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Harness Social Technologies To Conquer BPM’s Next Frontier


Many processes, like manufacturing, are highly regimented and structured while others, like creative processes, might have only a process entry point and exit point with a cloud of unstructured, collaborative, ad hoc activities in between. In between these extremes, for some processes, it is not so clear what is structured and what is unstructured. A clash often develops because people tend to think in binary: "Either we’ll use BPM to fully structure this process, or we won’t use BPM." This session will highlight trends and best practices evolving around "social BPM," which connects collaborative social technologies — such as wikis, blogs, and mashups — with BPM to maximize the value of unstructured and chaotic business processes.


 Harness Social Technologies To Conquer BPM’s Next Frontier Clay Richardson Senior Analyst Forrester Research March 3, 2010 Harness Social To Conquer BPM BPM has become mainstream for optimizing structured business processes… … but socially-enabled BPM enhances process optimization to incorporate unstructured process Build communities of practice that continually collaborate to improve business processes… … by integrating social capabilities into your BPM implementations The Shift… The Opportunity “ Social BPM” Processes developed and improved through the use of social technologies and techniques. Unstructured Work Crowd Sourcing User Developed Apps Meet Michael, your Mobile Professional Behaviors



“ Give me the tools to stay in touch and be productive no matter where I am.” Currently, there are three parallel worlds for business processes Ad hoc, social, chaotic human activities

Structured human activities

System-intensive processes

The business needs to seamlessly navigate these three worlds

Populism movement gaining momentum in BPM community In a process driven environment, most work goes into handling exceptions Traditional BPM and BRE Capabilities Collaborative and Social BPM Capabilities Production Straight Through Follows The Happy Path 75-80% Limitation of Packaged Apps Collaborative Requires interaction with end-users 15-18% Ad hoc 2-4% Requires collaboration of parties to resolve exceptions 1-2% Truly unique problem or exception BPM TechRadar uncovered “Social BPM” trend Source: August 2009 “Forrester TechRadar™ For BP&A Pros: Business Process Management Suites, Q3 2009” IT emphasizes control and structure for business processes

Business adopting “do-it-yourself” tools for business processes

Traditional BPM lifecycle yields results… Define Execute Monitor Create Manage Optimize Business user dashboards Business Event Management Complex event processing Business Rule Invocation Standards-based graphical modeling Assemble, configure, code generation Integration, automation, and workflow Metadata Management Repository … but socially-enabled BPM drives greater adoption and buy-in Define Execute Monitor Create Manage Optimize Configurable dashboards, event streams Enhancement tagging, ad-hoc path analysis Real-time, collaborative discovery Shared development Ad-hoc and dynamic routing Single model refinement Social technologies enrich collaboration throughout the BPM life cycle Process wikis power real-time collaborative discovery Capture process knowledge in visual, dynamic format Virtual process whiteboard and conference room for collaborative sessions Feeds, discussion, and chat maximize stakeholder inclusion Software AG Alignspace Source: Software AG, AlignSpace (screenshot) Process mashups promote rapid construction and shared development Lightweight BPM platforms that provide core process functionality Familiar environment for non-technical process analysts –Office 2007 user experience Features for collaborative development and agile project management Serena Buiness Mashup Composer Source: Serena, Serena Business Mashup (screenshot) Dynamic routing puts in-flight collaboration scenarios in context Enter order Update ERP Get approval Reserve inventory ? email Collaborate HandySoft OfficeEngine Your Journey To Social BPM

1. Understand what capabilities you need 2. Assess what capabilities you already have 3. Define future state for social and process Unstructured Collab Work Groups Case Mgmt Process Innovation Collaborative Discovery Shared Development Run-time Collaboration Skills Repository Tools Method-olgies Processes Personalities Interactions Governance Take an evolutionary approach to Social BPM Identify street-level opportunity Socially-enable first BPM project Assess results and expand to enterprise 4. Identify initial steps for moving to future state Recommendations

Thank you

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