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Introduction
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Related Work
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Business and Management
Management Science and Operations Research

Integrating knowledge modelling in business process management

Profile image of Gregoris MentzasGregoris Mentzas

2002, The Xth European Conference on Information Systems (ECIS-2002), Gdansk, Poland

Abstract

In this paper we present a new approach for integrating Business Process Management and Knowledge Management. We focus on the modelling of weakly-structured knowledge-intensive business processes. We develop a framework for modelling this type of processes that explicitly considers knowledge-related tasks and knowledge objects and present a workflow tool that is an implementation of our theoretical meta-model. As an example, we sketch one case study, the process for granting full old age pension as it is ...

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Business process oriented Knowledge Management (KM) has two objectives: the design of KM Processes and the support of knowledge-intensive Business Processes. Existing approaches focus integrated Knowledge-and Process Management Systems, the support of processes with KM Systems, or the analysis of knowledge-intensive activities. All these applications require a systematic approach for the documentation of existing processes. Available procedural models propose steps for process oriented KM projects, but they rarely describe their implementation in concrete practical applications. That is why this contribution introduces a new process-oriented KM (POKM) project approach developed in corporate projects. A special focus is put on a detailed method for capturing knowledge intense processes which extends the existing broad perspective on KM projects. It allows for insights into questions like how to comprehensively capture expert processes, how to store the collected information in a structured way, and how to design supporting instruments and materials in order to generate a high quality data set, which subsequently is utilized to derive Knowledge Management measures.

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This paper presents an approach for modeling and simulation of certain domains of business processes, which can be classified as knowledge-based business processes. In those areas, knowledge is already partly formalized, and often structured functional models of the problem domain exists; however, it is complex enough to justify knowledge-based implementation of process execution. Proposed approach can be viewed as a complementary multi-level model of knowledge representation that is based on structured functional decomposition of knowledge field instead of abstraction. Thus, together with frame-based modeling, those techniques can form the basis of complete graphical representation of structural and dynamic knowledge of certain problem domains.

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Knowledge management using business process modeling and workflow techniques
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Knowledge-based process management—an approach to handling adaptive workflow
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In recent years, many organisations have found enterprise modelling, especially business process modelling, to be an effective tool for managing organisational change. The application of business processing modelling has brought benefits to many organisations, but the models developed tend to be used for reference during business operations and re-engineering activities; they rarely play an active role in supporting the day-today execution of the processes. While workflow management systems are widely used for the streamlined management of "administrative" business processes, current systems are unable to cope with the more dynamic situations encountered in ad-hoc and collaborative processes [1]. A system that supports complex and dynamically changing processes is required. There is increasing interest in making workflow systems more adaptive [8][20] and using knowledge-based techniques to provide more flexible process management support than is possible

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References (19)

  1. Allen, R. (2001). Workflow: An Introduction, in L. Fischer (ed) The Workflow Handbook 2001, published by the Workflow Management Coalition (WfMC)
  2. Allweyer, Th. (1998). Modellbasiertes Wissensmanagement. In: Information Management, 1, 37-45
  3. Davenport, T.H. and L. Prusak (1998). Working Knowledge. Harvard Business School Press.
  4. Davenport, Th., S.L. Jarvenpaa, and M.C. Beers (1996). Improving Knowledge Work Processes, Sloan Management Review, 37(4), Summer.
  5. Hammer, M., and J. Champy (1993). Reengineering the Corporation: A Manifesto for Business Revolution, New York, HarperBusiness.
  6. Heisig, P. (2000). Process Modelling for Knowledge Management. In EKAW Workshop on Common Approaches on Knowledge Management, 12th International Conference on Knowledge Engineering and Knowledge Management, Juan-les-Pins, French Riviera
  7. Karagiannis, D., and R. Telesko (2000). The EU-Project PROMOTE: A Process-Oriented Approach for Knowledge Management. In Reimer, U. (ed.) PAKM 2000, Third Int. Conf. on Practical Aspects of Knowledge Management
  8. Macintosh, A. (1999). Adaptive Workflow to Support Knowledge Intensive Tasks, Working Paper, Artificial Intelligence Applications Institute (AIAI), Edinburgh, Scotland.
  9. Malhotra, Y. (1998). Business Process Redesign: An Overview, IEEE Engineering Management Review, 26(3).
  10. Mentzas, G.N., D. Apostolou, R. Young and A. Abecker (2000). Knowledge Networking: A Holistic Approach, Method and Tool for Leveraging Corporate Knowledge, Journal of Knowledge Management, Volume 5, Number 1, 2001, pp.94-106
  11. Numi, R. (1998). Knowledge-intensive Firms, Business Horizons, May-June, pp. 26-32.
  12. Probst, G., St. Raub, and K. Romhardt (1998). Wissen managen. Wie Unternehmen ihre wertvollste Ressource optimal nutzen. 2. Aufl. Frankfurt Allgemeine Zeitung GmbH, Gabler Verlag, Frankfurt/Main, Wiesbaden
  13. Schreiber, G., H. Akkermans, A. Anjeiwerden, R. de Hoog, N. Shadbolt, W. van de Velde, and B. Wielinga (1999). Knowledge Engineering and Management: The CommonKADS Methodology, MIT Press.
  14. Warnecke, G., A. Gissler, and G. Stammwitz (1998). Referenzmodell Wissensmanagement -Ein Ansatz zur modellbasierten Gestaltung wissensorientierter Prozesse. In: Information Management, No. 1, 24-29
  15. Weggeman, M. (1998). Kennismanagment. Inrichtig en besturing van kennisintensieve organisaties. Scrptum, Schiedom German: Wissensmanagement -Der richtige Umgang mit der wichtigsten Ressource des Unternehmens. MITP-Verlag, Bonn 1999
  16. Wenger E. (1998). Communities of Practice, New York, Cambridge University Press.
  17. Wiig, K.M. (1995. Knowledge Management Methods. Practical Approaches to Managing Knowledge. Vol. 3. Schema Press, Arlington
  18. Workflow Management Coalition (WfMC) (1995). The Workflow Reference Model, (WFMC-TC-1003, 19-Jan- 95, 1.
  19. Yu B. and T.D. Wright (1997). Software tools supporting business process analysis and modeling. Business Process Management Journal, Vol.3 No.2, 1997, pp.133-150, MCB University Press.

