BPM, Collaboration and Social Networking Sandy Kemsley Kemsley Design Ltd. www.column2.com

Agenda Defining BPM and social software Collaboration within BPM Designing processes Executing processes Impacts of social software on BPM Barriers to adoption Future innovations and impacts

Defining BPM and social software

Collaboration within BPM

Designing processes

Executing processes

Impacts of social software on BPM

Barriers to adoption

Future innovations and impacts

What is BPM? A management discipline for improving cross-functional business processes. The methods and technology tools used to manage and optimize business processes. Model Automate Monitor Optimize

A management discipline for improving cross-functional business processes.

The methods and technology tools used to manage and optimize business processes.

What’s in a BPMS? Process modeler Repository Execution engine System integration (web services) Work-in-progress management Monitoring and analysis Simulation and optimization

Process modeler

Repository

Execution engine

System integration (web services)

Work-in-progress management

Monitoring and analysis

Simulation and optimization

What is Web 2.0? Consumer-facing social software Software as a service Harnesses collective intelligence through user-created content Lightweight development models permit mashups

Consumer-facing social software

Software as a service

Harnesses collective intelligence through user-created content

Lightweight development models permit mashups

Web 2.0 Examples Gmail: rich interface and constantly upgraded feature set Wikipedia: content contributed by many authors Google Maps: open API allows combining with many other web apps

Gmail: rich interface and

constantly upgraded

feature set

Wikipedia: content

contributed by many authors

Google Maps: open API allows combining with many other web apps

What is Enterprise 2.0? Enterprise-facing social software Business purpose rather than purely social: Social interaction to strengthen weak ties within organization Social production to collaboratively produce content SaaS or on-premise

Enterprise-facing social software

Business purpose rather than purely social:

Social interaction to strengthen weak ties within organization

Social production to collaboratively produce content

SaaS or on-premise

Enterprise 2.0 Examples Beehive, IBM’s internal social network for locating other IBM employees with similar work/research interests Intellipedia, US intelligence community’s collaboratively-created, cross-agency library of intelligence information

Beehive, IBM’s internal social network for locating other IBM employees with similar work/research interests

Intellipedia, US intelligence community’s collaboratively-created, cross-agency library of intelligence information

Collaboration, Social Networking and BPM

Drivers for BPM and Enterprise 2.0 Changing user expectations Trends towards greater collaboration Lack of agility in many current BPMS implementations

Changing user expectations

Trends towards greater collaboration

Lack of agility in many current BPMS implementations

Collaborative process modeling Multiple people participate in discovery and modeling of processes Captures “tribal knowledge” Internal and external participants Technical and non-technical participants Example: Lombardi Blueprint, SAP NetWeaver BPM with Google Wave

Multiple people participate in discovery and modeling of processes

Captures “tribal knowledge”

Internal and external participants

Technical and non-technical participants

Example: Lombardi Blueprint, SAP NetWeaver BPM with Google Wave

Collaborative process execution User can “step outside” structured process + create ad hoc collaboration Audit trail and artifacts captured within BPMS audit log Eliminates uncontrolled (unaudited) email processes Examples: HandySoft, ActionBase

User can “step outside” structured process + create ad hoc collaboration

Audit trail and artifacts captured within BPMS audit log

Eliminates uncontrolled (unaudited) email processes

Examples: HandySoft, ActionBase

BPM and Social Networking External communities of practice Provide idea exchange, tools Augment or replace internal BPM center of excellence May be vendor specific/sponsored Examples: IBM BlueWorks, Appian Forum, Software AG AlignSpace Internal discussion forums and collaboration linked to specific process models or instances within BPMS Examples: Appian, Global 360

External communities of practice

Provide idea exchange, tools

Augment or replace internal BPM center of excellence

May be vendor specific/sponsored

Examples: IBM BlueWorks, Appian Forum, Software AG AlignSpace

Internal discussion forums and collaboration linked to specific process models or instances within BPMS

Examples: Appian, Global 360

Impacts of Enterprise 2.0 and BPM

Social/Cultural Impacts Participatory culture for collaborative modeling Business must commit resources IT must allow business to participate Comfort level for collaborative execution Users must feel comfortable deviating from predefined structured process Management must allow sufficient autonomy

Participatory culture for collaborative modeling

Business must commit resources

IT must allow business to participate

Comfort level for collaborative execution

Users must feel comfortable deviating from predefined structured process

Management must allow sufficient autonomy

Technological Impacts Standardized RSS/Atom feeds for repurposing data and user-created dashboards IM/SMS/microblogging for process alerts Rich user interfaces (AJAX) eliminate desktop installation User-created mashups

Standardized RSS/Atom feeds for repurposing data and user-created dashboards

IM/SMS/microblogging for process alerts

Rich user interfaces (AJAX) eliminate desktop installation

User-created mashups

Economic Impacts Shift from (perceived or actual) high BPMS costs to lower-cost alternatives RIA and lightweight development models lower development costs Software as a service BPMS lowers capital costs

Shift from (perceived or actual) high BPMS costs to lower-cost alternatives

RIA and lightweight development models lower development costs

Software as a service BPMS lowers capital costs

Barriers to Adoption of Enterprise 2.0 and BPM Perceived loss of management control over processes Lack of understanding/trust in lightweight development models/tools Risk of data loss or security breach with SaaS BPMS

Perceived loss of management control over processes

Lack of understanding/trust in lightweight development models/tools

Risk of data loss or security breach with SaaS BPMS

The Future of BPM, Collaboration and Social Networking

The (Enterprise 2.0) Future is Already Here Many BPMS vendors incorporating some Enterprise 2.0 functionality RIA configurable user interfaces Lightweight integration RSS feeds Design collaboration Runtime collaboration SaaS These are facilitating change in BPM

Many BPMS vendors incorporating some Enterprise 2.0 functionality

RIA configurable user interfaces

Lightweight integration

RSS feeds

Design collaboration

Runtime collaboration

SaaS

These are facilitating change in BPM

What To Expect In The Future User tagging of process instances, for later retrieval or to highlight unusual instances IM and other synchronous communication integrated for real-time collaboration Goal-oriented shift in process responsibility from management to knowledge workers

User tagging of process instances, for later retrieval or to highlight unusual instances

IM and other synchronous communication integrated for real-time collaboration

Goal-oriented shift in process responsibility from management to knowledge workers

Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com