BPM, Collaboration and Social Networking


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Presentation given at Business Rules Forum on October 3, 2009.

Published in: Business, Technology, Education
  • 'A little bit of governance' sounds a last effort to not accept that chaos is not lack of order, and rather the absolute efficiency.

    I know you use GWave. GWave is (at this time) a candidate towards a 'orchestrator/tracker' to ah-hoc flow.

    The effort that has put over the last 30 years, in terms of studying the process from a 'determinist' stand point (hierarchy, job descriptions, etc) needs to evolve.

    Anti-BPM is not BPM's antimatter, in the same way that quantum physics doesn't deny classic physics. It's just a move to take our understanding to a deeper and more interdisciplinary level.

    The field of multi-agent systems, and social agents is only beginning. As CEP evolves we will reach it eventually. At the end, it great step towards making us all a lot more comfortable with complexity/chaos.
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  • I'm not sure that I'd call it anti-BPM: it's really about getting all those currently uncontrolled processes under at least a bit of governance. Consider how much is currently being done in email and other methods that are not captured in the record of the process; collaboration within BPM allows these ad hoc processes to still emerge, but at least tracks what they are and who is involved. That level of monitoring is valuable to understanding the true business process.
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  • It's funny. The next generation of BPM is the anti-BPM.

    We're moving away from a deterministic model, towards probability-driven model, in which it will be impossible to predict the next state of a process.

    Customers determine the alignment of a process, which will re-align the resources of the enterprise.

    Understanding customers alignment changes impact the organization, resources to bring forth to address any new issues, is going to be the main role of the organization.
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BPM, Collaboration and Social Networking

