tioned before, processes can provide part of the context that is important for the interpretation and construction of process-relevant knowledge. This context was documented in two forms. Firstly, a topic tree was used to classify and structure knowledge elements relevant to the processes. Secondly, knowledge elements were linked to tasks in processes in the knowledge audit. Instruments/systems. The project considered a number of typical KM instru- ments, in this case skill management , content management , lessons learned , best practices and communities/knowledge networks , as well as an instrument related to process management (see Figure B-27).
6. Organization 219 The continuous knowledge life cycle represented the most important guideline for the identification and design of KM activities and KM processes. KM activities and the instruments were assigned to each other and visualized in the form of an activity landscape. Figure B-27 shows a portion of the activity landscape. The arrows show the relationships between the activities and consequently between the instruments. For example, the KM activities address knowledge and push knowl- edge were assigned to the KM instrument communities/knowledge networks . With respect to the classification of instruments, there were human-oriented and technol- ogy-oriented instruments, but no instruments bridging the gap. The definition of processes integrated both types of instruments. FIGURE B-27. Activity landscape with knowledge management instruments 374 Organizational design. The structural organizational design in terms of new roles and responsibilities was quite lean due to resource restrictions. Organizationally, the integration between process and knowledge management was accomplished by holding process managers responsible for the operative business processes and at the same time for supervising KM activities in their processes. Also, the new role knowledge broker was introduced being responsible for the newly designed KM activities within the business processes. A role which supervises the connections between different business processes like a network manager who could link experts across process boundaries was planned, but not yet established. Knowledge processes were defined considering the following guidelines which was a new per- 374. Source: Maier/Remus 2003, 17 prepare documentation maintain directory of knowledge providers manage documented knowledge value knowledge profiles value documented knowledge refine knowledge profiles refine documented knowledge release documented knowledge certify knowledge profiles map knowledge to business processes continuous process improvement adress knowledge push knowledge document lessons learned apply knowledge in BP human resource management content management skill management lessons learned best practice communities / knowledge networks process management
220 B. Concepts and Theories spective for the transaction bank: Knowledge had to be the primary process output.
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