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+ Social Modeling January 11, 2012

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+ “Business” Arab Spring “… just as dictators fell, so too will CEOs that do not listen to their customers and employees.” - Forbes Image source: http://en.wikipedia.org/wiki/File:Tahrir_Square_-_February_10,_2011.png

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+ Consumerization of IT Employees assert control over technology they use for work  Past decade: Consumer IT on Fire; Enterprise IT on Hold  Enterprise IT focus was on efficiency investments  Sunday evening experience vs Monday morning experience  IT at home is far better & cheaper than in the office  BYOD – Moving from Security to Privacy issues  High on UX, responsiveness, bandwidth; Low on weight, cost  What about Social Computing/Media?  Think beyond Enterprise Facebook (no context) & Social Layer (patchwork)

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+ What Social?Agenda Social what?Preparing for a Social Future of Work Social Modeling

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+ What social? Is social merely a hype or is there something that really needs us to not only take note of it but also be prepared for it? What is social?

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+ Social = Network + Engagement Think humanities, not technology  Man is a social animal  Humans do not exist in isolation; exist in shared environment with others  Interactions point at Networks, bring about Engagement (among other things)  Networks are explicit (stated – org chart, email DL) & implicit (implied – transactions & interactions)  Networks are where value is created, exchanged  Value Network: set of roles and interactions that generates a specific business, economic, or social good

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+ Generic --> Social --> Value Networks Social Network Network Value NetworkImage Sources: http://www.i-capitaladvisors.com/2010/08/23/use-value-network-maps-to-understand-how-your-organization-works-from-the-bottom-up/, http://en.wikipedia.org/wiki/File:6n-graf.svg, http://en.wikipedia.org/wiki/File:Weak-strong-ties.svg

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+ Value Network Analysis People naturally network as they work So why not model the work itself as a network?Further reading: http://valuenetworks.com/ & http://www.valuenetworksandcollaboration.com/

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+ Engagement needs Trust  Engagement implies commitment; nurtured by interactions  Interactions happen at physical, behavioral & intentional levels  to collaborate, cooperate or compete  Shared environment where interaction happens requires mutual respect and Trust; to even compete, fairly  Systems should facilitate Trust  Systems cannot infuse Trust, it has to be built by the people

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+ Behaviors/Values That Lead to Trust Reciprocity Reliability Can we design Openness systems that facilitate these? Honesty Let us see … Acceptance Appreciation

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Records Engagement InsightConsideration Systems of Record Systems of EngagementFocus Transactions InteractionsGovernance Command & Control CollaborationCore Elements Facts & Commitments Ideas & NuancesValue Single Source of Truth Discovery & DialogStandard Accurate & Complete Immediate & AccessibleContent Authored CommunalPrimary Record Type Documents ConversationsSearchability Easy HardUsability User is trained User “knows”Accessibility Regulated & Contained Ad Hoc &OpenRetention Permanent TransientPolicy Focus Security (Protect Assets) Privacy (Protect Users) http://www.slideshare.net/jmancini77/moving-from-records-to-engagement-to-insight

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+ Social what? Social Layer, Social Intranet, Social Design Pattern, Social Processes The great enterprise social patchwork

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+ A blog in a tweet

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+ SNS / Community Platform is just the beginning

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+ Social Layer patchwork Prem Kumar Aparanji http://j.mp/prem_k

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+ Social Design Patterns  Interaction pattern for designing social interfaces  Grounded in social behavior patterns  Fundamental principles:  design for everyone  talk like a person  Further reading:  http://designingsocialinterfaces.com/patterns/Main_Page  http://developer.yahoo.com/ypatterns/social/  http://www.slideshare.net/emalone/social-patterns-talk-web-20- version  http://www.slideshare.net/xian/yahoo-pattern-library-social- design-patterns

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+ Social or Adaptive Process? Source: http://www.column2.com/2011/03/its-not-about-bpm-vs-acm-its-about-a-spectrum-of-process-functionality/

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+ Social Modeling i* (i star) framework

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+  Autonomy  Actions are not predetermined  Behavior not fully controllable, nor perfectly knowable  Intentionality  Actions are not random either  Ascertained by intent & motivation of Actor  SocialitySocial Actor  Social is rich; modeling is limitedActive entities that carries out actions  Well being of actor depends on otherto achieve goals by exercising its actors; relationshipsknow-how.  Rationality  Behavior is explained by goals & motives.  Belief is an assertion held true by actor; influences behavior

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+ i* notations i* framework guides: http://istarwiki.org/tiki- index.php?page=i%2A+Guides

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+ Strategic Dependency (SD) Model Typical process models (dataflow/activity diagrams) focus on information/control flow. SD model, a higher level abstraction, depicts what actors want from each other, and the freedom that each actor has.

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+ Strategic Rationale Model SD Model focuses on external relationships, while staying mute on internal makeup. SR Model provides a representational structure for expressing the rationales behind dependencies. Each actor is attributed goals, tasks, resources and softgoals.

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+ Tools for Social Modeling  Many; list available at http://istar.rwth-aachen.de/tiki- index.php?page=i%2A+Tools  I have used OpenOME, an Eclipse based tool  http://www.cs.toronto.edu/km/openome/  Still exploring it.  Can help with analysing/evaluating the model  DesCARTES Architect seems to have the most functionalities  http://www.isys.ucl.ac.be/descartes  Slightly behind OpenOME in Suitability, Usability & Maturity  Visio template available too.  Useful for Business Analysts not IT team

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+ Complement not Replace Social Modeling is to complement the static & dynamic modeling frameworks like Entity Relationship Diagrams, Information Flow Diagrams, Flowcharts, Swimlane diagrams, BPMN, UML, etc. It also requires different set of questions while interviewing users to unearth their goals & dependencies from their perspective. An underwriter might want to keep the items in his workbasket low, or have the reputation of being the best and might have to depend on the doughnut delivery guy to keep him motivated.Image Sources: http://uvenet.com/2011/10/05/underwriting-about-insurance/ http://www.flickr.com/photos/whitneyinchicago/5616100663/in/photostream/

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+ Thank you Prem Kumar Aparanji Sr. Architect, Cognizant, Bangalore http://j.mp/prem_k @prem_k