring manager

HR recruiting manager

T / E HR department;

Hiring department

HR department

3

2.1 Determine

recruitment

methods

Type of candidates;

Salary range;

Time to fill position;

History of recruiting

approaches and their

effectiveness

HR recruiting manager T / E HR department HR recruiting

manager

3

Compensation can

provide Comp Surveys

on market pricing so HR

understands reasonable

salary grades for the

position

2.2 Perform

recruiting activities /

events

Upcoming forums (i.e.

job fairs, open houses);

Current market

conditions

HR recruiting manager T HR department;

SHRM; local HR

associations;

current employees;

other HR

practitioners

HR recruiting

manager

3

2.3 Manage

recruitment vendors

SLAs for vendor

delivery times and

expected quality levels

HR recruiting manager T / E HR HR recruiting

manager

5

SLAs have been created

for newer vendors,

however those who have

been partners for longer

than 2 years have not

received SLAs

Hire New Employee

1.0 Create and

develop

employee

requisitions

2.0 Recruit

candidates

Information of Interest

Process, Function,

Operation, or

Discipline

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WHAT A KNOWLEDGE MAP REVEALS

o Core and contextual knowledge within an

organization

o Where knowledge or information resides

o What knowledge or expertise is critical to

a process or focus area

o When knowledge flows

o How knowledge flows

o Knowledge gaps

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STEPS TO CREATE A KNOWLEDGE MAP

1. Select the process/focus area (scope)

2. Define the business value… what you hope to achieve

3. Plan for collecting, reviewing, validating, storing, and sharing

4. Establish team (stakeholders, owners, subject matter experts, creators, users)

5. Map process (if not existing) a. Determine routine/non-routine tasks

b. Identify key decision points, hand-offs

6. Map knowledge against the process a. Select information to gather

b. Follow knowledge pathways through the organization (referential)

c. Inventory types of knowledge utilized and needed (magnet content)

d. Identify gaps, lack of connectivity, and information overload

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EXAMPLE: CENTERPOINT ENERGY

o K-Map—One-day, team-based process to outline

“Service Restoration” process

“Technology”—flip charts, Post-it® notes, and Flow Chart

software

Identify key experts, roles, and owners of knowledge in

each process step

Identify barriers and knowledge flow gaps

o K-Map is “roadmap” to identify individuals who

should participate in after action reviews to

improve the “service restoration” process

o Portal is used to house lessons learned and best

practices for reuse prior to next event

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SHARED CONTEXT REQUIRED FOR

KNOWLEDGE

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Knowledge needs context! Without context to specify time, place, and

relationship with others, it is just information.

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EVALUATE BOTH EXPLICIT & TACIT

o Why are Both Important?

Tacit and explicit knowledge serve as the core baseline

information for groups to work more efficiently

Explicit knowledge is critical for defined roles and

processes (what)

Tacit knowledge guides use and efficacy of explicit

knowledge (how/when)

o Together they identify:

Context

Causal and relational connections

Knowledge gaps

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Content Mapping (Explicit) vs Expertise Mapping (Tacit)

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INVOLVE STAKEHOLDERS & SMEs

o Do some research to uncover sources that might

not be within the focus area

List key ideas, content, support, learning sources,

recipients, constraints, and tools/templates

Uncover communities, spaces, and gatherings

for critique, synergy, inquiry, and learning

Chart knowledge against business processes

o Contact everyone that may have potential

input

Collect content in advance

Invite to workshop

Ask for validation

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ADDITIONAL QUESTIONS TO CONSIDER

o What pre-knowledge does staff need to do their

jobs?

o Where and from whom do they get it?

o How is knowledge used within the process?

o What enhances the flow and sharing of

knowledge/information?

o What impedes it?

o How important is it?

o What is done with it

when they're finished?

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Modified from: Ethnographic Knowledge Audits, Arian Ward

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PUTTING YOUR EFFORTS TO USE

o You had a purpose for creating a knowledge map Design and evaluate

technology

Enable people

Identify sharing opportunities

Highlight opportunities for information re-use

Identify dependencies and barriers

Locate naturally-occurring knowledge stewards

o What are the next steps to put this new information into action?

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ANALYZE YOUR KNOWLEDGE MAP

o Identify holes in knowledge flow

o Look for unanticipated insights

Choke points

Conflicting expectations

o Identify opportunities to close gaps

Buy, build, or leverage existing knowledge

Modify process

Change technology

o Create core content for a community of practice,

portal tool, or project team

o Identify hiring, training, or development needs

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PRIORITIZE AND IMPLEMENT

o Prioritize and select those to work on

Criteria for evaluation and comparison

Selection matrix

Ease versus impact

o Select the critical few

o Communicate results

o Establish implementation projects

Budget

Plan

Resource

Execute

Measure

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UPDATE THE KNOWLEDGE MAP

o The information captured within your knowledge

map reflects current state

Things change over time

To get continued value, changes need to be captured

o Update the knowledge map periodically

Results from improvements

Process evolution and maturity

Implementation of new technologies

Changing business conditions

New or modified relationships

Changing work force

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KNOWLEDGE MAPPING LESSONS

LEARNED

o Remember the 80/20 rule

o High-level mapping of the business process is key

o Involve people who know the organization and

business process

o Update your map periodically

Knowledge has a shelf life

o Do something with it

Don’t map for the sake of mapping

o Know the value proposition

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SUMMARY

o Knowledge flow drives process performance

Design for Purpose

Design for Fit

o Knowledge mapping helps us understand and improve

Above the flow

In the flow

o Knowledge needs context to be useful

o Our process knowledge is essential to our shared success!

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WHO WE ARE

APQC is a member-based, 501(c)3 nonprofit

specializing in benchmarking, knowledge

management, measurement, and process

improvement.

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QUESTIONS

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www.apqc.org 123 N. Post Oak | Houston, TX | 77024

knowledge mapping - home - bbc | building business · pdf fileo when going on a road trip, ......

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