People-Centric Process Management Strategies: Can Process ... · 3. What are the best practices and technologies that support a process-centric view? Data-driven process automation

VI Annual Enterprise Integration Summit Waldir Arevolo

April 10-11, 2007 WTC Hotel São Paulo, Brazil

People-Centric Process Management Strategies: Can Process Control and Collaboration Work Together?

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People-Centric Process Management Strategies:Can Process Control and Collaboration Work Together?

Page 1Waldir ArevoloBRL28L_114, 4/07, AE

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Significant Business Trends• Process-Centric Competition

• Need to Streamline Business Processes

• Managing the Real End-to-End Process

• Compliance/Risk Pressures on Processes

• Pressure on Business Processes to Be Agile

• Orchestrating Processes in the Workplace for Higher Performance

There was little differentiation among competitors during the era of vertical integration. But enterprises' horizontal business processes are quickly becoming the basis for competitive differentiation. Over a 10-year span beginning in the early 1990s, companies started focusing on integrating data and automating vertical functional areas such as sales, customer service and back-office operations. Yet these enterprises often experienced frustrations with such projects, due to the inflexibility of information systems, and, moreover, only achieved incremental business benefits.People, processes and systems are the fundamental components that make up any company. However, many organizations find that coordinating and managing these elements to achieve business objectives is an enormous challenge. This challenge has intensified in recent years, as information systems have grown exponentially more complex and the business climate has mandated that, to remain competitive, companies must act with greater responsiveness and agility than ever before.




Key Issues

1. How does business process management intersect both business and IT?

2. How do people and collaboration fit in a business process management strategy?

3. What are the best practices and technologies that support a process-centric view?

Data-driven process automation has been a theme of IT for the last 25 years, and vendors and organizations are very good at supporting it. The high-performance workplace demands a new kind of process orientation and new kinds of process-support software. Process is important, but it must be user-driven and flexible. As organizations are investing more in enterprise-wide business process management (BPM) solutions, critical issues such as cross-departmental politics, disputes and miscommunication become more evident. This presentation will look at BPM associated with collaboration, with an eye toward increasing personal and corporate effectiveness.It focuses on three key issues:

• How does business process management intersect both business and IT?• How do people and collaboration fit in a business process management strategy? • What are the best practices and technologies that support a process-centric view?




Just as the dance is not the dancer,

the process should not be confused

with the "resources" performing

the process.

Process Definition (Management Scope) Has Broadened

A set of activities and tasks performed by resources

using a variety of information

interacting in various ways

guided by corporate policies and principles

to produce an optimal work outcome

– people and machines

– documents, images, expertise, evidence

– sequential (predictable) and ad hoc

– business rules, goals and objectives, scenarios

– given the circumstances at the time

Successful work outcomes depend on well-executed processes. There are many aspects to processes that must be coordinated to achieve excellence: people, systems, rules, policies, sequences (flows), documents, decisions and others. To date, systems automation efforts have done a good job of reducing the reliance on manual efforts by automating many routine, repetitive and calculation-intensive tasks that use structured data and occur in a predictable sequence with few business rules. Control over such activities and data has been embedded in the flow control logic of the application system. However, there remain many other aspects of work that are rarely automated or even coordinated using computers, such as manual exception handling, dealing with unstructured information, collaboration, decision making, negotiations, approvals and paper flows. Today's view of "process" is much bigger than what has been automated as "applications"; today's view of process includes all these other aspects, which are considered as equally important as logic and data. And with some of these assets appropriately being outside the realm of automation, then control of the process must reside outside the application context. Process management is shifting to the explicit coordination of all of the resources, automated or not.Action Item: Clients must understand the differences between classic applications and business processes to identify opportunities for further automation.

Key Issue: How does business process management intersect both business and IT?




Tactical Guideline: Ignoring the benefits of business process management puts organizations at a competitive disadvantage.

