Wednesday, May 29, 2002

Random Star Wars Post This post is not KM related and probably violates some kind of unwritten blogging rule, but did anyone see the new Star Wars movie?  I saw it over the weekend and thought it rocked.  The story and the special effects.  If you haven't seen it and you are into that kind of stuff, I recommend it.  Back to the blogging rules...are there any?  How many people have I irritated by posting a random thought?  You can be honest.  I might learn something.  -CTM [Courtney Mohr's Radio Weblog] Hey Courtney - saw your blog about Star Wars - I saw the movie this past weekend too. Did you see my posting about my KM quote from Star Wars? It was my way of combining entertainment and reflecting on knowledge management all in one exercise. I was not irritated by your blog, but just one vote here. 9:20:35 PM     What makes a Great Process Owner in a Knowledge Economy? The conversation at the end of class was a new way to describe why it is so hard to "do" process but the extra KM wrap-around help is required not an optional item for the effort. If in the industrial economy productivity was defined as targeted output with minimum error/minimal input with a clear focus on reducing the input in terms of cost, effort, and cycle time, then in the knowledge economy productivity is defined as innovative and contextually applicable output/current input with a clear focus on creating some new output with the current input. So, what is radically different is context is king and innovation breeds growth in change versus stability, meaning a constant changing context. So with this clearer picture of a process in it's most robust sense - what makes a great process owner today? (Atleast within an HR organization I know and love) Define & maintain process maps Determine key inputs and outputs (knowledge, information, data, people, & capital) Document the whys behind process decisions (sequence or administrative steps) and record these in the process documentation Create standard tools and techniques (including technology, policies, experts contacts, reference tools, templates, workflow automation, scripts, etc...) Process perfomer role performance expectations Process performance measures (cost, delivery(cycle time), and quality) Declared link of process to Line of Business Scorecard Measures or Value measures Identify linkages between processes inside and outside of functional system as well as business processes. Gather service-level feedback from HR Delivery on a quarterly basis Communicate process measure results quarterly to HR community with contextualized feedback (whys behind measures) and proposed actions based on results Steward process analysis that uncovers trends, seeks root causes through collaborative problem solving, described links to dependencies, and tackles leverage points. Build variations ot the process to accomodate unique Line of Business, role, or volume/scale needs or due to differences in regional infrastructure. Gather feedback from users on tools and process in multiple ways Gather, analyze and share information from users on average time to complete tasks and time-saving tips Communicate decision about process as a result of analysis. Did I miss anything? 12:10:15 AM

© Copyright 2002 Blythe Westbrook. Last update: 5/29/02; 9:28:31 PM.