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

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

Published in: Technology, Business
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  • I wonder if you have ever read anything on the nature of work and process modeling from Fernando Flores. His claims are that the nature of work is always social and collaborative and has used a linguistic/conversational model to visualize workflows since the late 80s/early 90s.

    The software developed by his Action Technologies has been using this model to automate the very processes you state are unsolved problems. Since the model is based in linguistics, it incorporates cultural considerations and deals with the external processes too.

    I think it is worth your investigation.

    Jim
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  • Sandy -- I'd be delighted if you incorporate the ideas, please feel free! Please continue to post notes on your new slides to Twitter.
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  • Greg, great idea on the collaboration spectrum -- with your permission, I may incorporate some of those ideas into later versions of this presentation.
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  • great, congratulations
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  • Sandy -- Very good presentation and analysis! I particularly like Slide 10 A Spectrum of Structure and the analysis that follows from that.

    The slide shows a spectrum for your ’structure’ axis (I also like the three axis diagram).

    I believe a similar spectrum for your ’collaboration’ axis would work well. It might range from ’strictly determined workflow (sequential decisions/actions bound to individuals or roles) through ’coordination of actions’ (e.g. tasks), and ’consensus’ (e.g. collaboration which recognizes or requires an end state or action), ’analysis / opinion’ (no end state or action expected).
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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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