1. Introduction to Social BPM

2. Background
 Conventional BPM’s Problem
• Building a successful BPM initiative requires teams to
develop effective and efficient ways to engage everyone
across the entire process value chain: business stakeholders,
partners, employees, and customers.
• Unfortunately, BPM has traditionally only focused on
engaging narrow silos within the internal value streams -
often leaving customers, partners, and the bulk of frontline
workers out of the communication loop.

3. What is Social BPM?
• Social BPM is a methodology for bringing more and
diverse voices into process improvement activities
• Uses social networking principles to accelerate time-
to-value and adoption for BPM projects
• Combines Web 2.0 and social tools with BPM to
facilitate bi-directional communication for process
improvement
Clay Richardson, IBM's Impact 2010

4. Social BPM patterns
• Collaborative(Extend) discovery
– Extending process discovery frontline and customers for bi-directional
communication
• Runtime process guidance
– Monitoring external and internal social networks to modify in-flight
business processes
• Process reflection
– Process users provide direct feedback on process enhancements and
improvement during execution
• Shared development
– Extending process development methodology and tools to support
development collaboration between business and IT roles.
• Process Guidance
– Provide real-time suggestions and guidance for completing a particular
activity based on real-time analytics and/or social network analysis (e.g.,
crowdsourcing techniques).
Clay Richardson, IBM's Impact 2010

5. Social BPM Features
 Four corners of Social BPM
Chris Taylor, The four corners of social BPM

6. Social BPM Features
 Without the constraints of time and space,
it is based on working of various kinds of collaboration.
Khoshafian, MyBPM - Social Networking for BPM, 2008

7. Social BPM Features
 Community based
– Within the enterprise
– Across the trading partner value chain
– Community
• Particular vertical domain
• Networks on standards, best practices, methodologies,
templates
Khoshafian, MyBPM - Social Networking for BPM, 2008

8. Social BPM Features
Entire taxonomy of BPM communities and activities
Khoshafian, MyBPM - Social Networking for BPM, 2008

9. Social BPM Features
Kim Kyudong, Oracle BPM Suite 11g: Complete Social BPM

10. Social BPM Features
Kim Kyudong, Oracle BPM Suite 11g: Complete Social BPM

11. Social BPM Features
• Process Collaboration in Team Spaces
• Modeling Spaces: Process improvement through
collaboration
• WorkSpace : Discussions, documents
• Instance Specific Space : Collaboration specific to an
instance (Audit trail. Participants, documents, calendar)
• Unstructured Processes: Unplanned interaction a key part
of the process
• Process Tasks in Context: Rich, Unified User Experience /
Embedded Analytics / Enterprise Application Integration /
Business Process Integration / Accounting & Financial
Mgmt Info / Contextual E2.0 Services

12. Global vendors
 Social BPM, Positioning where will it be available?
http://www.realstorygroup.com/Research/Vendors/
2011 Content Technology Vendor Map

13. Global vendors
 Social BPM, Positioning where will it be available?
Khoshafian, MyBPM - Social Networking for BPM, 2008

14. Global vendors
• Personalized, Filtered Views
Users can filter views by relevant application or process areas and subscribe to
customized feeds to monitor the key events and information that is meaningful to
them.
• Easy Collaboration
Comment, question and collaborate on business events through real-time message
posts and ad-hoc updates to targeted groups within and outside of pre-planned
business processes.
• Take Action
Generate actions and complete tasks from inside the event feed or from a mobile
device, using optimized web and mobile forms to capture data and route tasks.
• Collaboration Features
• Discussion
– Secure discussion thread for departments, processes, or content to encourage
collaborations between
• Ratings
– Rate comments and discussions

15. Global vendors
• Community dynamics
• Members can
– share their thoughts, ideas and opinions
– by providing feedback about these resources,
– sharing recommendations
– engaging in discussions through forums and blogs.
• The community recognizes top contributors and most
popular authors
Wilfred Jamison, BPM Voices: Get social with IBM and BPM