Numerous Drivers for Process Management

• New process creation/maintenance

• Current process understanding

• Mergers and acquisitions

• Business process outsourcing

• Package implementations

• Core process/systems consolidations

• Automation of manual processes

• Value/supply chain creation/maintenanceand process fusion

• Optimized processes

• Compliance

• Scenario building for agility and policy management

A focus on processes is not new. We have seen it before in the era of quality programs, and then, even more explicitly, in business process re-engineering. The current phase is built on a stronger synergy of IT capabilities and business understanding, but can equally be expected to follow the typical hype cycle. We would judge that we are still at an early stage in the current wave. Management writers have been espousing a new-found belief in process (Michael Hammer's book "The Agenda" was published in 2001 and demonstrated a rebirth of process thinking from the ashes of business process re-engineering). Business processes are coming under intense scrutiny because they are in the critical path of progressive business change. This need for process understanding will create significant activity around business modeling.In late 2000, Gartner forecast that business processes would become the next big phenomenon. This thought leadership has been borne out in the popularity of business modeling. We have seen the demand move from 15% of our client base, primarily businesses with planning cultures, to more than 35% of our client base across all businesses, no matter their cultural tendency. Action Item: Understand your processes and determine the differences that will emerge with the implementation of new missions and goals.




IT Drivers Are There Too

• Moving Beyond Complex Application Deployment

• Technological Convergence

• Leveraging Existing IT Assets

• Transitioning From Applications to Processes

• Creating a True Business and IT Partnership

More attention is being paid to processes within IT, and IT governance is becoming process-based. IS service-level agreements are being based on process understanding.Effective delivery of software applications to the business requires a process perspective. As the ability to manipulate software moves increasingly toward process definition, modeling and information management, this becomes part of business management rather than a specialized technical task. Process management technology will accelerate that transfer dramatically — but major questions remain as to how far and how fast this can occur.BPM is a great opportunity for IT to build relationships, but it also gives the wrong impression of how easy it is to do some "below the waterline integration" where Web services are not readily available. This would include composite applications and wrapped legacy, where preparation work is longer than normal Web service consumption. BPM also will require the transitioning of multiple technologies in a tighter format. Organizations will have to decide if they want "best of brand," "best of breed" or "best of tool."Action Item: IT should educate business users on the real level of effort in advance of BPM, or prepare pseudo-services out of crucial legacy components.

Strategic Planning Assumption: By 2012, the number of business process specialists in IT departments in large companies will at least triple, relative to 2005 (0.7 probability).




Who Is Driving Process Management in the Organization?

Vertical Industry

69%

54%

66%

67%

58%

81%

18%

18%

26%

19%

33%

7%

13%

28%

8%

14%

8%

12%

0% 20% 40% 60% 80% 100%

Financial Services

Public Sector

Industrials

Services

Distribution

High Technology

Business IT OtherSource: Gartner 2005

Companies with the best-orchestrated business processes will become leaders in their industries. BPM is a clear path toward orchestrating business processes; however, BPM requires business and IT responsibilities to be tightly aligned. Some companies mistakenly view BPM as just another IT project. But BPM is not only about technology. It is a business strategy with a structured approach to governing an organization's activities and processes, and it involves the employment of methods, rules and execution tools. Enterprise leaders understand the dynamics of their businesses, so they need to take charge of the tools that manipulate the rules that govern the decisions made in their business processes.In terms of best practices, Gartner has seen some leading companies place senior business executives in the IT organization to lead large-scale projects, and place project finance people in the IT organization to drive the business-case approval process. In both circumstances, the primary objective is to better align the IT organization with the business. By embedding a business vocabulary and mindset into the IT organization, the language begins to change, and business value is more easily understood.Action Item: Business leaders must be actively involved with any implementation from the start.

Tactical Guideline: BPM will only work in organizations if senior executives recognize that business units and the IT organization must share responsibilities. The IT organization must learn the business units' vocabulary, and business units must create new roles.




What Is Business Process Management?

