Making Social BPM Mean Business
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Sandy Kemsley l www.column2.com l @skemsley
Making Social BPM
Mean Business
Using BPM, social tools and case
management to boost productivity
and worker empowerment
Copyright Kemsley Design Ltd., 2011 1
Agenda
l The changing nature of work
l Dimensions of process: structured to
unstructured, controlled to social, internal
to external
l Getting started with social processes
2 Copyright Kemsley Design Ltd., 2011
The Extremes Of Work
Routine Work
Knowledge Work
Copyright Kemsley Design Ltd., 2011 3
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)
Copyright Kemsley Design Ltd., 2011 4
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
Copyright Kemsley Design Ltd., 2011 5
Dimensions Of Work
l Structured to unstructured
l Controlled to collaborative
l Internal to external
participation
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Collaboration
Structure
External
Socialization
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
Copyright Kemsley Design Ltd., 2011 7
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
Copyright Kemsley Design Ltd., 2011 8
External Socialization Spectrum
Internal only
• All tasks in process completed by internal resources
Expose status to external
• e.g., send milestone alerts to customer
Include external in process
• e.g., route task to trading partner for completion
Copyright Kemsley Design Ltd., 2011 9
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
Copyright Kemsley Design Ltd., 2011 10
Getting Started With Social
l Enable inherently social tasks in existing
processes l Add social tools (process platform or 3rd party)
l Foster trust and empowerment in workers
l Identify opportunities for additional
collaboration
l Move highly collaborative processes to
social platforms
Copyright Kemsley Design Ltd., 2011 11
Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley
12 Copyright Kemsley Design Ltd., 2011
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