making social bpm mean business - bpm 2012, tallinn
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Sandy Kemsley l www.column2.com l @skemsley
Making Social BPM
Mean Business
How social tools can change how
you run your business
BPM 2012, Tallinn Estonia
Slides at www.slideshare.net/skemsley
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Agenda
l Part 1: History and technology
l How social changes everything
l What is social BPM?
l Social BPMS features
l Part 2: Social BPM in business
l Benefits and impacts
l Organizational barriers
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How Social Changes
Everything
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Consumer Tools Set Expectations
l Consumption
l Participation
l Creation
l User experience
l Access anywhere
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Bring Your Own Device (BYOD)
l Customers and employees want to choose:
l Computer
l Browser
l Smartphone
l Tablet
l App
l API border is the new security perimeter
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Linking External Social Presence
To Core Business Processes
l Changes the customer relationship
l Extends the ends of the process
l Increases external collaboration
l Forces operational transparency
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A History Of Social BPM
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What Is Web 2.0?
l Consumer-facing
social software
l Software as a
service
l User-created
content
l Lightweight
development
models for
mashups
Source: www.theconversationprism.com
9
Web 2.0 Examples
l Gmail: rich interface,
constantly upgraded
l Wikipedia: content from
many authors
l Google Maps: open API
adds to other apps
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What Is Enterprise 2.0?
l Also known as enterprise social software
l Business purpose, not purely social:
l Social interaction to strengthen weak ties
l Social production to collaboratively produce
content
l SaaS or on-premise
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E2.0 For Social Interaction
l SocialBlue (Beehive), IBM’s internal social
network
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E2.0 For Social Production
l BTpedia, British Telecom’s internal wiki
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Drivers For Social BPM
l Changing user expectations
l Working style
l Access to information
l Collaboration
l Benefits of distributed co-creation
l Involvement at all levels of value chain
l Models more accurately capture process
l Greater agility for BPMS implementation
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The Extremes Of Work
Routine Work
Knowledge Work
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Goals Of Work Types
Routine Work
l Efficiency
l Accuracy
l Process improvement
l Automation
l “Classic” BPM
Knowledge Work
l Flexibility
l Assist human knowledge
work
l Collect artifacts
l Adaptive Case
Management (ACM)
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Characterizing The Extremes
Routine Work
l A priori process model
l Controlled participation
l Automatable, especially
with service integration,
rules and events
Knowledge Work
l No a priori model
l Collaboration on demand
l Little automation, but
guided by rules and
events
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Structure Spectrum
Structured
• e.g., automated regulatory process
Structured with ad hoc exceptions
• e.g., financial back-office transactions
Unstructured with pre-defined fragments
• e.g., insurance claims
Unstructured
• e.g., investigations
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Dimensions Of Work
l Structured to unstructured
l Controlled to collaborative
l Internal to external
participation
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Collaboration
Structure
External
Socialization
Collaboration Spectrum
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Predefined participants
• Each task in process assigned to specific roles/participants at design time or instantiation
Select from predefined set of participants
• e.g., send to colleague for assistance
Select any participants, or participant self-selection
• e.g., social production
External Socialization Spectrum
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Internal only
• All tasks in process completed by internal resources
Expose status to external parties
• e.g., send milestone alerts to customer
Include external workers in process
• e.g., route task to trading partner for completion
Timeline Of Social BPMS
Term “Web 2.0” popularized
2005 Term “Enterprise 2.0” coined
Rich browser interfaces in BPMS
2006 Process feeds
SaaS collaborative process discovery
2007 1st academic workshop on social BPM
Mashups in BPMS
2008
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Timeline Of Social BPMS
BPM public communities/ marketplaces
Academic paper on BPM and Twitter
2009 Process activity streams
Event-driven processes
IM and presence integration
2010 “Social BPM” book published
Process tagging
2011 Social presence links to core processes
Mobile BPM interfaces become mainstream
2012
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Social BPMS Capabilities
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Social And Enterprise
Applications
25 NEW
Social As A Feature, Not An
Application
l Changes the internal user capabilities
l Flexibility
l Visibility
l Participation
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Collaborative Process Modeling
l Multiple people participate in process discovery, modeling and documentation
l Internal and external participants
l Technical and non-technical participants
l Preserves institutional memory
l Facilitates cross-silo collaboration and innovation
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Collaborative Process Modeling
28
Collaborative Process Modeling
29
Dynamic Process Runtime
l User can add participants from own
network or recommended expert
l Non-participant can opt-in to process
l Audit trail captured within BPMS
l Eliminates uncontrolled email
processes
l Captures patterns for
process improvement
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Dynamic Process Runtime
31
Process Event Streams
l Timeline of activity for social monitoring