SetSetGoalsGoals

ModelModel

ExecuteExecute

MonitorMonitor

AnalyzeAnalyze

OptimizeOptimize

BPMBPM

As a management discipline, it is the ability to continuously optimize those operational processes that most directly affect the achievement of corporate performance goals. When implemented in technology, users can:

– Model the interactions among workers, systems and information necessary to accomplish work

– Consistently execute the optimal process

– Coordinate and manage the handoffs of work across boundaries

– Adjust organizational structure and incentives to foster new behaviors

– Monitor process outcomes to performance targets and seek continuous improvement

Business process management refers to both a management discipline and an emerging set of technologies.The concept is to establish goals, define a strategy and set objectives for improving particular operational processes that have a significant impact on corporate performance. It does not imply re-engineering all business processes; rather, the focus is on business processes that directly affect some metric of corporate success. Increasingly, organizations are interested in using performance metrics beyond financial ones to guide business process management strategies. Metrics related to customer value or loyalty are examples. BPM, as a concept, is not new; multiple process management methodologies such as Six Sigma and Lean Manufacturing have existed for years.However, new BPM technology is fueling a renewed interest in process thinking. New business process management suite (BPMS) products promise business managers a visual dashboard to manage and adjust, in real time, all the resources (human and machine) and information being consumed and created as work progresses. Although process management theories are mature, applying them and using BPM technology is not. Action Item: Before investigating BPM, users should assess their company's readiness for process thinking.

Strategic Imperative: BPM can mean different things to different roles in the organization. BPM initiatives must adapt to different requirements.




Key Issue: How do people and collaboration fit in a business process management strategy?

Business Process Questions Deserve The Right Process Management Answers

Models Process Interrelationships

Simulates Alternative Realities

Provides Resource Requirements

Externalizes Rules and Flow

Defines Roles

Defines Priorities

Intelligently Routes Work

Balances Queues

Provides Workflow Statistics

How Does It All Fit Together?

Will It Work?

What Do We Need?

How Do We Do It?

Who Can Do It?

How Important Is It?

Where Does It Go?

Who's Overloaded?

How Did We Do?

Business process management and business process modeling provide many answers for the knowledge worker. These include: helping knowledge workers understand how tasks and processes fit together (graphical modeling of processes); how to gain access to the proper information for a task (for example, what the resource requirements are); who is available or qualified to perform a task (roles); how important the task is (defining priorities); where a work item is in a business process (work-in-process reporting); how to route information to the proper locations (for example, forms routing); how to view and manage queues; how to initiate follow-through (activating internal and external systems); and how to monitor and report on the results. Without process management, this knowledge often resides only in the heads of knowledge workers — a problem when people leave or change jobs. Many applications can benefit from enabling process management, and it will become even more important as workflow is stretched out to include many other companies and external service providers (ESPs).Action Item: Create business models that enable workers to test-drive their processes before they have to commit to them.




Tactical Guideline: Collaboration technologies can quickly bring flexibility to ad hoc interactions, both internally and with partners and customers.

Collaborative Processes Are the Centerpiece of the Business Ecosystem

CommunityHas common interestsSimilarity or identitySharing, participation,fellowship

Community

Affinity

Sporadic

Shallow Deep

Intensive

Collaboration

Cooperation

Interaction Endurance

OrganizationalInhibitors

Perceived power threatFear of loss of controlLow commitment to learningLack of clear connection to productivityEquating community to organizational position

Collaborative processes enable the spectrum of workplace interaction, from simple cooperation through to community. Discussions about communities of interest almost always include the discussion of cooperation and collaboration. All involve connections between people. Gartner defines these interrelated activities as existing along a continuum of three factors:

• Strength of interaction: Weak interaction is task-specific (participants come together to complete a task), while strong interaction is an ongoing responsibility for the group's work.

• Strength of participants' goals: Weak goals lack unifying characteristics beyond being common to all participants; strong goals are mutually beneficial (participants benefit from their own and others' participation).

• Degree of endurance: Low endurance is temporary and lasts through the current interactions involved in the task or goal completion; high endurance is effectively permanent because connections among participants exist for a higher purpose or value. In all connections, these participants may be people, enterprises or agents.

Action Item: Explore the spectrum of joint work. Cooperation — connective activity for a common interaction. Collaboration — Cooperation with shared interest and purpose. Community — collaboration with a mutuality of purpose goes beyond a particular outcome.




