Process-Based Knowledge Mapping

by Deborah Plumley

At the October 2002 KMWorld Conference, French Caldwell (VP of Information and Knowledge
Management at the Gartner Group) predicted that there will be "an increased emphasis over
the next few years on taxonomies, ontologies and knowledge maps." Caldwell classified
"knowledge maps" into three types:

 Procedural knowledge maps show knowledge (and the sources of knowledge)

mapped to a business process. This could be any process for a business or
organization -- for example, a process for a R&D function/organization, or a selling
process, etc. One major use of this type of map is for planning and implementation of
knowledge management efforts.

 Conceptual knowledge maps, which Caldwell calls a "taxonomy," a method of

hierarchically organizing and classifying content. In knowledge management, a
taxonomy is used for content management within a Web site or some other repository.

 Competency knowledge maps document the skills, positions, and even career path of
an individual -- to create a competency profile. Among other uses, competency maps
can be converted into a 'yellow pages' directory, which enables employees to find
needed expertise (skills, techniques, and/or job tasks) in people within an
organization.

Another type of commonly used mapping is called Social Network Mapping or Social
Network Analysis. Social network analysis shows networks of knowledge and patterns of
interaction among group members, organizations, and other social entities. One use of a social
network map is for analysis of information sharing within a social context.

This article focuses on the first type, procedural or "process-based" knowledge maps--and the
technique to create this type of map.

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WHAT IS A PROCESS-BASED KNOWLEDGE MAP?

A process-based knowledge map is essentially a map or diagram that visually displays

knowledge within the context of a business process. In other words, the map shows how
knowledge should be used within the process and sources of this knowledge. The overview of
the business process is prepared before the knowledge and the sources are mapped to this
process.

Any type of knowledge that drives the process or results from execution of the process can be
mapped. This could include tacit knowledge (knowledge in people such as know-how,
experience, and intuition) and explicit knowledge (codified knowledge such as that in
documents); customer knowledge; knowledge in processes; etc.

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WHAT CONSTITUTES PROCESS-BASED KNOWLEDGE MAPPING?

The process-based knowledge map is created in a two or three day workshop. If the high-level
business process needs to be defined or substantially revised, then the workshop could take
longer.

Five-ten people collaborate in the workshop. Their main tasks fall into three phases:

1. Mapping Phase. Create the knowledge map by mapping knowledge and sources of
knowledge to the business process.

2. Analysis Phase. Analyze the map in response to probing questions, such as:

-- What knowledge is most critical to the business?

-- What knowledge is missing?

-- What knowledge adds value to the business?

3. Application Phase. Apply the map to:

-- Planning programs, projects or sets of activities

-- Developing KM processes or improving knowledge flows

-- Providing a framework for efforts such as a knowledge audit, technology design, after-action
review, competency development program, etc.

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WHAT IS THE USE OF PROCESS-BASED KNOWLEDGE MAPPING?

There are many uses of process-based knowledge maps. Consider these examples:

A small company or start-up can use knowledge mapping to identify knowledge that is
strategic or critical, or to determine what intellectual assets are essential to their business. At
the same time mapping might identify knowledge priorities in a merged company (combining
the most critical knowledge from each company) or in a restructured corporation.

Knowledge mapping can be used to effectively plan the implementation of a knowledge

management strategy--for a business unit, department, or team. The knowledge map can
become the basis for a knowledge management program, a set of knowledge management
activities within a business initiative, or a knowledge management project (such as a
community of practice or a collaborative workspace). Needed competencies can be captured
on a knowledge map. The map is then used for a competency/ skill development plan.

As a component of a KM effort, The knowledge map serves as input to the design of a

knowledge Web or knowledge system. The knowledge map can also define the initial
parameters for a knowledge audit, or a series of knowledge maps can constitute the audit. A
knowledge audit is an inventory of key knowledge and locations of this knowledge. It can also
be expanded to include definitions of owners, users, and uses of this knowledge. A knowledge
map can provide the context for an after action review. An after action review is a structured
session designed to collect key learnings and collateral at major milestones in an internal
project or on an external client engagement.