l Process models during creation
l Process instances during execution
l Publish/subscribe model to “watch” certain
processes or event types
l Direct link to underlying process model or
instance for unsolicited participation
l Usually mobile-enabled
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Process Event Streams
33
Additional Social BPM Features
l Presence
l Instant messaging
l Expert recommendations
l Instance comments and tagging
l Social sentiment
l Best practices wiki
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Online BPM Communities
l Provide idea exchange, tools, samples
l Internal center of excellence
l Private discussion forums/collaboration
l Process model/instance activity stream
l Internal experts
l External communities of practice
l Augment internal BPM center of excellence
l May be vendor specific/sponsored
l BPM marketplace
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Online BPM Communities
36
BPM In The Cloud
l Reduce capital costs
l Full capabilities of on-premise version
l Design and run from anywhere
l Key targets:
l Business process outsourcers
l Small and medium business
l Business-to-business processes
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BPM In The Cloud
38
Social Task Management
l Collaborative task creation and
management
l End-user driven
l Lightweight functionality
l Cloud-based
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Social Task Management
40
Social BPM Benefits And
Impacts
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42
43
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Social BPM Business Benefits
l Weak ties/tacit knowledge exploitation
l Knowledge sharing
l Social feedback
l Transparency
l Participation
l Activity and decision distribution (crowd-
sourcing)
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Source: Brambilla et al, “A Notation for Social BPM”
Social BPM Economic Benefits
l RIA and lightweight development models
lower development costs and TCO
l Fast graphical development
l End-user composition
l No desktop installation
l Software as a service lowers capital costs
l Runtime collaboration lowers cost and
latency of process modeling
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Social BPM Evolution
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Source: Infosys Research
Social BPM 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
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Need For A Social Modeling
Notation
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Source: www.bpm4people.org
Social Creates Big Data
l Changes business analytics and
decisioning
l Monitor and respond to events, not just
outcomes
l Sentiment analysis
l Next best action
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Cultural Shifts For Social BPM
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Participatory Culture
l Time and resources explicitly allocated
l For collaboration
l For co-creation
l All stakeholders expected to participate
l Appropriate tools provided
l Input considered regardless of level and
technical skills of participant
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Transparency And Openness
l Allow internal users to see all information
l Set open as default, override for specific
exceptions
l Allow access to external stakeholders
l Customers, business partners should see their
own information
l Enables easier knowledge dissemination
l Provides context for problem-solving and
collaboration
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Management Style Of Trust
l Allow workers to deviate from pre-defined
workflow when appropriate
l Management must allow sufficient autonomy
l Workers must feel comfortable
creating/modifying processes
l Allow workers to collaborate with resources
of their choice
l Assign work or ask assistance
l Internal and external
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Rewards And Incentives
l Set expectations for participation
l Reward for collaboration and process
improvement
l Reward for customer service over
efficiency
l Reward teamwork over individual effort
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Organizational Barriers To
Adoption
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Rigidly-Defined Workflows
l Systems enforce flows, even when
inappropriate
l Participants pre-assigned based on
corporate hierarchy
l Changes difficult and time-consuming
l Email work-arounds common
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Efficiency Before Service
l KPIs target efficiency rather than service
levels
l Internal automated processes
l No links/exposure to customers
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Authoritarian Management Style
l Authorization required for deviation from
pre-defined procedure
l Users not empowered to “do the right
thing”
l Users stuck in comfort zone
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Privacy/Security Concerns
l Information hidden by default, creating
“information fiefdoms”
l Limited online customer access or
collaboration
l Misunderstanding of regulations/laws
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Getting Started With Social
BPM
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The Customer Is Part Of
The Process
l Think “outside the firewall” when modelling
processes
l Link external social presence to core
business processes
l Support mobile and other non-corporate
platforms
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Let Workers Do The Right Thing
l Dynamic/adaptive processes
l Collaboration within and outside
organization
l Publish/subscribe activity streams
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Identify And Enable Inherently
Social Processes
l Find the sources of “email collaboration”
l Enable social features if available, or
provide social platform
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Monitor Events, Not Outcomes
l Activity streams to track process progress
l Predictive analytics for proactive problem
detection
l Event updates available to customers
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Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley
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