Suggested Business Process Management: Foundational Domains

RelatedServices

Consulting

– Strategy

Process

– Technology

Implementation

– Design

– Build

– Train

Business Process Outsourcing

OrganizationalImpacts

Culture

Organizational Structure

Roles/ Responsibilities

Policies and Incentives

Governance/ Compliance

Change Management

Quality Improvement

Best Practices

Discovery

Modeling

Monitoring

Deployment

Execution

Analysis

Simulation

Repositories

Activities

– Functional

– Business

– Architecture

ProcessActivities

TechnologyInfrastructure

Architecture

Web Services

Standards

Platforms

Portals

Process Engines

EAI

Frameworks

Templates

Skills

Training Courses

Education

Curriculum

Certification

Research

Institutions:

– Universities

– Colleges

– Trade Schools

Government at all Levels

Expertise &Experience

BPM is the "governance" of a business' process system. BPM is a structured approach employing methods, rules and execution toolsto govern an organization's activities and processes. The objective of BPM is to increase customer value through innovative and efficient orchestration of the process system. The foundation that supports the business process ecosystem consists of five domains:1) The technology infrastructure domain represents a variety of delivery and execution options. The technology infrastructure supports the business process activity disciplines for the organization, its trading partners and customers. 2) The services domain displays the third-party resources available to supplement an organization's internal skills and capabilities. No single organization can internally mass all the skills, intellectual property and processes needed to compete today and into the future. Relying on services partners to assist with not only the planning and building of a process-centric organization, but also the delivery and management of process components, is a requirement. 3) The organizational domain represents the cultural and structural challenges business must face when adopting a process-centric enterprise. Embracing new roles and responsibilities for both business and IT, and crafting new policies and incentive programs, all represent important steps. 4) The resources domain captures the new skills people must learn in order to effectively participate in the process-centric enterprise. Developing training courseware and the educational institution curriculum necessary to meet the demands for talented process-savvy employees is critical for the industries' evolution. 5) The activity disciplines domain presents the tasks associated with continuous improvement in business process management. These activities rely heavily on the people and technology infrastructure of the organization. How a company goes about defining, modeling and simulating its business processes can be captured in best practices and put in templates or frameworks that the organization can draw from over time.

Tactical Imperative: Understanding what BPM is not is almost as important as understanding what it is.




Collaboration Brought Closer to Business Context With Process Management

2. Identify Response TeamSearch for skills and availability depending on type of incident

3. Create Incident Room- Pick room template- Create room- Populate with up-to-date information

4. Invite Team- Schedule group meeting- Set up Web conferencing- Send invitations5. Coordinate Activities

- Record E-mail/IM/chat activities - Record task allocation- Track progress- Expose progress in dashboards 6. Close Incident

- Record the outcome- Reflect in other applications

1. EventCustomer service alarm

From Biz

Apps

From Biz

Apps

From Externally

Hosted Service

From Externally

Hosted Service

To Biz Apps

To Biz Apps

To Portal/Manager

Dashboards

To Portal/Manager

Dashboards

The difference between a reusable service and a conventional product approach is that the process-oriented framework encourages the reuse of specific parts of possibly monolithic applications, by orchestrating processes-based frameworks on different technologies and from different vendors, including hosted services. In this way, process management is a key driver of contextual collaboration.Consider an exception-handling scenario that illustrates the flexibility of a limited set of modular, programmatically accessible collaboration processes. Exception handling is one type of activity that often requires human intervention and collaboration. The business context could be customer service incident management. An event in a customer service application triggers an alarm, which activates a composite application, which orchestrates independent processes as follows:Search for available and suitable personnel to deal with the incident. Pick the appropriate incident management room template and create an incident management room. Pre-populate the room with the relevant information, including pointers to historical interactions, highlighting the current problem. Invite the incident management team members to an initial Web conferencing session. Create a mailing list. Watch mailing list and Web conference traffic, and store it persistently in the incident room. Record task allocation and progress. Record ongoing activities and enable members to interact in the incident room until the problem is resolved. Record the outcome and reflect it in other business applications as appropriate.

