Difference between revisions of "Process oriented knowledge management"
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| − | + | In process-oriented knowledge management focuses on organizational processes and the mission, rationale and objectives of the process define the scope of the project. At the heart of the process-oriented knowledge management strategy is a workflow management subsystem that enables it to capture knowledge in context as it is created and present knowledge to the user at the right step of the process. Its repository contains not only knowledge created and manipulated in an organizational process, but also the knowledge of the process itself in the form of process designs, case histories and lessons learned from past experiences. | |
== Description== | == Description== | ||
Revision as of 09:55, 9 December 2013
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Contents
Definition
Process oriented knowledge management is An approach to knowledge management that is designed to provide employees with task-related knowledge in the organization's business processes
Summary
In process-oriented knowledge management focuses on organizational processes and the mission, rationale and objectives of the process define the scope of the project. At the heart of the process-oriented knowledge management strategy is a workflow management subsystem that enables it to capture knowledge in context as it is created and present knowledge to the user at the right step of the process. Its repository contains not only knowledge created and manipulated in an organizational process, but also the knowledge of the process itself in the form of process designs, case histories and lessons learned from past experiences.
Description
Background
Drivers for justification for a POKM approach include the need to continuously and reliably improve NPP efficiency and effectiveness while maintaining high overall levels of safety. These improvements are required despite challenges such as an aging workforce, specific equipment challenges and the need to periodically adopt improvement technology and modified plant systems. POKM methods are also accompanied by improved measurement frameworks for productivity, quality and cost effectiveness as well as an improved ability to integrate work elements into a high-performing management system.
The origins of ‘Knowledge management’ can be traced to work pioneered in the early 1990s by the US Department of Defence. Business methods were popularized in the mid 1990s by The American Productivity and Quality Centre and methods spread from there to the global business community in general. Within the energy sector, deregulation within the USA caused more attention to being placed on having utilities being operated as business enterprises with an increased attention being placed on process management, activity-based costing, benchmarking and communities of practice between 1995 and 2004. In this way many elements of what was originally known as ‘Benchmarking and performance improvement’ came to be more properly understood as ‘Knowledge management’ by 2002. In fact, the IAEA Nuclear Knowledge Management Programme was originally formulated based on work done in human resources benchmarking in such best practices as workforce planning and knowledge retention.
Benefits of process oriented knowledge
References
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