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Knowledge modelling in weakly‐structured business processes
Gregoris Mentzas

Journal of Knowledge Management, 2003

In this paper we present a new approach for integrating knowledge management and business process management. We focus on the modelling of weakly-structured knowledge-intensive business processes. We develop a framework for modelling this type of processes that explicitly considers knowledge-related tasks and knowledge objects and present a work ow tool that is an implementation of our theoretical meta-model. As an example, we sketch one case study, the process for granting full old age pension as it is performed in the Greek Social Security Institution. Finally we brie y describe some related approaches and compare them to our work and draw the main conclusions and further research directions.

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Towards Business Process Modeling for Knowledge Management
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In an organizational context, the characterization and modeling of the business processes are necessary to localize knowledge that need to be capitalized. In this paper, we propose a new multi-dimensional metamodel of business processes modeling for knowledge management, entitled BPM4KI (Business Process Meta-Model for Knowledge Identification). This meta-model aims to enrich graphical representation of business process by integrating all aspects of process modeling: the knowledge, informational, functional, behavioral, organizational and intentional perspectives. It helps to identify and localize the crucial knowledge that is mobilized and created by these processes. Moreover, it has been illustrated through a medical process in the context of the organization of protection of the motor disabled people of Tunisia.

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Business process knowledge modelling: method and tool
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Abstract The DECOR approach to business process oriented knowledge management (BPOKM) is based upon an extended business process modelling, including automatable knowledge retrieval activities, additional knowledge management tasks and sub processes, and additional process variables used to instruct the latter two. In this paper we present the DECOR business process modelling method and a software tool to support it. The concepts are briefly illustrated with a use case from the social security sector.

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Knowledge-intensive business processes
Sebastian Sardina

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Nowadays, Workflow Management Systems (WfMSs) and, more generally, Process Management Systems (PMPs) are process-aware Information Systems (PAISs), are widely used to support many human organizational activities, ranging from well-understood, relatively stable and structures processes (supply chain management, postal delivery tracking, etc.) to processes that are more complicated, less structured and may exhibit a high degree of variation (health-care, emergency management, etc.). Every aspect of a ...

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Comparative comparison of knowledge modeling techniques in business processes (with emphasis on knowledge-oriented processes
Mina Ranjbarfard

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Acquisition, storage, sharing, creation and application of knowledge are done in the processes of the organization. Therefore, business processes are a good starting point for implementing knowledge management. By doing knowledge management based on processes, it is possible to achieve benefits such as prioritizing knowledge management activities according to the value chain, examining knowledge on the process subject, distributing knowledge appropriate to the role of individuals, designing knowledge management systems and numerous other benefits. Some processes have a lot of flexibility and this is due to unpredictable decisions or tasks that have to be done using the creativity of the person doing the process. These types of processes are called knowledge-oriented or knowledge-based processes. Knowledge-based processes have intensified the need to integrate research areas of process management and knowledge management. In order to manage knowledge in knowledge-based processes, knowledge must first be modeled in the process and then analyzed based on the model. So far, various techniques have been proposed for modeling knowledge in processes. This article introduces process-oriented knowledge management as a new approach to knowledge management as well as introduces knowledge modeling techniques in business processes and compares them comparatively. The results show that there is still no model that models all aspects of knowledge in processes simultaneously, especially none of the models have addressed the impact of knowledge on the time and cost of the doing process. There has also been little effort to measure process performance in terms of knowledge that could be considered for future research.

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Related topics

  • Computer Science
  • Knowledge Management
  • Business Process Management
  • Business Process Modeling
  • Knowledge Modelling
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