Strategic Planning Assumption: By year-end 2008, 70% of collaboration vendors will expose key functionality in their products as componentized business processes (0.7 probability).




Process Visibility, Collaboration and Execution Occur in the New B2B Domain

B2B Documentsand Transactions

Company ACompany A

Multi-EnterpriseApplications

Process Visibility,Business Rules

Direct Connections

Company BCompany B

SIs, BPOs, ASP, Software as a Service,

eMarketplace, Collaboration,

Integration Service Provider, Business Process Networks

and Hubs.

IntegrationFeatures

CollaborationCollaboration

Companies have outsourced business process execution (such as payroll and HR) for years, but recent IT innovation and improved Web connectivity enable businesses to outsource undifferentiated processes (such as indirect procurement) more easily, pushing the center of gravity for selective process execution into the multi-enterprise domain. This forces more internal applications to the "edge" of the enterprise, so that they can be extended to facilitate transaction, data and process integration with external business partners.Using a wide range of B2B-enabled software — such as Axway (which acquired Cyclone Commerce), GXS, Seeburger, Tibco and webMethods — and external service providers (ESPs), such as Crossgate, GXS, E2open, Hubspan, Inovis, Sterling Commerce and TietoEnator, companies are shifting more business process execution to the edge, and directly linking it to an increasingly wide range of external business partners and IT service providers — this is the so-called "tectonic shift" in business process execution. IT service providers include application service providers (ASPs), business process hubs ("marketplaces"), business process networks, integration service providers (the evolving EDI VANs), logistics service providers, and providers of SaaS (such as ADP, Covisint, E2open, Elemica, FedEx, GXS, Mincom, One Network, Railinc, Salesforce.com and UPS). Drivers for this tectonic shift include increasingly ubiquitous multi-enterprise (B2B) integration solutions, service-oriented architecture (SOA), maturing BPM discipline and BPMS technology, proliferating SaaS, and the overall trend for businesses to do more outsourcing.

Strategic Planning Assumption: By 2011, 25% of new business software will be delivered as software as a service [SaaS] (0.7 probability). Strategic Imperative: Look for opportunities to shift undifferentiated process execution outside the company, to leverage economy of scale and the benefits of commoditized (and collaborative) business processes, and focus internal resources on more differentiated activities.




Key Issue: What are the best practices and technologies that support a process-centric view?Tactical Guideline: Achieving the correct workplace for any enterprise means selecting the right mix between many technologies, orchestrating the processes and managing the human factors, all based on business drivers.

The Workplace Technology Menu: What Does the Enterprise Need to Succeed With People?

ECM

Portals

Collaboration

Imaging

Basic Content Services

Records Mgt.

Search

IM

DAMELM

Workflow

E-Mail

Intra-company

Inter-company

Extranet

Intra-team

Degree of Interactivity

Degree of Control

Degree of Trust

Strategic Partners

Workplace technologies intended to support collaboration come from a variety of perspectives and a variety of goals. Enterprises will find that they must consider a broad variety of technologies and applications to solve any given problem — simply responding to the need to develop a new product by creating a "wiki" is not enough. Ultimately, the challenge is not to create a recipe, but to create a menu — a combination of completed recipes — that allows an enterprise the proper diet of easy and difficult means to address a variety of processes. It's not a matter of waiting for the ultimate meal progression and forcing everybody to sit at the training table. It's finding out what people need, marrying it when possible to what they want, and making technologies and applications central to the work styles they need to make a healthy enterprise.




Suggested Approach for Analyzing Processes Collaboratively

Process

Production, business, supply chain, network, financial,

transportation, aerospace…

Process and knowledge-based models enable reasoning

Events

What is the significance of the events/data?

Data

Inputs Outputs

How do I get the process to the conditionI want?

Selecting scenarios andtaking corrective actions

In what conditionis the process?

