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The Changing Natureof Work<br />From Structured to Unstructured<br />From Controlled to Social<br />Copyright Kemsley Desi...
What I Do<br />Copyright Kemsley Design Ltd., 2011<br />2<br />
Why I’m Here<br />Copyright Kemsley Design Ltd., 2011<br />3<br />
Agenda<br />The opposing camps of BPM<br />The spectrum and dimensions of work<br />Areas for study<br />4<br />Copyright ...
The Extremes Of Work<br />Copyright Kemsley Design Ltd., 2011<br />5<br />
Goals Of Work Types<br />Routine Work<br />Efficiency<br />Accuracy<br />Process improvement<br />Automation<br />“Classic...
Characterizing The Extremes<br />Routine Work<br />A priori process model<br />Controlled participation<br />Automatable, ...
The Structured/Unstructured Debate<br />Copyright Kemsley Design Ltd., 2011<br />8<br />
But It’s Not That Simple<br />Structured Work<br />Some process are that repeatable, especially automated processes<br />A...
A Spectrum Of Structure<br />Copyright Kemsley Design Ltd., 2011<br />10<br />
Dimensions Of Work<br />Structured to unstructured<br />Controlled to collaborative<br />Internal to externalparticipation...
Unsolved Problems:Modelling<br />Hybrid models<br />Structured and unstructured work<br />Harness for simple/complex unstr...
Unsolved Problems:Runtime User Interface<br />Business UI paradigm for dynamic process creation<br />Integration of rules ...
Unsolved Problems:Management<br />Visualization of unstructured work<br />Relative to business goals<br />Inclusion of rul...
Summary<br />Work can rangefrom structured and controlledto dynamic and collaborative,including everything in between.<br ...
Copyright Kemsley Design Ltd., 2011<br />16<br />With Thanks To My Collaborator (@phoebe_cat)<br />
Questions?<br />	Sandy Kemsley<br />	Kemsley Design Ltd.<br />email:	sandy@kemsleydesign.com<br />blog: 	www.column2.com<b...
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The Changing Nature of Work

My keynote presentation at the BPM 2011 conference in Clermont-Ferrand, France.

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The Changing Nature of Work

  1. 1. The Changing Natureof Work<br />From Structured to Unstructured<br />From Controlled to Social<br />Copyright Kemsley Design Ltd., 2011<br />1<br />
  2. 2. What I Do<br />Copyright Kemsley Design Ltd., 2011<br />2<br />
  3. 3. Why I’m Here<br />Copyright Kemsley Design Ltd., 2011<br />3<br />
  4. 4. Agenda<br />The opposing camps of BPM<br />The spectrum and dimensions of work<br />Areas for study<br />4<br />Copyright Kemsley Design Ltd., 2011<br />
  5. 5. The Extremes Of Work<br />Copyright Kemsley Design Ltd., 2011<br />5<br />
  6. 6. Goals Of Work Types<br />Routine Work<br />Efficiency<br />Accuracy<br />Process improvement<br />Automation<br />“Classic” BPM<br />Knowledge Work<br />Flexibility<br />Assist human knowledge work<br />Collect artifacts<br />Adaptive Case Management (ACM)<br />Copyright Kemsley Design Ltd., 2011<br />6<br />
  7. 7. Characterizing The Extremes<br />Routine Work<br />A priori process model<br />Controlled participation<br />Automatable, especially with service integration, rules and events<br />Knowledge Work<br />No a priori model<br />Collaboration on demand<br />Little automation, but guided by rules and events<br />Copyright Kemsley Design Ltd., 2011<br />7<br />
  8. 8. The Structured/Unstructured Debate<br />Copyright Kemsley Design Ltd., 2011<br />8<br />
  9. 9. But It’s Not That Simple<br />Structured Work<br />Some process are that repeatable, especially automated processes<br />Ad hoc process exceptions already exist, they’re just off the grid<br />Unstructured Work<br />Some processes have sufficient variability that modelling is inefficient<br />Instrumentation of unstructured processes provides value<br />Copyright Kemsley Design Ltd., 2011<br />9<br />
  10. 10. A Spectrum Of Structure<br />Copyright Kemsley Design Ltd., 2011<br />10<br />
  11. 11. Dimensions Of Work<br />Structured to unstructured<br />Controlled to collaborative<br />Internal to externalparticipation<br />Not strictly orthogonal<br />Copyright Kemsley Design Ltd., 2011<br />11<br />
  12. 12. Unsolved Problems:Modelling<br />Hybrid models<br />Structured and unstructured work<br />Harness for simple/complex unstructured work<br />Migrating from unstructured to structured<br />Process mining and discovery<br />Detect repeatable fragments<br />Migrating from structured to unstructured<br />Exception path analysis<br />Detect highly-variable process sections<br />Copyright Kemsley Design Ltd., 2011<br />12<br />
  13. 13. Unsolved Problems:Runtime User Interface<br />Business UI paradigm for dynamic process creation<br />Integration of rules and events<br />Suggestion/inclusion of process fragments<br />Business UI paradigm for collaboration<br />Within organization on controlled platform<br />External socialization on social media platforms<br />Guiding user interaction with rules<br />Copyright Kemsley Design Ltd., 2011<br />13<br />
  14. 14. Unsolved Problems:Management<br />Visualization of unstructured work<br />Relative to business goals<br />Inclusion of rules and events<br />Impact of organizational culture<br />Skills and responsibilities of business users<br />Roles changes for business and IT<br />Dynamism within a controlled environment<br />Governance of unstructured, collaborative and externally social processes<br />Copyright Kemsley Design Ltd., 2011<br />14<br />
  15. 15. Summary<br />Work can rangefrom structured and controlledto dynamic and collaborative,including everything in between.<br />Deal with it.<br />Copyright Kemsley Design Ltd., 2011<br />15<br />
  16. 16. Copyright Kemsley Design Ltd., 2011<br />16<br />With Thanks To My Collaborator (@phoebe_cat)<br />
  17. 17. Questions?<br /> Sandy Kemsley<br /> Kemsley Design Ltd.<br />email: sandy@kemsleydesign.com<br />blog: www.column2.com<br />twitter: @skemsley<br />17<br />Copyright Kemsley Design Ltd., 2011<br />

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