HIM and New Way of Working

Human Interaction Management &

New World of Working

Pascal RavesteynUniversiteit Utrecht – [email protected]

Outline

• Introduction to the Problem

• New Way of Working

• Different Theories / Approaches– Socio-technical– Human Performance Technology– Speech Acts– DEMO– Role Activity Diagrams– HIM / HumanEdj– Collaboration– Gaming

BPM project - Sales process diagram, normalized view

3

Applying BPM technology - Workflow management

A4Exceptions…

Process engine - Orchestration

BusinessActivity

MonitoringTrx

Klant

Trx Trx Trx TrxA1 A2 A3 A5D1

Rules

BPM project – Workflow process model for Sales

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A possible typology of processes

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Processpredictability

Highlypredictable

(Design time context defines possibleProcess paths)

Somewhat predictable

Unpredictable(Dynamic

Context drivesProcess)

CollaborativeintensityNo people

Involved duringruntime

1 person at the time,Serial coordination

Multiple persons - Highly concurrent

collaborative

StraightThrough

Processing E-Forms

Workflowmanagement

Casemanagement

HumanInteractionManagement

CollaborativeBPM

HumanCentric

Processes

Note: processes will often have fragments that fall in different areasFor instance: simple process with complex exception

Source: Loggen, 2008

Examples

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HUMAN CENTRIC PROCESSES:Knowledge intensiveAdhoc, adaptive, dynamicCollaboration intensiveHuman interactions

Complex B2BSolution Selling

(Agile, Iterative)Software Development

Complex Medical Case Police investigation orLegal trial

Organizing a Scientific Conference

But please…CompliantTransparentAligned with strategyProductive, efficient

Product development

Relevance: McKinsey and Drucker

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“The most important, and indeed the truly unique contribution of management in the 20th century was the 50-fold increase in the productivity

of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the

productivity of knowledge work and the knowledge worker”Peter Drucker

The issue…..

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Highlypredictable









collaborative

StraightThrough

Processing E-Forms

Workflowmanagement

Casemanagement

HumanInteractionManagement

CollaborativeBPM

HumanCentric

Processes

Note: processes will often have fragments that fall in different areasFor instance: simple process with complex exception

Today’s reality:Emails…Spreadsheets…Documents…Actionlists…Phonecalls…Meetings…

Information overload

Today’s reality:Emails…Spreadsheets…Documents…Actionlists…Phonecalls…Meetings…

Information overload



Relevance: Key questions

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How often do you receive email? Scroll through it?How often do you get CC-ed?

Do you use email as coordination tool?

How quickly do you understand context, status, role and required action?How often do you need to (re)assess it? How much effort does it take?

How much time versus time spend on the value added activities?

How often do you fit in a (simple) design-time flowchart? How often are you involved in human centric processes?

How much time (%) compared to more predictable processes?

Key question: Is there a way to make collaborating knowledge workers more productive?

We need to approach this area with other concepts

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Highlypredictable









collaborative

•Parallel and adhoc•Collaborative•Run-time, on the fly•Adaptive, responsive•Knowledge worker•Interactions•Choreography & •“Jamming”

•Serial•Independent•Design-time•Prescriptive•Infoworker•Transactions•Orchestration



New Way of Working (NWoW)

Behoefte in de Praktijk

• Survey MKB Servicedesk en Hogeschool Utrecht (2010):– 27% ondernemingen ervaart information overload– 73% ervaart te weinig kennisdeling– 87% is onnodig veel tijd aan reizen en files kwijt

– 40% ervaart ruimtegebrek op kantoor– 33% is onnodig veel tijd met opzoeken van informatie kwijt

• Vergelijkbare cijfers via Telewerkforum, Taskforce Mobiliteitsmanagement, MKB-Nederland, …

Het Nieuwe Werken – Principes

• Tijd- en plaatsonafhankelijk werken

• Kantoor als ontmoetingsplek• Verschillende werkplek functies• Sturen op resultaat• Vrije toegang tot kennis, informatie en personen

• Flexibele arbeidsvoorwaarden

Het Nieuwe Werken – Aanpak

Werkplek inrichtingCultuur

InformatieOrganisatie & Processen

HNW 4 Vlakken Model

Het Nieuwe Werken – Aanpak

• Organisatie & Processen– Strategie, ARBO richtlijnen, HRM beleid

• Cultuur– Leiderschap, medewerker-relaties, …

• Werkplek– Inrichting, virtuele werkplek, …

• Informatie– Resultaatgerichte activiteiten, altijd online, bring-your-own-device, toegankelijkheid informatie…

Cultuur

Baby Boomers

Generatie Y

Generatie Nix / X

Net Generatie / Z

Uitdagingen

Hoe scoren organisaties nu op de Organisatie & Proces, Cultuur, Werkplekinrichting, en Informatie aspecten?

• En..– Hoe kunnen organisaties groeien op deze gebieden?

