Perspectives and impact of social BPM - SMAU 2011

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This document discusses social BPM and its perspectives and impact. It motivates social BPM by addressing difficulties in capturing enterprise knowledge and rigid processes. It outlines levels of social BPM adoption and how social BPM impacts the BPM cycle through socialization, design, and enactment. Implementation scenarios are discussed regarding how much of the social platform to delegate versus implement internally. Current tools and technologies are reviewed along with a vision for social web and BPM integration. Challenges and advantages of social BPM are concluded.

Business Technology Education

Social BPM
perspectives and impact
Marco Brambilla
Politecnico di Milano
marco.brambilla@polimi.it
marcobrambi
marcobrambi

Agenda

• Motivation
• Adoption levels
• Impact on BPM cycle
• Power to people!
• Implementation scenarios
• Tools and market
• Vision
• Conclusion

Social BPM: motivation
• Modernization of processes and systems
• Capture the enterprise know-how

• Difficulty in eliciting the requirements
• Rigidity of the processes
• Turnover of human resources
– What goes lost

4

Social BPM: objectives
• Social for BP improvement
– Stream analysis
– Feedback collection
– Weak ties and informal interactions registration

• Social BP implementation
– Responsibility assignment
– Expertise search
– Escalation
– Task execution
– Unstructured processes

• Enablement of new scenarios
– Integration with CRM and interaction with final customers
5

Practical objectives

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

Impact on the BPM cycle

Social BPM
notation Socialization
design
Design patterns
Socialization
goals
Optimize Model

Model
transformation
Monitor Deploy
Participatory &
social enactment Social BPM
Execute architecture

Implementation: where & how
• How much to delegate to the social platform
• How much to implement within the enterprise

– Community
– Business Logic
– User Interface

State of the solutions
• No existing tool enabling full-fledged Social
BPM potentials
• Technology
– Enabler but not enough
• Methods
– Partial coverage of Social BPM
– ACM (Adaptive Case Management)
– ...

Technology for social features
• Enterprise microblogging and others
– Tibco Tibbr, Microsoft OfficeTalk, Salesforce
Chatter
• Personal processes, collaborative
development, community-based work
– IBM Blueworks Live, ArisAlignspace, Appian, ...
• Crowdsourcing
– Amazon Mechanical Turk

14

Challenges
• Skepticism
• Enterprise attitude

• Loosing control

Advantages
• Flexibility
• Involvement
• Participation
• Improvement

Thanks.
Questions?

www.modeldrivenstar.com
www.bpm4people.org
Social BPM Handbook
marco.brambilla@polimi.it
marcobrambi
marcobrambi

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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1. Social BPM perspectives and impact Marco Brambilla Politecnico di Milano marco.brambilla@polimi.it marcobrambi marcobrambi

2. Agenda • Motivation • Adoption levels • Impact on BPM cycle • Power to people! • Implementation scenarios • Tools and market • Vision • Conclusion

3. Motivation Objectives

4. Social BPM: motivation • Modernization of processes and systems • Capture the enterprise know-how • Difficulty in eliciting the requirements • Rigidity of the processes • Turnover of human resources – What goes lost 4

5. Social BPM: objectives • Social for BP improvement – Stream analysis – Feedback collection – Weak ties and informal interactions registration • Social BP implementation – Responsibility assignment – Expertise search – Escalation – Task execution – Unstructured processes • Enablement of new scenarios – Integration with CRM and interaction with final customers 5

6. Solutions Dimensions

7. Social BPM: levels 7

8. Practical objectives 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

9. Impact on the BPM cycle Social BPM notation Socialization design Design patterns Socialization goals Optimize Model Model transformation Monitor Deploy Participatory & social enactment Social BPM Execute architecture

10. Power to people! (How much?)

11. Implementation: where & how • How much to delegate to the social platform • How much to implement within the enterprise – Community – Business Logic – User Interface

12. Technologies e Methods Current state

13. State of the solutions • No existing tool enabling full-fledged Social BPM potentials • Technology – Enabler but not enough • Methods – Partial coverage of Social BPM – ACM (Adaptive Case Management) – ...

14. Technology for social features • Enterprise microblogging and others – Tibco Tibbr, Microsoft OfficeTalk, Salesforce Chatter • Personal processes, collaborative development, community-based work – IBM Blueworks Live, ArisAlignspace, Appian, ... • Crowdsourcing – Amazon Mechanical Turk 14

15. Our vision BPM4People

16. Social Web + BPM • Oggi

17. Social Web + BPM

18. Conclusion Challenges and advantages

19. Challenges • Skepticism • Enterprise attitude • Loosing control

20. Advantages • Flexibility • Involvement • Participation • Improvement

21. Thanks. Questions? www.modeldrivenstar.com www.bpm4people.org Social BPM Handbook marco.brambilla@polimi.it marcobrambi marcobrambi