Making Social BPM Mean BusinessPresentation Transcript
Making Social BPM Mean Business Using BPM, social tools and case management to boost productivity and worker empowermentSandy Kemsley l www.column2.com l @skemsley Copyright Kemsley Design Ltd., 2011 1
Agenda l The changing nature of work l Dimensions of process: structured to unstructured, controlled to social, internal to external l Getting started with social processes Copyright Kemsley Design Ltd., 2011 2
The Extremes Of Work Routine Knowledge Work Work Copyright Kemsley Design Ltd., 2011 3
Goals Of Work TypesRoutine Work Knowledge Workl Efficiency l Flexibilityl Accuracy l Assist human knowledgel Process improvement workl Automation l Collect artifactsl “Classic” BPM l Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2011 4
Characterizing The ExtremesRoutine Work Knowledge Workl A priori process model l No a priori modell Controlled participation l Collaboration on demandl Automatable, especially l Little automation, but with service integration, guided by rules and rules and events events Copyright Kemsley Design Ltd., 2011 5
Dimensions Of Work l Structured to unstructured l Controlled to collaborative l Internal to external Structure participation Collaboration External Socialization Copyright Kemsley Design Ltd., 2011 6
Structure SpectrumStructured Structured with Unstructured with Unstructured• e.g., automated ad hoc pre-defined • e.g., investigations regulatory process exceptions fragments • e.g., financial back- • e.g., insurance office transactions claims Copyright Kemsley Design Ltd., 2011 7
Collaboration SpectrumPredefined participants Select from predefined Select any participants,• Each task in process set of participants or participant self- assigned to specific • e.g., send to colleague for selection roles/participants at design assistance • e.g., social production time or instantiation Copyright Kemsley Design Ltd., 2011 8
External Socialization SpectrumInternal only Expose status to Include external in• All tasks in process external process completed by internal • e.g., send milestone • e.g., route task to trading resources alerts to customer partner for completion Copyright Kemsley Design Ltd., 2011 9
Challenges l Hybrid models that include all work dimensions l Runtime UI for defining processes and adding participants l Management of unstructured and collaborative processes l Cultural shifts required by IT, business users and management Copyright Kemsley Design Ltd., 2011 10
Getting Started With Social l Enable inherently social tasks in existing processes l Add social tools (process platform or 3rd party) l Foster trust and empowerment in workers l Identify opportunities for additional collaboration l Move highly collaborative processes to social platforms Copyright Kemsley Design Ltd., 2011 11
Roy Mahase
