The document discusses the changing nature of work from structured and controlled to unstructured and social. It notes the extremes of routine work, which aims for efficiency, and knowledge work, which values flexibility. However, most work falls on a spectrum between the extremes. The document outlines challenges around modeling, user interfaces, and management for different types of work and calls for approaches that can handle the full range from structured to dynamic and collaborative work.

1. The Changing Natureof Work From Structured to Unstructured From Controlled to Social Copyright Kemsley Design Ltd., 2011 1

2. What I Do Copyright Kemsley Design Ltd., 2011 2

3. Why I’m Here Copyright Kemsley Design Ltd., 2011 3

4. Agenda The opposing camps of BPM The spectrum and dimensions of work Areas for study 4 Copyright Kemsley Design Ltd., 2011

5. The Extremes Of Work Copyright Kemsley Design Ltd., 2011 5

6. Goals Of Work Types Routine Work Efficiency Accuracy Process improvement Automation “Classic” BPM Knowledge Work Flexibility Assist human knowledge work Collect artifacts Adaptive Case Management (ACM) Copyright Kemsley Design Ltd., 2011 6

7. Characterizing The Extremes Routine Work A priori process model Controlled participation Automatable, especially with service integration, rules and events Knowledge Work No a priori model Collaboration on demand Little automation, but guided by rules and events Copyright Kemsley Design Ltd., 2011 7

8. The Structured/Unstructured Debate Copyright Kemsley Design Ltd., 2011 8

9. But It’s Not That Simple Structured Work Some process are that repeatable, especially automated processes Ad hoc process exceptions already exist, they’re just off the grid Unstructured Work Some processes have sufficient variability that modelling is inefficient Instrumentation of unstructured processes provides value Copyright Kemsley Design Ltd., 2011 9

10. A Spectrum Of Structure Copyright Kemsley Design Ltd., 2011 10

11. Dimensions Of Work Structured to unstructured Controlled to collaborative Internal to externalparticipation Not strictly orthogonal Copyright Kemsley Design Ltd., 2011 11

12. Unsolved Problems:Modelling Hybrid models Structured and unstructured work Harness for simple/complex unstructured work Migrating from unstructured to structured Process mining and discovery Detect repeatable fragments Migrating from structured to unstructured Exception path analysis Detect highly-variable process sections Copyright Kemsley Design Ltd., 2011 12

13. Unsolved Problems:Runtime User Interface Business UI paradigm for dynamic process creation Integration of rules and events Suggestion/inclusion of process fragments Business UI paradigm for collaboration Within organization on controlled platform External socialization on social media platforms Guiding user interaction with rules Copyright Kemsley Design Ltd., 2011 13

14. Unsolved Problems:Management Visualization of unstructured work Relative to business goals Inclusion of rules and events Impact of organizational culture Skills and responsibilities of business users Roles changes for business and IT Dynamism within a controlled environment Governance of unstructured, collaborative and externally social processes Copyright Kemsley Design Ltd., 2011 14

15. Summary Work can rangefrom structured and controlledto dynamic and collaborative,including everything in between. Deal with it. Copyright Kemsley Design Ltd., 2011 15

16. Copyright Kemsley Design Ltd., 2011 16 With Thanks To My Collaborator (@phoebe_cat)

17. Questions? Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley 17 Copyright Kemsley Design Ltd., 2011