AGILIPO: Embedding Social Software Features into Business Process Tools

Silva, António Rito; Meziani, Rachid; Magalhães, Rodrigo; Martinho, David; Aguiar, Ademar; Flores, Nuno

doi:10.1007/978-3-642-12186-9_21

Cited by 28 publications

(10 citation statements)

References 4 publications

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“…7 summarizes the introduced areas of related work in workflow management systems and S-BPM. It can be seen that community involvement and knowledge sharing are only in the focus of the S-BPM approaches of Schöntha-ler et al [27] and Rito-Silva et al [26]. Schönthaler et al got a higher ranking in both categories because they have a working implementation while Rito-Silva et al [26] only sketch their approach.…”

Section: Summary and Classification Of Related Researchmentioning

confidence: 95%

“…It can be seen that community involvement and knowledge sharing are only in the focus of the S-BPM approaches of Schöntha-ler et al [27] and Rito-Silva et al [26]. Schönthaler et al got a higher ranking in both categories because they have a working implementation while Rito-Silva et al [26] only sketch their approach. Schönthaler et al [27] pursue knowledge sharing in their approach but it does not aim at the reuse of procedural knowledge but at providing additional social software like a social network to their BPM tool.…”

Section: Summary and Classification Of Related Researchmentioning

confidence: 95%

“…AGILIPO promotes a social software environment in which the folksonomy of tagged activities can be discussed and rated. So far, Rito-Silva et al [26] only sketch the idea of AGILIPO but an implementation of the proposed features has not been described.…”

Section: Social Business Process Managementmentioning

confidence: 96%

“…In 2010, Rito-Silva et al [26] propose a human-centred approach following the principles of agile software development, called AGILIPO. Their research aim is to define an agile business process methodology that shall overcome weaknesses of traditional BPM, especially the lack of stakeholder involvement.…”

Section: Social Business Process Managementmentioning

confidence: 99%

See 3 more Smart Citations

Social workflows—Vision and potential study

Görg

Bergmann

2015

Information Systems

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Section: Summary and Classification Of Related Researchmentioning

confidence: 95%

Section: Summary and Classification Of Related Researchmentioning

confidence: 95%

Section: Social Business Process Managementmentioning

confidence: 96%

Section: Social Business Process Managementmentioning

confidence: 99%

See 2 more Smart Citations

Social workflows—Vision and potential study

Görg

Bergmann

2015

Information Systems

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“…Approaches to social BPM in the literature focus on integrating social software in process design (Brambilla & Fraternali, 2012), e.g. defining primitives to model user polls in BPMN, or on allowing users to socially define course actions in the occurrence of exceptions (Silva et al, 2010). These approaches simply aim at introducing extensions based on social software in specific phases of the traditional BPM lifecycle.…”

mentioning

confidence: 99%

A framework to capture and reuse process knowledge in business process design and execution using social tagging

Rangiha

Comuzzi

Karakostas

2016

Business Process Management Journal

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Purpose – The purpose of this paper is to present a framework for social business process management (BPM) in which social tagging is used to capture process knowledge emerging during the design and enactment of the processes. Process knowledge concerns both the type of activities chosen to fulfil a certain goal and the skills and experience of users in executing specific tasks. This knowledge is exploited by recommendation tools to support the design and enactment of current and future process instances. Design/methodology/approach – The literature about traditional BPM is analysed to highlight the limitations of traditional BPM regarding management of ad hoc and semi-structured processes. Having identified this gap, an innovative BPM framework based on social tagging is proposed to address these limitations. This model is exemplified in a real case scenario and evaluated through the implementation of a prototype and a case study in real world non-profit organisation. Findings – An overview of the social BPM framework is presented, introducing the concepts of role and task recommendation, which are supported by social tagging. The prototype shows the buildability of the social BPM framework as an extension of a Wiki platform. The case study demonstrates that the social BPM framework improves user collaborativeness in designing and executing process instances. Research limitations/implications – The applicability of the framework is targeted to ad hoc and possibly semi-structured business processes and it does not extend to highly procedural and codified processes. A single case study limits the generalisability of the evaluation results. Originality/value – The social BPM framework is the first to introduce task and role recommendation supported by social tagging to overcome the limitations of traditional BPM models.

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