BPM, Collaboration and Social Networking
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This document discusses the relationship between business process management (BPM), collaboration, and social networking. It defines BPM and describes how social software can be integrated into BPM for collaborative process modeling and execution. Drivers for combining BPM and social/enterprise 2.0 include changing user expectations, a need for greater collaboration and agility. The impacts include social, technological, and economic benefits, though barriers to adoption also exist. The future of BPM is expected to increasingly incorporate enterprise 2.0 functionality like rich interfaces, lightweight development, and runtime collaboration.
BPM, Collaboration and Social Networking
- 1. BPM, Collaboration and Social Networking Sandy Kemsley Kemsley Design Ltd. www.column2.com
- 2. Agenda Defining BPM and social software Collaboration within BPM Designing processes Executing processes Impacts of social software on BPM Barriers to adoption Future innovations and impacts
- 3. What is BPM? A management discipline for improving cross-functional business processes. The methods and technology tools used to manage and optimize business processes. Model Automate Monitor Optimize
- 4. What’s in a BPMS? Process modeler Repository Execution engine System integration (web services) Work-in-progress management Monitoring and analysis Simulation and optimization
- 5. What is Web 2.0? Consumer-facing social software Software as a service Harnesses collective intelligence through user-created content Lightweight development models permit mashups
- 6. Web 2.0 Examples Gmail: rich interface and constantly upgraded feature set Wikipedia: content contributed by many authors Google Maps: open API allows combining with many other web apps
- 7. What is Enterprise 2.0? Enterprise-facing social software Business purpose rather than purely social: Social interaction to strengthen weak ties within organization Social production to collaboratively produce content SaaS or on-premise
- 8. Enterprise 2.0 Examples Beehive, IBM’s internal social network for locating other IBM employees with similar work/research interests Intellipedia, US intelligence community’s collaboratively-created, cross-agency library of intelligence information
- 9. Collaboration, Social Networking and BPM
- 10. Drivers for BPM and Enterprise 2.0 Changing user expectations Trends towards greater collaboration Lack of agility in many current BPMS implementations
- 11. Collaborative process modeling Multiple people participate in discovery and modeling of processes Captures “tribal knowledge” Internal and external participants Technical and non-technical participants Example: Lombardi Blueprint, SAP NetWeaver BPM with Google Wave
- 12. Collaborative process execution User can “step outside” structured process + create ad hoc collaboration Audit trail and artifacts captured within BPMS audit log Eliminates uncontrolled (unaudited) email processes Examples: HandySoft, ActionBase
- 13. BPM and Social Networking External communities of practice Provide idea exchange, tools Augment or replace internal BPM center of excellence May be vendor specific/sponsored Examples: IBM BlueWorks, Appian Forum, Software AG AlignSpace Internal discussion forums and collaboration linked to specific process models or instances within BPMS Examples: Appian, Global 360
- 14. Impacts of Enterprise 2.0 and BPM
- 15. Social/Cultural Impacts Participatory culture for collaborative modeling Business must commit resources IT must allow business to participate Comfort level for collaborative execution Users must feel comfortable deviating from predefined structured process Management must allow sufficient autonomy
- 16. Technological Impacts Standardized RSS/Atom feeds for repurposing data and user-created dashboards IM/SMS/microblogging for process alerts Rich user interfaces (AJAX) eliminate desktop installation User-created mashups
- 17. Economic Impacts Shift from (perceived or actual) high BPMS costs to lower-cost alternatives RIA and lightweight development models lower development costs Software as a service BPMS lowers capital costs
- 18. Barriers to Adoption of Enterprise 2.0 and BPM Perceived loss of management control over processes Lack of understanding/trust in lightweight development models/tools Risk of data loss or security breach with SaaS BPMS
- 19. The Future of BPM, Collaboration and Social Networking
- 20. The (Enterprise 2.0) Future is Already Here Many BPMS vendors incorporating some Enterprise 2.0 functionality RIA configurable user interfaces Lightweight integration RSS feeds Design collaboration Runtime collaboration SaaS These are facilitating change in BPM
- 21. What To Expect In The Future User tagging of process instances, for later retrieval or to highlight unusual instances IM and other synchronous communication integrated for real-time collaboration Goal-oriented shift in process responsibility from management to knowledge workers
- 22. Questions? Sandy Kemsley Kemsley Design Ltd. www.column2.com