Social and Collaborative BPM Pushing Organizational Excellence

Transcription

1 <Insert Picture Here> Social and Collaborative BPM Pushing Organizational Excellence Manas Deb, PhD MBA, Sr. Director, SOA/BPM Product Management, Oracle HQ Manoj Das, Sr. Director, BPM Product Management, Oracle HQ DOAG, Nov 15-16, 2011, Nuernberg, Germany

2 THE FOLLOWING IS INTENDED TO OUTLINE OUR GENERAL PRODUCT DIRECTION. IT IS INTENDED FOR INFORMATION PURPOSES ONLY, AND MAY NOT BE INCORPORATED INTO ANY CONTRACT. IT IS NOT A COMMITMENT TO DELIVER ANY MATERIAL, CODE, OR FUNCTIONALITY, AND SHOULD NOT BE RELIED UPON IN MAKING PURCHASING DECISION. THE DEVELOPMENT, RELEASE, AND TIMING OF ANY FEATURES OR FUNCTIONALITY DESCRIBED FOR ORACLE'S PRODUCTS REMAINS AT THE SOLE DISCRETION OF ORACLE. 2

3 PART A Preliminaries 3

4 The Social Enterprise Emergence Where the User is King User Participation User-Generated Content Real-Time Communication Social Communities 4

5 Social Computing Leveraging Social Capital Beyond Social Networking & Into Enterprise Computing Strong & natural drivers for social computing Man is a social animal We need social interactions IT consumerism, the gen-y/gen-c workers; open innovation Maslow s Needs Hierarchy and Natural Drivers for Social Computing (Hodgson, 2007) Economics of transformation to economics of interaction Last industrial revolution was about automation Current industry trend is to leverage interaction Wisdom of the Crowd In solving business problems Decision-making by collective knowledge; facilitating knowledge-work 5

6 Systems-of-Record to Systems-of-Engagement* A Shifting Focus in Enterprise Computing Computing Progress Systems-Of-Records Systems-Of-Engagement [ Global Mobile Social Virtual ] Past Future Digitization of information assets to digitization of human culture * Adapted from a recent Geoffrey Moore Keynote on The Future of Enterprise IT 6

7 Collaborative Computing Achieving Super Goals Collaboration More than co-operation Committed determination to achieve the same superior goal Much closer and deeper interactions among participants (blue) and F2F (red) communications in a German bank ( Life in the Network, David Lazer et al, 2009) Collaborative computing support approach & technology Encourage pervasive collaboration economically & efficiently User-centric computing platform lowers adoption barrier 7

8 Collaborative Computing Strategies Information Gathering & Assimilation Informal Centralized Distributed Traditional Favorites Formal Information Gathering & Assimilation Styles & Disciplines Information handling and collaborating computing Information flow, collection & consumption impacts efficacy & efficiency Need to easily and appropriately combine different styles and disciplines 8

9 PART B BPM & Organizational Excellence 9

10 Organizational Excellence More Than a Quarterly Bottom-Line Performance Comprehensive and sustainable performance excellence Optimal balance of needs, objectives/results, work & competence All constituents: Customers, shareholders, employees, partners Diamond of Org Excellence Ring of Org Excellence Systematic development of org competence (BPM helps ) Individual competence is necessary but not sufficient Focus on culture, knowledge, resource, processes Iterative, continuous improvement paradigm 10

11 Processes Business Process Management (BPM) End-to-End Process Optimization Customer Relationship Management Sales and Marketing Production Planning Manufacturin g Inventory & Logistics Finance & HR Product Configuration Order Management Warranty & Returns Management Customer Relationship Management Sales and Marketing Production Planning Manufacturing Inventory & Logistics Finance & HR CRM SFA Produ ct produc t ERP SCM produc t Real-World Business Processes span organizations, systems, and applications. MES DB LMS Inv MGMT Enterprise Infrastructure Services (Portal, SOA, IDRS, LDAP, EAI, , IT Operations) B2B ERP CRM SFA Product product SCM product DB LMS ERP Inv MGMT Enterprise Infrastructure Services (Portal, SOA, IDRS, LDAP, EAI, , IT Operations) BPM ties-in all process activities and provides better efficiency, visibility, agility & biz-it alignment MES B2B ERP BPM: An explicit approach to modeling, automating, measuring and optimizing business processes across organizational divisions, systems and applications 11

12 BPM Boosting Organizational Excellence Competitive Advantage Through Process Excellence Strategy execution & improvement building blocks via BPM Collections of business activities create business capabilities Business processes help organize and manage business activities Thus, BPM directly helps business strategy execution & improvement Alignment of BPM with business/organizational strategy Through enterprise value-chains Through org excellence imperatives (e.g. operations, products, service) Via strategy maps (e.g. those derived from Balanced Score Card) Pursuit of org excellence in a range of process categories Core process Supporting processes Administrative process BPM enables & supports better knowledge-working For example, innovation, R&D, critical customer support 12

13 PART C Social & Collaborative BPM 13

14 Social BPM: Processes & Social Computing A Natural Convergence? BPM Model & Develop Execute & Manage Collaboration using Social Computing Community + = Collaborative Monitoring Social BPM IT / Business Alignment Mitigated Risk Change Social Communication Continuous Improvement 14

15 Before Social BPM Problem Collaborate & Decide Implement The Challenges Lack of synchronization between decision making and its implementation Decision making not captured within the context of the business process Auditing 15

