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Social BPM fuses BPM practices with social networking applications, with the aim of enhancing the enterprise performance by means of a controlled participation of external stakeholders to process design and enactment. The purpose of this participation is the exploitation of the operational value of the company, hidden within the personal behaviours and relations. In the presentation we address three main points: - The motivation and requirements associated with Social BPM - The concrete objectives that organizations can earn in terms of efficiency improvement, including: exploitation of weak ties and implicit knowledge; increase of transparency in process execution; user participation and engagement; distribution of decision and activity execution; feedback collection; and knowledge sharing - The status of the Social BPM offer and the coverage of the above objectivesFor each objective, pros and cons of the various solutions are discussed and concrete examples are used for describing the problem. Practical and innovative techniques are introduced too (e.g., crowdsearching, gamification, social network analysis, extended BP modeling notations, agile cycles for process improvement).
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Social BPM Combining Social Web and BPM for Improving Enterprise Performance
Emanuele Molteni, WebRatioMarco Brambilla, WebRatio and Politecnico di Milano
BPM Europe 2012, London - June 19th, 2012
Integrating social network tools and practices with BPM for improving effectiveness and efficiency of business processes
Social for BP design and improvement Integration of social networks in BPM-based interfaces Collecting feedback Analysing streams
Social for BP participation and implementation Integration of social networks in
BPM-based interfaces Some tasks implemented through
social interaction instead of traditional applications
– Social assignment of responsibility– Escalation– Task execution– Destructured processes (vs. email)
Social BPM: The idea
Weak Ties / Tacit Knowledge – eg. team formation
Knowledge sharing – eg. self-served tech support
Social Feedback – eg. quality monitoring
Transparency – eg. PA, government
Participation – eg. participatory budget
Activity distribution – eg. crowd-sourced tasks
Decision distribution – eg. social CRM
Socialization goals
It’s not just about Twitter
and Facebook
Tens of categories
Hundreds of solutions
Different purposes
Social networks and tools
Source: http://www.theconversationprism.com/
Power to people! (How much?)
Completely indipendent from social input
Completely based on social input
No social
(all users interact in the Enterprise
platform, no social content or action)
Empowered
Enterprise
(internal users can access the
enterprise platform with advanced
interaction options with the external ones, who access
the social platform)
Enterprise
Democracy
(internal users interact on the
enterprise platform with the same interaction
options of the external ones that interact with the social platform)
Enterprise View(internal users have partial
visibility ot access to the contents on the social platform
through the enterprise UI)
Only social(all users interact on
the social platform, no access to the social contents from the
enterprise UI)
Internal user: enterprise user formally enrolled in the business processes
External users: enterprise, thirdy-party or final users whose social interactions are exploited within some business activities
The questions are: How much to delegate to the social platform? How much to implement within the enterprise?
Community
Business Logic
User Interface
Implementation: where & how
Practices
Business
Structure
Flexibility
Involvement
Social Enterprise
Impact on the BPM cycle
Design
Model
Deploy
Execute
Monitor
Optimize
Social BPM notation Socialization
design patterns
Modeltransformation
Social BPM architecture
Socialization goals
Participatory & social enactment
As in the tradition of BPM design patterns, they capture reusable solutions to recurrent socialization requirements:
Dynamic enrollment
Poll
People / Skill search
Social content publication
Social sourcing (vs. crowdsourcing)
Progress notification
Ranking and commenting
Social BPM design patterns
Socialization goals can be used as drivers for the selection of the social BPM design patterns that are more relevant to a process socialization effort
Design patterns and goals
Weak Ties / Tacit
Knowledge
Transparency
Participation
Activity distributi
on
Decision distributi
on
Social Feedba
ck
Knowledge
sharing
Dynamic enrollment X
Poll X X
People / Skill search X X X
Social content publication X X
Social sourcing X
Progress notification X
Ranking and commenting X X X X
Four main extensions to “orthodox” BPM thinking Social Monitoring, addressing capturing of the social events within the enterprise platform
Social Behavior, describing the possible social interaction activities
Social Content, specifying information which is shared or produced in a social way