Conditionor State

System Boundary

EventsRules

OptimizeModel

DetectDiagnoseExplainModelRespondwith scenario-driven rule sets

Respond Detect

Diagnoseand Explain

These business process gains depend on improvements in communication between and within physical enterprises. Responsive and agile business processes need more than high-bandwidth networks and standardized protocols. No matter how good the raw network is, BPM solutions cannot be built using only the request/reply and batch design patterns that were aimed at slower-paced and less-integrated processes. Such designs can introduce too much delay and overhead. Interpret those events within the business context, determine alternatives and make appropriates changes to the processes and rules while reconfiguring services, processes and human capital to deal with the changes. Where there are no scenarios, these sets of activities can fall prey to reactionary policies and be prone to errors. These are new kinds of error cycles that are generated by thrashing in response to the "event of the moment." Living with these kinds of error cycles will drive progressive organizations to scenario planning and associated rules linked to measured policy.Action Item: Build an architecture that can respond to detected events that prevent business goals from being met.

Strategic Imperative: Internally, business processes are managed primarily for productivity, but externally business processes generate productivity and enhanced revenue.




Workflow and Process Across the High-Performance Workplace

• Each worker interfaces with a multitude of technology components each day

ContentManagement

Syndication

CompoundDocs.

Secure Repository

Desktop Tools

PortalsApplication Integration

Search/IndexDirectories

Personalization

E-Mail Integration

CollaborationDiscussions

Messaging

Audit Trail

Site Templates

DocumentReview

TaskManagement

Calendar

Security

ProcessManagement

• Distinct workflow and process automation tools exist in each technology component, resulting in artificial process silos

Numerous technology elements support the high-performance workplace. Document management and enterprise content management systems, office suites, e-mail systems, collaboration tools, portals and business applications are a few of the more common architectural elements. Historically, each of these technologies has focused on a narrow set of interaction patterns. Business applications are the automation of business processes. Early imaging and document management vendors introduced workflow into their products, recognizing that the information flow is important to process success. Work queues, escalation paths, work item tracking, document routing and approval levels provide the backbone of enterprise content management systems. In each case, however, the processes are in silos. Portals have supported workflow and process automation in varying degrees since 2001. In the real world, processes cross application boundaries or job roles. The portal's role as an aggregator of content and applications makes it the best environment in which to provide access to processes across artificial boundaries. Action Item: Identify the process components isolated in high-performance workplace technologies that should be linked using your portal infrastructure.

Strategic Planning Assumption: By 2008, the overlapping functionality of portal frameworks, content management and collaboration support systems will leave only 20% of the market to these distinct categories (0.7 probability).




Collaboration Requires Process Management: Introducing BPM Suites

BPMS enable users to:- Model and simulate all the

interaction patterns between workers, systems and information to create shared understanding about how business results can be optimized

- Consistently execute the optimal process

- Coordinate and manage the handoffs of work across boundaries

- Provide real-time feedback to line managers about WIP to support in-line process adjustments

- Monitor process outcomes to performance targets and continuously refine and adjust process flows and rules

- Collaborate with business and ITprofessionals throughout the process life cycle

Analyze and Model

ExecuteMonitor,Manage

andAdjust

Integrate

1 2 3 4

CRM

B2B .NET

J2EE

ERP

The market for BPM suites is an emerging market aimed at becoming a technology base for the care and feeding of dynamic business processes for business advantage. While this advantage will take several forms in terms of short-term benefits (such as cost and time savings), it will also support the management of end-to-end processes, while staying compliant and liquid in terms of managed agility, to meet changing market and constituent needs. Products in this emerging market will address these more advanced market requirements, compared with original BPM pure-play offerings. They will deliver an environment that more fully supports the whole of the process life cycle (from modeling through execution to monitoring and refinements over time), and make process models the reference core (the meta model) of the actual executed business process.

Strategic Planning Assumption: By the end of 2008, the ability to manage collaboration processes from multiple sources will be a critical differentiating factor in the selection of business process suites (0.7 probability).




