Contributed on September 12, 2011

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The Changing Nature of Work

Description

My keynote presentation at the BPM 2011 conference in Clermont-Ferrand, France.

Transcript

The Changing Natureof Work
From Structured to Unstructured
From Controlled to Social
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What I Do
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Why I’m Here
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Agenda
The opposing camps of BPM
The spectrum and dimensions of work
Areas for study
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The Extremes Of Work
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Goals Of Work Types
Routine Work
Efficiency
Accuracy
Process improvement
Automation
“Classic” BPM
Knowledge Work
Flexibility
Assist human knowledge work
Collect artifacts
Adaptive Case Management (ACM)
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Characterizing The Extremes
Routine Work
A priori process model
Controlled participation
Automatable, especially with service integration, rules and events
Knowledge Work
No a priori model
Collaboration on demand
Little automation, but guided by rules and events
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The Structured/Unstructured Debate
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But It’s Not That Simple
Structured Work
Some process are that repeatable, especially automated processes
Ad hoc process exceptions already exist, they’re just off the grid
Unstructured Work
Some processes have sufficient variability that modelling is inefficient
Instrumentation of unstructured processes provides value
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A Spectrum Of Structure
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Dimensions Of Work
Structured to unstructured
Controlled to collaborative
Internal to externalparticipation
Not strictly orthogonal
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Unsolved Problems:Modelling
Hybrid models
Structured and unstructured work
Harness for simple/complex unstructured work
Migrating from unstructured to structured
Process mining and discovery
Detect repeatable fragments
Migrating from structured to unstructured
Exception path analysis
Detect highly-variable process sections
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Unsolved Problems:Runtime User Interface
Business UI paradigm for dynamic process creation
Integration of rules and events
Suggestion/inclusion of process fragments
Business UI paradigm for collaboration
Within organization on controlled platform
External socialization on social media platforms
Guiding user interaction with rules
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Unsolved Problems:Management
Visualization of unstructured work
Relative to business goals
Inclusion of rules and events
Impact of organizational culture
Skills and responsibilities of business users
Roles changes for business and IT
Dynamism within a controlled environment
Governance of unstructured, collaborative and externally social processes
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Summary
Work can rangefrom structured and controlledto dynamic and collaborative,including everything in between.
Deal with it.
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With Thanks To My Collaborator (@phoebe_cat)
Questions?
Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley
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Copyright Kemsley Design Ltd., 2011