From a presentation that I gave at the IRM BPM conference in London, September 2010, and at the Business Rules Forum/Building Business Capabilities conference in DC, October 2010.

1. Social BPM 1 Copyright Kemsley Design Ltd., 2010

2. Agenda Defining BPM and social software BPM and Enterprise 2.0 Collaborative process modeling Runtime process collaboration Online BPM communities Software as a service Impacts and future directions 2 Copyright Kemsley Design Ltd., 2010

3. What Is BPM? A management discipline for improving cross-functional business processes. The methods and technology tools used to manage and optimize business processes. Model Automate Optimize Monitor 3 Copyright Kemsley Design Ltd., 2010

4. What Is Web 2.0? Consumer-facing social software Software as a service User-created content Lightweight development models for mashups Image copyright The Economist, 2010 4 Copyright Kemsley Design Ltd., 2010

5. Web 2.0 Examples Gmail: rich interface,constantly upgraded Wikipedia: content frommany authors Google Maps: open APIadds to other apps 5 Copyright Kemsley Design Ltd., 2010

6. What Is Enterprise 2.0? Enterprise-facing social software Business purpose, not purely social: Social interaction to strengthen weak ties Social production to collaboratively produce content SaaS or on-premise Internal or external 6 Copyright Kemsley Design Ltd., 2010

7. Enterprise 2.0 Examples Beehive, IBM’s internal social network Social interaction SAP’s external community networks Social production 7 Copyright Kemsley Design Ltd., 2010

8. Collaboration, Social Networking and BPM 8 Copyright Kemsley Design Ltd., 2010

9. Drivers For BPM And E2.0 Changing user expectations Trends towards greater collaboration Lack of agility in many current BPMS implementations 9 Copyright Kemsley Design Ltd., 2010

10. Collaborative Process Modeling Multiple people participate in process discovery, modeling and documentation Captures “tribal knowledge” Internal and external participants Technical and non-technical participants 10 Copyright Kemsley Design Ltd., 2010

11. Collaborative Process Modeling: Examples IBM BPM [Lombardi] Blueprint SAP Gravity on StreamWork ARISalign 11 Copyright Kemsley Design Ltd., 2010

12. Runtime Process Collaboration With Dynamic BPM User can “step outside” structured process + create ad hoc collaboration Audit trail and artifacts captured within BPMS audit log Eliminates uncontrolled(unaudited) email processes 12 Copyright Kemsley Design Ltd., 2010

13. Runtime Process Collaboration: Examples HandySoft Fujitsu 13 Copyright Kemsley Design Ltd., 2010

14. Online BPM Communities External communities of practice Provide idea exchange, tools Augment or replace internal BPM center of excellence May be vendor specific/sponsored Internal center of excellence Discussion forums Collaboration linked to process models Collaboration linked to process instances 14 Copyright Kemsley Design Ltd., 2010

15. Online BPM Communities: Examples External communities of practice IBM BlueWorks Business Process Incubator Software AG ARISalign Internal center ofexcellence Appian Global 360 Fujitsu 15 Copyright Kemsley Design Ltd., 2010

16. BPM Software As A Service Reduce capital costs Full capabilities of on-premise version Design and run from anywhere Key targets: Business process outsourcers Small and medium business Business-to-business processes Development and test systems 16 Copyright Kemsley Design Ltd., 2010

17. BPM Software As A Service: Examples Appian Anywhere Fujitsu InterstageBPM Cordys Process Factory Intalio|Cloud 17 Copyright Kemsley Design Ltd., 2010

18. Impacts of BPM andEnterprise 2.0 18 Copyright Kemsley Design Ltd., 2010

19. The Analysts Agree……Social BPM Has Arrived 19 Copyright Kemsley Design Ltd., 2010

20. Social/Cultural Impacts Participatory culture for collaborative modeling Business must commit resources IT must allow business to participate Comfort level for collaborative execution Users must feel comfortable deviating from predefined structured process Management must allow sufficient autonomy 20 Copyright Kemsley Design Ltd., 2010

21. Technological Impacts Standardized RSS/Atom feeds for repurposing data and user-created dashboards IM/SMS/microblogging for process alerts Rich user interfaces (AJAX) eliminate desktop installation User-created mashups 21 Copyright Kemsley Design Ltd., 2010

22. Economic Impacts RIA and lightweight development models lower development costs Fast graphical development End-user composition Software as a service BPMS lowers capital costs Runtime collaboration lowers cost and latency of process modeling 22 Copyright Kemsley Design Ltd., 2010

23. Barriers To Adoption Perceived loss of management control over processes Lack of understanding/trust in lightweight development models/tools Risk of data loss or security breach with SaaS BPMS 23 Copyright Kemsley Design Ltd., 2010

24. The (Enterprise 2.0) Future Is Already Here BPMS vendors incorporating Enterprise 2.0 functionality RIA configurable user interfaces Lightweight integration RSS/event feeds Design collaboration Runtime collaboration SaaS These are facilitating change in BPM 24 Copyright Kemsley Design Ltd., 2010

25. What To Expect In The Future User tagging of process instances Dynamic subprocess definition Integrated IM and other synchronous communication Goal-oriented shift of process responsibility from management to knowledge workers 25 Copyright Kemsley Design Ltd., 2010

26. Questions? Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley 26 Copyright Kemsley Design Ltd., 2010