Process Knowledge Management
5 Faculties | 13 Divisions | Senior Executive | Academic Senate | 8 Professional Forums
A mountain of information
and corporate knowledge
What to do
with it all?
Gathering key information about CSU processes
Following the development of a CSU process model, CSU
conducted a review of core and enabling processes in the
course of which process profiles were developed describing
the key inputs, outputs, controls, mechanisms, events,
related processes and goals of the processes.
Work P
rocess
Improv
em ent
– Stage
1
WPI005
– Divisio
n of Faci
lities Man
agemen
t Report
Version
The review activity also resulted in the modelling of key
stakeholders, identification of process issues, impacts and
improvement opportunities. The information gathered is
key corporate knowledge and the University needed to
enable this knowledge to be leveraged.
1.0
t – Stage 1
s Improvemen
Work Proces
Report
Identification
Opportunity
Version 1.0
20th April 2007
A two-pronged approach was adopted.
1. the development of the yourCSU booklet and website and
2. the development of the CSU Process Knowledge Base.
Author:
C
olm Cox, Project
st
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What you need to know
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Induct
Develop
Support
Exit
Developed to assist staff to understand the basics of a complex organisation,
where they fit and the impacts of creating change i.e. the Who, What, Why,
When, Where, and How of the University.
The aim was to keep the information at a level to ensure medium term currency,
relevance to 80% of staff, to provide a ‘top drawer’ quick reference guide, and
as an aid for communication and creating a common awareness and
understanding.
Provided to all CSU staff with additional copies being used for new staff
induction resource. It is the key tool in the program’s communication plan and is
now used in a variety of internal professional development programs. It has
been supported by a strong communication and rollout plan. It has more
recently been used outside the University with partners and members of the
community to understand relevant aspects of the organisation.
1
yourCSU website
19
It has been very successful and a reprint is due shortly.
www.csu.e
du
contains th .au/when
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planning an ajority of CSU even
ts
d working
through da for you to use in
te conflicts
.
A complementary extension of the booklet and released at the same time. The
website uses the same structure as the booklet but to a greater depth of detail.
Intended audience was for senior staff who needed to drill down into more
detail and prepare information to assist in undertaking change – utilisation
reflects this.
PDF versions of all booklet information are also available to print, mark up and
use without damaging personal booklets. The website also serves as the hub
for feedback and changes.
It was intended to have the data driven from a database, but this was not
undertaken because the return on investment wasn’t there.
Enterprise Process Knowledgebase
The booklet and website contain primitive information about things like
processes, structures, locations etc. Independently of each other. Neither
shows the multitude of complex relationships between these primitives.
Information presented in matrices soon becomes unwieldy -it requires a
relational database.
The system was built in-house and currently released only to EA staff who
understand the complexities of the relationships behind the scenes and to
quickly generate Enterprise Impact Statements (EIS’).
New ‘modules’ around the process relationship ‘engine’ have since been
developed as we gain an appreciation of the real value of information (eg
Application Management, Strategic alignment). This is driving new
approaches and thinking.
It is early days and we are establishing how such a system will be used and
managed into the future – there are many opportunities and many things to
work through.
A Structured Approach to Workplace Productivity, Renewal and Reform
For more information – www.csu.edu.au/special/WPP