How to Get Started in Social Media for Art League City
Making Social BPM Mean Business
1. Making Social BPM
Mean Business
Using BPM, social tools and case
management to boost productivity
and worker empowerment
Sandy Kemsley l www.column2.com l @skemsley
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2. 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
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3. The Extremes Of Work
Routine Knowledge
Work Work
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4. Goals Of Work Types
Routine Work Knowledge Work
l Efficiency l Flexibility
l Accuracy l Assist human knowledge
l Process improvement work
l Automation l Collect artifacts
l “Classic” BPM l Adaptive Case
Management (ACM)
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5. Characterizing The Extremes
Routine Work Knowledge Work
l A priori process model l No a priori model
l Controlled participation l Collaboration on demand
l Automatable, especially l Little automation, but
with service integration, guided by rules and
rules and events events
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6. Dimensions Of Work
l Structured to unstructured
l Controlled to collaborative
l Internal to external
Structure
participation
Collaboration
External
Socialization
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7. Structure Spectrum
Structured 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
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8. Collaboration Spectrum
Predefined 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
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9. External Socialization Spectrum
Internal 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
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10. 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
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11. 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
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