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.

Published in: Business

Social BPM

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