To define a knowledge management process or illustrate knowledge flows, a special knowledge

map needs to be created for use as the basis for a KM process. Some examples of knowledge
management processes are: sharing knowledge, retaining knowledge, knowledge capture and
packaging, etc. Knowledge flows are traced within the context of a knowledge map.

For other initiatives that are not exclusively focused on knowledge management, knowledge
mapping can be used to develop consulting services and customer solutions. The mapping
workshop outlines the selling and delivery methodology, defines associated tools and
collateral, and profiles roles needed to sell and deliver the service or solution. And then the
workshop participants scope knowledge management activities that improve the competitive
edge and increase selling and delivery effectiveness for the service or solution. The knowledge
map also can be used for planning any type of new initiative or project.

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WHAT ARE THE BENEFITS OF USING THIS TECHNIQUE?

The mapping technique has several advantages. First, the knowledge map is represented in a
simple, clear visual format that is easy to understand, is easy to update and evolve, and is
easy to use by the users in the organization. The map becomes a valuable tool over the life of
the project. Second, the mapping methodology forces participants to identify key knowledge
areas that are most strategic and/or critical to their business. Third, the analysis of the
knowledge map generates ideas for sharing and leveraging knowledge that are most suited to
the organization and the business context.

Meanwhile, the workshop approach is particularly effective. Results can be achieved quickly in
a workshop setting. If workshop participants come from diverse positions and represent a
variety of experience and expertise, they can tap their diversity to create a robust knowledge
map. The collaborative approach then facilitates agreement among the participants on
common knowledge priorities and common plans, processes, and approaches.

WHAT ARE KEY SUCCESS FACTORS?

The technique of process-based knowledge mapping yields the best results when you ensure
the following:

The facilitator is central to the success of this technique. He or she needs to be expert in both
group facilitation and knowledge mapping techniques. Ideally, the facilitator should also have
expertise in the development of business processes. The facilitator should have a detailed
methodology for the entire knowledge mapping effort, and be able to customize each
knowledge mapping assignment to the needs of the client.

Client ownership for the knowledge mapping workshop and result is essential to the success of
the effort. Before the workshop is planned and designed, the business must assign a senior
person as the sponsor/owner for the end-deliverable (the knowledge management program
plan, for example). This person should be committed to achieving the result, and be willing to
allocate resources (people and money) both to the workshop and the work after the workshop.

The purpose of the knowledge mapping must be clearly articulated in terms of objectives and
scope of effort. The deliverable likewise requires concrete definition.

The knowledge mapping effort needs to be comprehensively scoped. The approach is only
successful if the effort includes planning for the workshop, the workshop itself, and then
follow-up to achieve or refine the deliverable.

The knowledge that is mapped should include current knowledge and future needed
knowledge. The map is both present and strategic.

The analysis phase of the workshop is crucial to the success of the effort. The facilitator needs
to formulate questions that provoke answers that enhance the knowledge map and also help
to define and develop the deliverable.

The application phase of the workshop is also important. Some deliverables (such as a
knowledge management process) can be completed in the workshop; others (such as a
technology design) are begun in the workshop, but mostly developed after the workshop.

All workshops should conclude with an action plan (documenting tasks, owners, and
timeframes)

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WHAT IS THE ULTIMATE VALUE OF PROCESS-BASED KNOWLEDGE MAPPING?

Since its inception, knowledge management frequently has been described abstractly, overly
strategized, and weak in implementation. Conversely, process-based knowledge mapping is
concrete and tactical. The knowledge mapping makes tacit and explicit knowledge graphic and
visual; the analysis and application phases of process-based knowledge mapping are oriented
toward the definition and planning of a pragmatic project or activity, or toward implementation
of a knowledge management strategy or program.

And the entire technique has a business focus. The knowledge is mapped and analyzed within
a business process. In addition, the knowledge can be prioritized in terms of its relevance to a
business or knowledge management objective.