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Social BPM - Combining social Web and BPM for improving enterprise performance


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Social BPM fuses BPM practices with social networking applications, with the aim of enhancing the enterprise performance by means of a controlled participation of external stakeholders to process design and enactment. The purpose of this participation is the exploitation of the operational value of the company, hidden within the personal behaviours and relations. In the presentation we address three main points:

- The motivation and requirements associated with Social BPM
- The concrete objectives that organizations can earn in terms of efficiency improvement, including: exploitation of weak ties and implicit knowledge; increase of transparency in process execution; user participation and engagement; distribution of decision and activity execution; feedback collection; and knowledge sharing
- The status of the Social BPM offer and the coverage of the above objectives

For each objective, pros and cons of the various solutions are discussed and concrete examples are used for describing the problem. Practical and innovative techniques are introduced too (e.g., crowdsearching, gamification, social network analysis, extended BP modeling notations, agile cycles for process improvement).

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Social BPM - Combining social Web and BPM for improving enterprise performance

  1. 1. Social BPMCombining Social Web and BPM for ImprovingEnterprise Performance Emanuele Molteni, WebRatio Marco Brambilla, WebRatio and Politecnico di Milano BPM Europe 2012, London - June 19th, 2012
  2. 2. Social BPM: The ideaIntegrating social network tools and practiceswith BPM for improving effectivenessand efficiency of business processes Social for BP design and improvement  Integration of social networks in BPM-based interfaces  Collecting feedback  Analysing streams Social for BP participation and implementation  Integration of social networks in BPM-based interfaces  Some tasks implemented through social interaction instead of traditional applications – Social assignment of responsibility – Escalation – Task execution – Destructured processes (vs. email)
  3. 3. Socialization goals Weak Ties / Tacit Knowledge – eg. team formation Knowledge sharing – eg. self-served tech support Social Feedback – eg. quality monitoring Transparency – eg. PA, government Participation – eg. participatory budget Activity distribution – eg. crowd-sourced tasks Decision distribution – eg. social CRM
  4. 4. Social networks and toolsIt’s not just about Twitterand Facebook Tens of categories Hundreds of solutions Different purposes Source:
  5. 5. Power to people! (How much?) Internal user: enterprise user formally enrolled in the business processes External users: enterprise, thirdy-party or final users whose social interactions are exploited within some business activities Empowere Enterprise Enterprise No social d Enterprise Democracy Only social View (internal users can (internal users (internal users have (all users interact on (all users interact in access the enterprise interact on the partial visibility ot the social platform, no the Enterprise platform with enterprise platform access to the access to the social platform, no social advanced interaction with the same contents on the contents from the content or action) options with the interaction options social platform enterprise UI) external ones, who of the external ones through the access the social that interact with the enterprise UI) platform) social platform)Completely Completely basedindipendent from on social inputsocial input
  6. 6. Implementation: where & how The questions are:  How much to delegate to the social platform?  How much to implement within the enterprise? Community Business Logic User Interface Social Enterprise
  7. 7. Impact on the BPM cycle Social BPM notation Socialization design Design patterns Socialization goals Optimize Model Deploy Model Monitor transformation Participatory & social enactment Execute Social BPM architecture
  8. 8. Social BPM design patternsAs in the tradition of BPM design patterns, they capturereusable solutions to recurrent socializationrequirements: Dynamic enrollment Poll People / Skill search Social content publication Social sourcing (vs. crowdsourcing) Progress notification Ranking and commenting
  9. 9. Design patterns and goals Socialization goals can be used as drivers for the selection of the social BPM design patterns that are more relevant to a process socialization effort Weak Ties Activity Decision Social / Tacit Transparenc Participatio Knowledg distributio distributio Feedbac Knowledg y n e sharing n n k eDynamic XenrollmentPoll X XPeople / Skill X X XsearchSocial content X XpublicationSocial sourcing XProgress XnotificationRanking and X X X Xcommenting