16 With Social BPM Collaboration Within the Context of the Process Process Annotations and Comments s Task Reassignments Instant Messages Process Milestones 16

17 Social (and Collaborative) BPM High Synergy Something Old, Something New Social BPM A convergence of technology & behavior Suitably combines social, collaboration and BPM technologies Cross-leverages the need and the trends in next-gen computing Social+collaborative computing and BPM are complementary Social BPM increases the efficiency and efficacy of BPM projects BPM discipline helps make social BPM useful to business computing Facilitating easy participation of all stakeholders Process owner(s), analysts, architects, developers & workers Faster knowledge-sharing, innovation & better decision-making Many prevalent technologies & patterns in a new context E2.0 mash-ups, Wikis, blogs, chats, comments, tags Communities, connection-networks, content and participant rating Multi-channel, multi-device delivery, unified task lists, notifications Portal and UI customization/personalization, roles/responsibilities 17

18 Social Computing Influencing BPM Design-Time & Run-Time Activities Process Discovery & Modeling A set of social activities Requirements gathering and assimilation; tracing Content & discussion integration SME identification and participation Change notifications As activity streams As blog posts End-user feedback incorporation Collaborative (rather than concurrent) modeling Process Work Productivity boost by social interaction Work anywhere, anytime On-demand collaboration Difficult problem resolution with group or expert knowledge Better handle ad-hoc and unstructured process requirement 18

19 BPM Value-Add to Social Computing Helping Social Computing To Be Business-Worthy Adding goal orientation in standard social interactions Goal-driven guided interactions Top-down (versus bottom-up as in standard social interactions) Staying aligned the context of the big picture Roles/responsibility assignments in order to achieve goals Goal-driven input collection Two-way communication (push and pull) Capturing complex response structure/formats using forms Rule-based guidance for input collection Adding follow-ups in social interactions Typical social interactions lack the concept of follow-ups BPM technologies can add follow-up capabilities By adding tasks, alerts and escalations BPM can add org hierarchies in otherwise flat social networks 19

20 PART D Oracle BPM Suite 11g* A Next-Gen BPMS Supporting Social & Collaborative BPM *For an overview of the product, please attend the 4pm session today: Oracle BPM Suite 11g Overview and Roadmap 20

21 Social BPM: From Process Design to Execution Enterprise Architects Define business architecture Business Analysts Model processes Developers Populate business catalog and implement details LOB Owners Collaborate with business analysts and tailor-to-fit processes Business Users Collaborate and innovate Team Measure, analyze, improve, govern IT Operations Manage and monitor 21

22 Oracle BPM Suite 11g & Social BPM Built-In Support for Social & Collaborative Computing BPM Suite leverages Oracle WebCenter (WC) for Social BPM WC is a full-featured platform for social+collaborative computing BPM Suite OOTB WC (Process) Spaces: Modeling, Work & Instance Key Product Building Blocks Framework for Social BPM Many BPM Suite functionalities support Social BPM activities Web-based Process Composer & business rules; support for mobility User-centric, role-based interfaces/tooling; content mgmt connectivity Single process model through out the BPM lifecycle 22

23 Choosing the right tool: BPM Suite 11g Simplifies achieving process management success with a complete solution for all types of processes by providing a unified process foundation, usercentric design, and social BPM interaction Oracle BPM Suite 11g Social BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User- centric Design BPM Studio Process Composer Process Analysis WYSIWYE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-to-End Management Integration Services Scalable Architecture 23

24 Oracle BPM Suite 11g Process Spaces Simplifies achieving process management success with a complete solution for all types of processes by providing a unified process foundation, usercentric design, and social BPM interaction Oracle BPM Suite 11g Social BPM Workspace Process Spaces Enterprise 2.0 Services Business Process Guides Unstructured Processes User- centric Design BPM Studio Process Composer Process Analysis WYSIWYE Model Multichannel Development Unified Process Foundation Unified Engine Business Catalog End-to-End Management Integration Services Scalable Architecture 24

25 BPM Suite 11g Process Modeling Spaces Built-In Support for Social & Collaborative Computing 25

26 BPM Suite 11g Process Work Spaces Built-In Support for Social & Collaborative Computing 26

27 BPM Suite 11g Process Instance Spaces Built-In Support for Social & Collaborative Computing 27

28 Social BPM Interactions in BPM Suite 11g An Example Using the Process Spaces Demo Demo Setup A sales quote process A process worker needs to find all his/her tasks Act on tasks Focus on a specific process There is a need to collaborate with others on a specific activity/task Certain activities may have to added just-in-time Explore process improvement (activity flow, rules) opportunities Show Navigation through some example process spaces Use of process work space, instance space, modeling space Combined power of process composer and process spaces 28

29 PART E Concluding Remarks 29

30 In Summary Social BPM helps push organizational excellence Helps increase the quality, efficacy and efficiency of BPM projects Better BPM adoption helps process excellence Process excellence directly helps organizational excellence Adoption of Social (and collaborative) BPM is on the rise In the near future, expect to see many companies leveraging social BPM Oracle BPM Suite facilitates a wide spectrum of social BPM activities You are encouraged to try this approach in your BPM projects Hands-On Tutorial l.com/bpm1 1packt Handbook handbook Downloads and More: OTN Ask and Discuss: Follow Us: m.jspa?forumid=560 twitter.com/oraclebpm 30

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