• Verandering– Welke ondersteuning is nodig om de verandering naar meer van HNW plaats te laten vinden?

Theories and Approaches

Socio-Technical Theory

The term sociotechnical systems was coined in the 1960s by Eric Trist and Fred Emery, who were working as consultantsat the Tavistock Institute in London

Human Performance Technology (HPT)

Human Performance Technology (HPT) uses a wide range of interventions that are drawn from many other disciplines including, behavioral psychology, instructional systems design, organizational development, and human resources management.

As such, it stresses a rigorous analysis of present and desired levels of performance, identifies the causes for the performance gap, offers a wide range of interventions with which to improve performance, guides the change management process, and evaluates the results.

• Human: the individuals and groups that make up our organizations

• Performance: activities and measurable outcomes • Technology: a systematic and systemic approach to

solve practical problemsSource: www.ispi.org

HPT Model

D.M.Van Tiem, J.L. Moseley, and J.C.Dessinger, published by ISPI in 2004

Speech Acts (SAT)

Source: http://openebxml.sourceforge.net/Index.html

Design & Engineering Methodology for Organizations

(DEMO)

Source: DEMO kenniscentrum 2008

Role Activity Diagrams (RAD)

Source: http://www.instream-dev.co.uk

Human Interaction Management (HIM)

Goal-Oriented Organization Design (GOOD)

• Methodology for implementation of HIM and its integration with both Organizational Strategy and mainstream BPM

• Because: primary value delivered by humans to an organization lies in their ability to collaborate, adapt and innovate as required to deal with changing and unexpected circumstances

• Focuses on enabling structured, partial decentralization of management authority while ensuring continued alignment with strategic organizational goals

Source: Keith Harrison-broninski BPTrends December 2008

Example HIM vs. BPMNRequest for Proposal

Figure - Respond to Request for Proposal (An attempt to capture the process using BPMN)


Figure - Respond to RFP (Executable process diagram in HIM notation)

Source: Keith Harrison-broninski BPTrends, 2008

HumanEdj


Mattessich & Monsey (1992) reviewed the research literature on collaboration in health, social science, education and public affairs. They identified a total of 19 factors from 133 studies examined. These 19 factors provide a first synthesis of critical factors in successful partnership:

Environmental Characteristics- history of collaboration or cooperation in the community- partnership entity seen as a leader in the community- political/social climate is favorableMembership Characteristics- mutual respect, understanding and trust among the members- appropriate cross-section of members- members see collaboration as in their self-interest- ability to compromiseProcess/Structure Characteristics- members share a stake in both process and outcome- multiple layers of decision-making- flexibility- clear roles and policy guidlines are developed- adaptabilityCommunication Characteristics- open and frequent communication- established informal and formal communication linksPurpose Characteristics- concrete, attainable goals and objectives- shared vision- unique purposeResource Characteristics- sufficient funds- a skilled mediator

Collaboration

Gaming – Community Building

ObjectivesEvents

Towards a new look on human processes

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Presence

Documents

Policies & Rules

Roles

Planning &Commitments

Network

Earlier patterns &

Best practices

AutomatedServices

Context DrivenInteractions & Communication

Knowledge

People and their behavioral patterns in collaboration & knowledge work

Human Interaction Management System

Agents

Power

Context& Status

Leadership

InfluenceControl

Company strategy

Actions & Decisions

People

Meaning & Relevance

Information

“Story”

DecisionSupport

ASE’s

CollaborativePatterns

Entities

Channels

History & Audit trail

"Collaboration has been defined as an unnatural act between non-consenting adults. We all say we want to collaborate, but what we really mean is that we want to continue doing things as we have always done them while others change to fit what we are doing.”

By Jocelyn Elders

Questions??

References

http://www.groepsdynamiek.nl/sociotechniek.html

http://www.ispi.org (human performance technology)

http://openebxml.sourceforge.net/Index.html (speech acts)

http://www.demo.nl

http://www.rolemodellers.com/ (HumanEdj)

Quick Guides

Sources of information and vendors in the HIM

area• “The next revolution in interactions”, McKinsey quarterly, No 4, 2005, Johnson et al.

• “From choreography to jamming” – Janne J. Korhonen, May 11 2007• “Human Processes” – Keith Harrison-Broninski, BP Trends, dec 2008• Keith Harrison Broninski - http://www.human-interaction-management.info/

• “BPM in the Real World: How Person-to-Person Interactions Support Knowledge Workers“, Bill Welty, Align Journal

• “The Process of Working with People: Person-to-Person Business Process Management”, Howard Smith and Peter Fingar, BP Trends sep 2004

• Business Process Trends Spotlight, Volume 1, number 9, Paul Harmon

• For many links on HIM and HIMS please check:– http://delicious.com/rloggen/him– http://delicious.com/rloggen/hims

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Education

HIM and New Way of Working