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Social BPM
 

Social BPM

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From a presentation that I gave at the IRM BPM conference in London, September 2010, and at the Business Rules Forum/Building Business Capabilities conference in DC, October 2010.

From a presentation that I gave at the IRM BPM conference in London, September 2010, and at the Business Rules Forum/Building Business Capabilities conference in DC, October 2010.

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Social BPM Social BPM Presentation Transcript

  • Social BPM
    1
    Copyright Kemsley Design Ltd., 2010
  • Agenda
    Defining BPM and social software
    BPM and Enterprise 2.0
    Collaborative process modeling
    Runtime process collaboration
    Online BPM communities
    Software as a service
    Impacts and future directions
    2
    Copyright Kemsley Design Ltd., 2010
  • 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
    Optimize
    Monitor
    3
    Copyright Kemsley Design Ltd., 2010
  • What Is Web 2.0?
    Consumer-facing social software
    Software as a service
    User-created content
    Lightweight development models for mashups
    Image copyright The Economist, 2010
    4
    Copyright Kemsley Design Ltd., 2010
  • Web 2.0 Examples
    Gmail: rich interface,constantly upgraded
    Wikipedia: content frommany authors
    Google Maps: open APIadds to other apps
    5
    Copyright Kemsley Design Ltd., 2010
  • What Is Enterprise 2.0?
    Enterprise-facing social software
    Business purpose, not purely social:
    Social interaction to strengthen weak ties
    Social production to collaboratively produce content
    SaaS or on-premise
    Internal or external
    6
    Copyright Kemsley Design Ltd., 2010
  • Enterprise 2.0 Examples
    Beehive, IBM’s internal social network
    Social interaction
    SAP’s external community networks
    Social production
    7
    Copyright Kemsley Design Ltd., 2010
  • Collaboration, Social Networking and BPM
    8
    Copyright Kemsley Design Ltd., 2010
  • Drivers For BPM And E2.0
    Changing user expectations
    Trends towards greater collaboration
    Lack of agility in many current BPMS implementations
    9
    Copyright Kemsley Design Ltd., 2010
  • Collaborative Process Modeling
    Multiple people participate in process discovery, modeling and documentation
    Captures “tribal knowledge”
    Internal and external participants
    Technical and non-technical participants
    10
    Copyright Kemsley Design Ltd., 2010
  • Collaborative Process Modeling: Examples
    IBM BPM [Lombardi] Blueprint
    SAP Gravity on StreamWork
    ARISalign
    11
    Copyright Kemsley Design Ltd., 2010
  • Runtime Process Collaboration With Dynamic BPM
    User can “step outside” structured process + create ad hoc collaboration
    Audit trail and artifacts captured within BPMS audit log
    Eliminates uncontrolled(unaudited) email processes
    12
    Copyright Kemsley Design Ltd., 2010
  • Runtime Process Collaboration: Examples
    HandySoft
    Fujitsu
    13
    Copyright Kemsley Design Ltd., 2010
  • Online BPM Communities
    External communities of practice
    Provide idea exchange, tools
    Augment or replace internal BPM center of excellence
    May be vendor specific/sponsored
    Internal center of excellence
    Discussion forums
    Collaboration linked to process models
    Collaboration linked to process instances
    14
    Copyright Kemsley Design Ltd., 2010
  • Online BPM Communities: Examples
    External communities of practice
    IBM BlueWorks
    Business Process Incubator
    Software AG ARISalign
    Internal center ofexcellence
    Appian
    Global 360
    Fujitsu
    15
    Copyright Kemsley Design Ltd., 2010
  • BPM Software As A Service
    Reduce capital costs
    Full capabilities of on-premise version
    Design and run from anywhere
    Key targets:
    Business process outsourcers
    Small and medium business
    Business-to-business processes
    Development and test systems
    16
    Copyright Kemsley Design Ltd., 2010
  • BPM Software As A Service: Examples
    Appian Anywhere
    Fujitsu InterstageBPM
    Cordys Process Factory
    Intalio|Cloud
    17
    Copyright Kemsley Design Ltd., 2010
  • Impacts of BPM andEnterprise 2.0
    18
    Copyright Kemsley Design Ltd., 2010
  • The Analysts Agree……Social BPM Has Arrived
    19
    Copyright Kemsley Design Ltd., 2010
  • 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
    20
    Copyright Kemsley Design Ltd., 2010
  • 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
    21
    Copyright Kemsley Design Ltd., 2010
  • Economic Impacts
    RIA and lightweight development models lower development costs
    Fast graphical development
    End-user composition
    Software as a service BPMS lowers capital costs
    Runtime collaboration lowers cost and latency of process modeling
    22
    Copyright Kemsley Design Ltd., 2010
  • Barriers To Adoption
    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
    23
    Copyright Kemsley Design Ltd., 2010
  • The (Enterprise 2.0) Future Is Already Here
    BPMS vendors incorporating Enterprise 2.0 functionality
    RIA configurable user interfaces
    Lightweight integration
    RSS/event feeds
    Design collaboration
    Runtime collaboration
    SaaS
    These are facilitating change in BPM
    24
    Copyright Kemsley Design Ltd., 2010
  • What To Expect In The Future
    User tagging of process instances
    Dynamic subprocess definition
    Integrated IM and other synchronous communication
    Goal-oriented shift of process responsibility from management to knowledge workers
    25
    Copyright Kemsley Design Ltd., 2010
  • Questions?
    Sandy Kemsley
    Kemsley Design Ltd.
    email: sandy@kemsleydesign.com
    blog: www.column2.com
    twitter: @skemsley
    26
    Copyright Kemsley Design Ltd., 2010