Upload
sandy-kemsley
View
5.002
Download
0
Embed Size (px)
DESCRIPTION
Presentation given at Business Rules Forum on October 3, 2009.
Citation preview
BPM, Collaboration and Social Networking
Sandy Kemsley
Kemsley Design Ltd.
www.column2.com
Agenda
Defining BPM and social software Collaboration within BPM
Designing processesExecuting processes
Impacts of social software on BPM Barriers to adoption Future innovations and impacts
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
What’s in a BPMS?
Process modeler Repository Execution engine System integration (web services) Work-in-progress management Monitoring and analysis Simulation and optimization
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
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
What is Enterprise 2.0?
Enterprise-facing social software Business purpose rather than purely
social:Social interaction to strengthen weak
ties within organizationSocial production to collaboratively
produce content SaaS or on-premise
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
Collaboration, Social Networking and BPM
Drivers for BPM and Enterprise 2.0
Changing user expectations Trends towards greater collaboration Lack of agility in many current BPMS
implementations
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
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
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
Impacts of Enterprise 2.0 and BPM
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
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
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
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
The Future of BPM, Collaboration and Social Networking
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
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
Questions?
Sandy Kemsley
Kemsley Design Ltd.
www.column2.com