making social bpm mean business - bpm 2012, tallinn

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

Copyright Kemsley Design Ltd., 2012 2

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

3 Copyright Kemsley Design Ltd., 2012

How Social Changes

Everything


Consumer Tools Set Expectations

l Consumption

l Participation

l Creation

l User experience

l Access anywhere


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


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


A History Of Social BPM


Copyright Kemsley Design Ltd., 2012

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


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


E2.0 For Social Interaction

l SocialBlue (Beehive), IBM’s internal social

network


E2.0 For Social Production

l BTpedia, British Telecom’s internal wiki


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


The Extremes Of Work

Routine Work

Knowledge Work


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)


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


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


Dimensions Of Work

l Structured to unstructured

l Controlled to collaborative

l Internal to external

participation


Collaboration

Structure

External

Socialization

Collaboration Spectrum


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


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


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


Social BPMS Capabilities


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


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



28


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


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


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


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


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


BPM In The Cloud

38

Social Task Management

l Collaborative task creation and

management

l End-user driven

l Lightweight functionality

l Cloud-based


Social Task Management

40

Social BPM Benefits And

Impacts


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)


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


Social BPM Evolution

47

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


Need For A Social Modeling

Notation


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


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


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


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


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


Organizational Barriers To

Adoption


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


Efficiency Before Service

l KPIs target efficiency rather than service

levels

l Internal automated processes

l No links/exposure to customers


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


Privacy/Security Concerns

l Information hidden by default, creating

“information fiefdoms”

l Limited online customer access or

collaboration

l Misunderstanding of regulations/laws


Getting Started With Social

BPM


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


Let Workers Do The Right Thing

l Dynamic/adaptive processes

l Collaboration within and outside

organization

l Publish/subscribe activity streams


Identify And Enable Inherently

Social Processes

l Find the sources of “email collaboration”

l Enable social features if available, or

provide social platform


Monitor Events, Not Outcomes

l Activity streams to track process progress

l Predictive analytics for proactive problem

detection

l Event updates available to customers


Sandy Kemsley

Kemsley Design Ltd.

email: [email protected]

blog: www.column2.com

twitter: @skemsley


making social bpm mean business - bpm 2012, tallinn

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social bpm mean business

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