Business Process Management Maturity Model — As of 4Q06

0 1 2 3 4 5Acknowledge Operational

Inefficiencies

Directly link process

model and rules to

execution

Intraprocess Automation and Control

Compare alternatives driven by various

optimization techniques in

real time

Craft process

automation and control across the enterprise, customers and trading

partners

Interprocess Automation and Control

Create a business

performance framework that

dynamically links the

valuation of the business to process execution

Enterprise Valuation Control

Innovate new businesses,

products and services

through an agile

business structure

Agile Business Structure

Model and analyze

business processes

Process Aware

Measure and

monitor business activities

Generally, where we are today

Establish process

performance metrics

Integrate activity-based

accounting with process

steps

Identify process

owners and governance

structure

Realign process

with market strategy

Goal-driven processes

Phase of Maturity

Rel

ativ

e M

atur

ity

This model is intended to illustrate the progressive stages of BPM maturity that organizations will typically traverse as they proceed from neophytes to grandmasters. It starts with mere awareness that things could be better by paying attention to the performance of various business activities, leading to relevant measurements. The measurements lead to the "process aware" phase, during which process analysis occurs. The responsibility to act on this analysis is created by establishing process owners, who in turn develop a joint means of making decisions and overseeing results through a governance mechanism. The majority of today's companies are still in these first two phases. The change in slope of the curve is meant to imply the amount of effort necessary to progress to the next phase. Major steps are made in Phase 2, wherein the new process models and rule extraction lead to enhanced control over process execution, often employing the use of optimization techniques, and a more refined cost analysis via activity-based costing. Phase 3 aligns the process efforts with the primary business strategy, and expands beyond individual processes to look more broadly at end-to-end processes across the enterprise. The continuation of this phase moves to processes that extend to external partners and customers — to fully gain the larger process benefits. Phase 4 becomes more sophisticated as it moves toward automatically making dynamic process changes to attain overall goals. Phase 5 achieves the most advanced level, enabling all the prior capabilities to be changed rapidly and create innovation.

Tactical Guideline: The BPM Maturity Model helps enterprises evaluate their progress.




Driving Results: Align Your Collaboration Processes With Your Corporate Strategy

People and TeamsBehaviors, Work habits, Trust level

Processes Business application

Business rulesActivity workflow

Ad hoc

Content Elements Documents

Data Rich media

Files

Business Context

Management support

Use cases

Business scenarios

Roles and responsibilities

Pervasiveness

Persistence

Compliance

Perceived and measuredvalue

IT Context Strategic vs.

tactical

Reactive vs. proactive

Distributed vs. centralized

Rich vs. sparse

Number of tools and

heterogeneity

Locked down vs.libertarian

Technical vs. social control

Identity and presenceDelivery Mode

(Product, Service, Hosted, Sourced)

Instant messaging E-mail/CalendaringTeam work spacesWeb conferencingProject mgmt.

Chat rooms & ForumsContent managementSocial networking Reputation mgmt.Task allocation

Technologies (Examples)

Organization Vision and strategy, Goals, Culture

Interactivity(Asynchronous, Synchronous, Hybrid)

In most cases, just going out and buying technology will not be effective, because collaboration involves more than technology. Your organization's goals will determine your strategy before you choose technology, delivery mode or vendors. A collaboration strategy must consider diverse people, processes, content, interactivity, technology and service/product delivery mode, as well as your business and IT context. Gartner has incorporated these components into a framework for companies to use when approaching and establishing a collaboration strategy.Gartner's Collaboration Strategy Framework is an organizational goal-driven decision framework, rather than a technology-decision framework, even though technology is included. The framework has two dimensions: core steps and influencing factors. A detailed understanding of your requirements within each component and how the components fit together can help you to determine the shape of your collaboration environment. The influencing factors will vary by company. These factors will influence the requirements, the priorities, the use and the decisions made within the core steps. Action Item: To create an environment that will facilitate collaboration, business and IT, planners should consider organization, people, process, content, interactivity and delivery modes, in addition to technologies.

Strategic Planning Assumption: By the end of 2009, more than 70% of collaboration frameworks deployed by organizations will incorporate BPM functionality (0.8 probability).




Recommendations: Best Practices

Align collaboration processes with business goals. Identify opportunities to introduce processes that facilitate and enable better collaboration among people.Be clear about the benefits and costs to all participants.Work out collaboratively details of who owns what, who can do what with which, and so on. Cater to specific processes and roles.Focus on technologies that enable the orchestration of your processes.