  1. 1. BPM, Collaboration and Social Networking Sandy Kemsley Kemsley Design Ltd. www.column2.com
  2. 2. Agenda <ul><li>Defining BPM and social software </li></ul><ul><li>Collaboration within BPM </li></ul><ul><ul><li>Designing processes </li></ul></ul><ul><ul><li>Executing processes </li></ul></ul><ul><li>Impacts of social software on BPM </li></ul><ul><li>Barriers to adoption </li></ul><ul><li>Future innovations and impacts </li></ul>
  3. 3. What is BPM? <ul><li>A management discipline for improving cross-functional business processes. </li></ul><ul><li>The methods and technology tools used to manage and optimize business processes. </li></ul>Model Automate Monitor Optimize
  4. 4. What’s in a BPMS? <ul><li>Process modeler </li></ul><ul><li>Repository </li></ul><ul><li>Execution engine </li></ul><ul><li>System integration (web services) </li></ul><ul><li>Work-in-progress management </li></ul><ul><li>Monitoring and analysis </li></ul><ul><li>Simulation and optimization </li></ul>
  5. 5. What is Web 2.0? <ul><li>Consumer-facing social software </li></ul><ul><li>Software as a service </li></ul><ul><li>Harnesses collective intelligence through user-created content </li></ul><ul><li>Lightweight development models permit mashups </li></ul>
  6. 6. Web 2.0 Examples <ul><li>Gmail: rich interface and </li></ul><ul><li>constantly upgraded </li></ul><ul><li>feature set </li></ul><ul><li>Wikipedia: content </li></ul><ul><li>contributed by many authors </li></ul><ul><li>Google Maps: open API allows combining with many other web apps </li></ul>
  7. 7. What is Enterprise 2.0? <ul><li>Enterprise-facing social software </li></ul><ul><li>Business purpose rather than purely social: </li></ul><ul><ul><li>Social interaction to strengthen weak ties within organization </li></ul></ul><ul><ul><li>Social production to collaboratively produce content </li></ul></ul><ul><li>SaaS or on-premise </li></ul>
  8. 8. Enterprise 2.0 Examples <ul><li>Beehive, IBM’s internal social network for locating other IBM employees with similar work/research interests </li></ul><ul><li>Intellipedia, US intelligence community’s collaboratively-created, cross-agency library of intelligence information </li></ul>
  9. 9. Collaboration, Social Networking and BPM
  10. 10. Drivers for BPM and Enterprise 2.0 <ul><li>Changing user expectations </li></ul><ul><li>Trends towards greater collaboration </li></ul><ul><li>Lack of agility in many current BPMS implementations </li></ul>
  11. 11. Collaborative process modeling <ul><li>Multiple people participate in discovery and modeling of processes </li></ul><ul><li>Captures “tribal knowledge” </li></ul><ul><li>Internal and external participants </li></ul><ul><li>Technical and non-technical participants </li></ul><ul><li>Example: Lombardi Blueprint, SAP NetWeaver BPM with Google Wave </li></ul>
  12. 12. Collaborative process execution <ul><li>User can “step outside” structured process + create ad hoc collaboration </li></ul><ul><li>Audit trail and artifacts captured within BPMS audit log </li></ul><ul><li>Eliminates uncontrolled (unaudited) email processes </li></ul><ul><li>Examples: HandySoft, ActionBase </li></ul>
  13. 13. BPM and Social Networking <ul><li>External communities of practice </li></ul><ul><ul><li>Provide idea exchange, tools </li></ul></ul><ul><ul><li>Augment or replace internal BPM center of excellence </li></ul></ul><ul><ul><li>May be vendor specific/sponsored </li></ul></ul><ul><ul><li>Examples: IBM BlueWorks, Appian Forum, Software AG AlignSpace </li></ul></ul><ul><li>Internal discussion forums and collaboration linked to specific process models or instances within BPMS </li></ul><ul><ul><li>Examples: Appian, Global 360 </li></ul></ul>
  14. 14. Impacts of Enterprise 2.0 and BPM
  15. 15. Social/Cultural Impacts <ul><li>Participatory culture for collaborative modeling </li></ul><ul><ul><li>Business must commit resources </li></ul></ul><ul><ul><li>IT must allow business to participate </li></ul></ul><ul><li>Comfort level for collaborative execution </li></ul><ul><ul><li>Users must feel comfortable deviating from predefined structured process </li></ul></ul><ul><ul><li>Management must allow sufficient autonomy </li></ul></ul>
  16. 16. Technological Impacts <ul><li>Standardized RSS/Atom feeds for repurposing data and user-created dashboards </li></ul><ul><li>IM/SMS/microblogging for process alerts </li></ul><ul><li>Rich user interfaces (AJAX) eliminate desktop installation </li></ul><ul><li>User-created mashups </li></ul>
  17. 17. Economic Impacts <ul><li>Shift from (perceived or actual) high BPMS costs to lower-cost alternatives </li></ul><ul><li>RIA and lightweight development models lower development costs </li></ul><ul><li>Software as a service BPMS lowers capital costs </li></ul>
  18. 18. Barriers to Adoption of Enterprise 2.0 and BPM <ul><li>Perceived loss of management control over processes </li></ul><ul><li>Lack of understanding/trust in lightweight development models/tools </li></ul><ul><li>Risk of data loss or security breach with SaaS BPMS </li></ul>
  19. 19. The Future of BPM, Collaboration and Social Networking
  20. 20. The (Enterprise 2.0) Future is Already Here <ul><li>Many BPMS vendors incorporating some Enterprise 2.0 functionality </li></ul><ul><ul><li>RIA configurable user interfaces </li></ul></ul><ul><ul><li>Lightweight integration </li></ul></ul><ul><ul><li>RSS feeds </li></ul></ul><ul><ul><li>Design collaboration </li></ul></ul><ul><ul><li>Runtime collaboration </li></ul></ul><ul><ul><li>SaaS </li></ul></ul><ul><li>These are facilitating change in BPM </li></ul>
  21. 21. What To Expect In The Future <ul><li>User tagging of process instances, for later retrieval or to highlight unusual instances </li></ul><ul><li>IM and other synchronous communication integrated for real-time collaboration </li></ul><ul><li>Goal-oriented shift in process responsibility from management to knowledge workers </li></ul>
  22. 22. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com