Social Access, describing the social platform properties, including the access management options
Social Extensions
Social BPMN extensions: Social Lane
Role type Description IconInternal performer Directly affects case and
activity progress
Internal observer May produce event and artifacts that indirectly affect case and activity progress
External observer Can be informed and partecipate through social network platform
Social BPMN extensions: Social tasks
Task Type Icon
Publish
Invite
Comment
Vote
Rank
Comment
Vote
Invite+
Rank
Publish and Invite tasks – different scopes
Audience scope Visual description IconBroadcast The task type icon with a
thick arrow pointing to the social network audience
Multicast The task type icon with 3 small arrows pointing to the social network audience
Unicast The task type icon with a one single arrow pointing to the social network audience
Invite to vote on the poll
Invite to vote on the poll
Invite to vote on the poll
Social generation of metrics for quality assessment of government offices (PA sector)
A simple exampleLo
cal g
over
nmen
t offi
ce
Evaluate all metrics
Sup
ervi
sor
Identify public
metrics
Soc
ial N
etw
ork
Citi
zens
Public Metrics
Calculate weighted
evaluation resultPublish metrics
to citizens
Comment
Vote on publicmetrics
Collect and review votes and
commentsPublish
evaluation result
Example with patterns: Build a team
Social Process Model
It is used to define:•Social actors (e.g., Community Pools)•Social Activities (twittering, voting, following..)•Social events
Based on BPMN social design patterns
Social Application Model
It is used to define:•Exchange of user profiles from/to SN•Social data (e.g., shared content)•Interface and components for social tasks (e.g., twittering, voting, tagging, following)
Based on WebML social components
Model-driven approach to Process and software application models.
Social aspects are considered at the various levels and transformed to running code.
A Method for Social BPM based on MDDPo
ol
Lane
1La
ne
2
Invite
Vote
Crowdsourcing
Game with a purpose / gamification
Datamining
Techniques for (larger) social enterprise
From individual information extraction (even upon enterprise knowledge base) to friends, colleagues and experts feedback
Enterprise vs. general purpose
Emphasis on social or expertise relations more than anonymous crowds
Crowdsourcing example: knowledge retrieval
Exploratory Search System
Human Search System
Initial query
Exploration step
Exploration step
System API Social API
Database / IR index
Crowd / Community
Information collection
(individual)
Knowledge Harvesting
(social)
Example
Multiple social platform deployment
Advantages of model-driven development
Multi-platform deployment
Embedded application
Social/ Crowd platformNative
behaviours
External application
Standalone application
API
Embedding
Community / Crowd
Generated query templateTask or knowledge harvesting request
Task splitting: the collection is too complex relative to the cognitive capabilities of users.
Task structuring: the task is too complex or too critical to be executed in one shot.
Task routing: a task can be distributed according to the values of some attribute of the collection.
User interaction: search tasks may imply complex UI design
Again, easier to be addressed through a model-driven approach
Crowdsourcing task management problems
Apply model-driven techniques to Social and Search:
Efficient development of crowdsourcing
MacroTask Description (BPMN)
User Interaction Model (WebML+ER)
M2M Transformation
M2T Transformations
Stand-alone application
Application embedded in social network
MicroTask Description (BPMN)
M2M Transformation
The process of game-thinking and game mechanics to engage users and solve problems
Turning user and employee experience into a game (including reward for achievements) can produce behavior change
Typical structures: input agreement, output agreement, inversion problem.
Symmetric or asymmetric participation
Gamification
The process of game-thinking and game mechanics to engage users and solve problems
Turning user and employee experience into a game (including reward for achievements) can produce behavior change
Typical structures: input agreement, output agreement, inversion problem.
Symmetric or asymmetric participation
Gamification
Lessons learned
Faster response to customer perceptions (especially when not explicitly shared with the company)
Flexibility in assigning tasks and executing models
Involvement/ participation: GWAP techniques work also in enterprise
Indirect long-term advantages for enterprise (e.g., knowledge base and sharing)
Direct advantage on the resources
Advantages
Skepticism
Enterprise attitude
Risk of loosing control
Perception of non-strategical role, not connected to personal results
Tendency of crowdsourcing
Challenges
Thank you!Contact us: http://www.webratio.com
[email protected] emanuelemolteni emanuelemolteni
[email protected] marcobrambi marcobrambi
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