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Making Social BPM
           Mean Business
    Using BPM, social tools and case
    management to boost productivity
     ...
Agenda
   l   The changing nature of work
   l   Dimensions of process: structured to
       unstructured, controlled to s...
The Extremes Of Work




      Routine                        Knowledge
       Work                            Work



   ...
Goals Of Work Types
Routine Work                             Knowledge Work
l Efficiency                             l Fle...
Characterizing The Extremes
Routine Work                                Knowledge Work
l A priori process model           ...
Dimensions Of Work
   l   Structured to unstructured
   l   Controlled to collaborative
   l   Internal to external
      ...
Structure Spectrum




Structured             Structured with                 Unstructured with   Unstructured
• e.g., aut...
Collaboration Spectrum




Predefined participants          Select from predefined                  Select any participant...
External Socialization Spectrum




Internal only             Expose status to                      Include external in
• ...
Challenges
   l   Hybrid models that include all work
       dimensions
   l   Runtime UI for defining processes and
     ...
Getting Started With Social
    l   Enable inherently social tasks in existing
        processes
        l   Add social to...
Sandy Kemsley
         Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley




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Making Social BPM Mean Business Slide 1 Making Social BPM Mean Business Slide 2 Making Social BPM Mean Business Slide 3 Making Social BPM Mean Business Slide 4 Making Social BPM Mean Business Slide 5 Making Social BPM Mean Business Slide 6 Making Social BPM Mean Business Slide 7 Making Social BPM Mean Business Slide 8 Making Social BPM Mean Business Slide 9 Making Social BPM Mean Business Slide 10 Making Social BPM Mean Business Slide 11 Making Social BPM Mean Business Slide 12
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Making Social BPM Mean Business

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From a webinar that I presented on December 6, 2011, sponsored by Pegasystems.

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Making Social BPM Mean Business

  1. 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 Copyright Kemsley Design Ltd., 2011 1
  2. 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 Copyright Kemsley Design Ltd., 2011 2
  3. 3. The Extremes Of Work Routine Knowledge Work Work Copyright Kemsley Design Ltd., 2011 3
  4. 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) Copyright Kemsley Design Ltd., 2011 4
  5. 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 Copyright Kemsley Design Ltd., 2011 5
  6. 6. 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
  7. 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 Copyright Kemsley Design Ltd., 2011 7
  8. 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 Copyright Kemsley Design Ltd., 2011 8
  9. 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 Copyright Kemsley Design Ltd., 2011 9
  10. 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 Copyright Kemsley Design Ltd., 2011 10
  11. 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 Copyright Kemsley Design Ltd., 2011 11
  12. 12. Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2011 12
  • jjyang

    Sep. 8, 2013
  • royster70

    Jun. 12, 2013
  • sendtoraju

    Apr. 21, 2012

From a webinar that I presented on December 6, 2011, sponsored by Pegasystems.

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