Knowledge Management Processes

Knowledge Management Processes Introduction The Introduction section is reserved for the client to use to describe the background and purpose for this process. Overview A Process is a set of linked activities that transform specified inputs into specified outputs, aimed at accomplishing an agreed-upon goal in a measurable manner. The process definition laid out in this document further breaks down these Activities into Tasks, each of which have a complete set of attributes defined such as workflow, data and tool specifications and the role(s) responsible for executing the tasks. The document also includes process goal and objectives, metrics, role definitions, policies and other process related attributes. A Visio file can be found in the Appendix of this document and in the eProcess tool under Attachments Links. It contains Cross-Functional Flow Diagrams (CFFDs) for each of the activities of the process. Process Description This process strawmodel is compliant with the concepts depicted in the ITIL ® V3 framework. The Knowledge Management process provides the ability to deliver quality by providing the ability to store/capture, share, and re-use data and information; consistently and accurately. It provides a means of storing head knowledge for everyone to use. However, while Knowledge Management provides the information and data that drives the management of knowledge, details related to asset and configuration management are excluded from this process. Goal The process goal describes a specific purpose or achievement toward which the efforts of the process are directed. Each ITSM process has a specific focus and when combined with the other ITSM processes, forms a comprehensive framework for delivering and managing services. * Process Goal The goal of the process is to manage data and information; ensuring that it is available, reliable, and secure. This will aid in improving management decision making. Objectives Process objectives describe material outcomes that are produced or achieved by the process. The following is a list of objectives for this process: Portal To provide a portal or channel for accessing the knowledge repository. Manage Knowledge To manage the knowledge based on information and data. Continuous Improvement To regularly review the goals and objectives of the process; compared to business requirements. Timeliness To provide knowledge (data and information) in a timely fashion, leading to improved efficiency. Accuracy To ensure the accuracy of the knowledge repository. Improved Service Quality To improve the quality of service by enabling service provider efficiency. Increase Satisfaction To increase satisfaction by improving the quality of service provision. Inputs Process inputs are used as triggers to initiate the process. They are also used by the process to produce the desired outputs. Inputs are provided by users, stakeholders or other processes. Inputs are measurable in terms of quantity and quality. Outputs Each process produces tangible outputs. These outputs can take the form of products or data and can be delivered to a user or stakeholder, or, they can be used as inputs to other processes. Outputs are measurable in terms of quantity and quality. Controls Process controls represent the policies and guiding principles on how the process will operate. Controls provide direction over the operation of processes and define constraints or boundaries within which the process must operate. States States are indicators of points of progress of an instance through a process. These are highly dependent on the Service Management tool employed, and as such, are best identified once the process design has been completed and the ITSM supporting tool has been selected. The following states are samples that can be used as a starter set of states for this process: Metrics Metrics are used for the quantitative and periodic assessment of a process. They should be associated with targets which are set based on specific business objectives. Metrics provide information related to the goals and objectives of a process and are used to take corrective action when desired results are not being achieved and can be used to drive continual improvement of process effectiveness and efficiency. Roles Each process defines at least one role. Each role is assigned to perform specific tasks within the process. The responsibilities of a role are confined to the specific process. They do not imply any functional standing within the hierarchy of an organization. For example, the process manager role does not imply the role is associated with or fulfilled by someone with functional management responsibilities within the organization. Within a specific process, there can be more than one individual associated with a specific role. Additionally, a single individual can assume more than one role within the process although typically not at the same time. Policies Policies outline a set of plans or courses of action that are intended to influence and determine decisions or actions of a process. Policies provide an element of governance over the process that provides alignment to business vision, mission and goals. Governance Process governance defines the authority and oversight that is required to assure that the process is fulfilling its goals and objectives. Governance consists of the set of guidelines and resources that an organization uses to facilitate collaboration, communication and conformance. Process governance covers process ownership and management, process communication, process tool development and feedback (reporting) mechanisms. Governance ensures that everyone is complying with the policies and procedures of the process. Process Responsibilities (RACI): The RACI-method is based on the principle that people act in one of four ways when executing a task. It accounts for the fact that more than one role may be active in performing a specific task while clearly defining specific responsibilities for that role. While many roles may be involved in a task only one is Accountable for the results. The actions are: R Responsible for the action (may do the task) A Accountable for the action (including approval) C Required to be Consulted on the action I Required to be Informed of the action If a task does not have an ‘Accountable role indicated then the ‘Responsible role is assumed to be accountable for the task. General Tool Requirements This section describes the general requirements that the supporting tools must meet in order to fully support the needs of the process. To achieve optimum benefits, a process must be â€Å"imbedded† into the tool. This linkage between process and tool is the most effective way of ensuring process conformance and efficiency. Activities Code Name <