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 soci...
The Extremes Of Work      Routine                        Knowledge       Work                            Work             ...
Goals Of Work TypesRoutine Work                             Knowledge Workl Efficiency                             l Flexi...
Characterizing The ExtremesRoutine Work                                Knowledge Workl A priori process model             ...
Dimensions Of Work   l   Structured to unstructured   l   Controlled to collaborative   l   Internal to external          ...
Structure SpectrumStructured             Structured with                 Unstructured with   Unstructured• e.g., automated...
Collaboration SpectrumPredefined participants          Select from predefined                  Select any participants,• E...
External Socialization SpectrumInternal only             Expose status to                      Include external in• All ta...
Challenges   l   Hybrid models that include all work       dimensions   l   Runtime UI for defining processes and       ad...
Getting Started With Social    l   Enable inherently social tasks in existing        processes        l   Add social tools...
Sandy Kemsley         Kemsley Design Ltd.email: sandy@kemsleydesign.comblog: www.column2.comtwitter: @skemsley            ...
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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 empowermentSandy 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 TypesRoutine Work Knowledge Workl Efficiency l Flexibilityl Accuracy l Assist human knowledgel Process improvement workl Automation l Collect artifactsl “Classic” BPM l Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2011 4
  5. 5. Characterizing The ExtremesRoutine Work Knowledge Workl A priori process model l No a priori modell Controlled participation l Collaboration on demandl 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 SpectrumStructured 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 SpectrumPredefined 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 SpectrumInternal 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.comblog: www.column2.comtwitter: @skemsley Copyright Kemsley Design Ltd., 2011 12

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