  10. 10. Social ExtensionsFour main extensions to “orthodox” BPM thinking Social Monitoring, addressing capturing of the social events within the enterprise platform Social Behavior, describing the possible social interaction activities Social Content, specifying information which is shared or produced in a social way Social Access, describing the social platform properties, including the access management options
  11. 11. Social BPMN extensions: Social Lane Role type Description IconInternal performer Directly affects case and activity progressInternal observer May produce event and artifacts that indirectly affect case and activity progressExternal observer Can be informed and partecipate through social network platform
  12. 12. Social BPMN extensions: Social tasks Task Type Icon Publish Invite + Invite Comment Comment Vote Vote Rank Rank
  13. 13. Publish and Invite tasks – different scopes Audience scope Visual description IconBroadcast The task type icon with a thick arrow pointing to the social network audience Invite to vote on the pollMulticast The task type icon with 3 small arrows pointing to the social network audience Invite to vote on the pollUnicast The task type icon with a one single arrow pointing to the social network audience Invite to vote on the poll
  14. 14. A simple example Social generation of metrics for quality assessment of government offices (PA sector) Public Metrics Local government office Supervisor Calculate Identify Collect and Evaluate weighted public review votes and all metrics evaluation Publish metrics Publish metrics comments result evaluation to citizens resultSocial Network Citizens Vote on public metrics Comment
  15. 15. Example with patterns: Build a team
  16. 16. A Method for Social BPM based on MDD Model-driven approach to Process and software application models. Social aspects are considered at the various levels and transformed to running code.Social Process Model Social Application Model Vote InviteIt is used to define: It is used to define:•Social actors (e.g., Community Pools) •Exchange of user profiles from/to SN•Social Activities (twittering, voting, following..) •Social data (e.g., shared content)•Social events •Interface and components for social tasks (e.g., twittering, voting, tagging, following)Based on BPMN social design patterns Based on WebML social components
  17. 17. Techniques for (larger) social enterprise Crowdsourcing Game with a purpose / gamification Datamining
  18. 18. Crowdsourcing example: knowledge retrieval From individual information extraction (even upon enterprise knowledge base) to friends, colleagues and experts feedback Enterprise vs. general purpose Emphasis on social or expertise relations more than anonymous crowds Initial query Exploration Exploratory step Human Information Knowledge Search collection Search Harvesting System (individual) System (social) Exploration step System API Social API Database / Crowd / IR index Community
  19. 19. Example
  20. 20. Multi-platform deployment Multiple social platform deployment Advantages of model-driven development Task Generated query template request or knowledge harvesting Embedded External Standalone application application application API Social/ Crowd platform Native Embedding behaviours Community / Crowd
  21. 21. Crowdsourcing task management problems Task splitting: the collection is too complex relative to the cognitive capabilities of users. Task structuring: the task is too complex or too critical to be executed in one shot. Task routing: a task can be distributed according to the values of some attribute of the collection. User interaction: search tasks may imply complex UI design Again, easier to be addressed through a model-driven approach
  22. 22. Efficient development of crowdsourcingApply model-driven techniques to Social and Search: MacroTask Description (BPMN) M2M Transformation MicroTask Description (BPMN) M2M Transformation User Interaction Model (WebML+ER) M2T Transformations Stand-alone Application embedded application in social network
  23. 23. GamificationThe process of game-thinking and game mechanics toengage users and solve problems Turning user and employee experience into a game (including reward for achievements) can produce behavior change Typical structures: input agreement, output agreement, inversion problem. Symmetric or asymmetric participation
  24. 24. GamificationThe process of game-thinking and game mechanics to engage users and solveproblems Turning user and employee experience into a game (including reward for achievements) can produce behavior change Typical structures: input agreement, output agreement, inversion problem. Symmetric or asymmetric participation
  25. 25. Lessons learned
  26. 26. Advantages Faster response to customer perceptions (especially when not explicitly shared with the company) Flexibility in assigning tasks and executing models Involvement/ participation: GWAP techniques work also in enterprise Indirect long-term advantages for enterprise (e.g., knowledge base and sharing) Direct advantage on the resources
  27. 27. Challenges Skepticism Enterprise attitude Risk of loosing control Perception of non-strategical role, not connected to personal results Tendency of crowdsourcing 
  28. 28. Thank you!Contact us: emanuelemolteni marcobrambi emanuelemolteni marcobrambi