Challenges of Social Business Process Management

Pflanzl, Nicolas; Vossen, Gottfried

doi:10.1109/hicss.2014.480

Cited by 19 publications

(10 citation statements)

References 32 publications

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“…This definition is similar to the one given by Pflanzl & Vossen (2014). Social BPM can also be positioned within a recent research stream in the field of BPM investigating how user participation takes shape within a BPM project and how it relates to project outcomes (de Waal & Batenburg, 2014), which highlights the importance and impact of user engagement in the BPM lifecycle (Sousa et al, 2011).…”

Section: Background and Related Workmentioning

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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Section: Background and Related Workmentioning

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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“…Thereat, BPM began to evolve to this new open world and to support collaboration through the use of social technologies and features. This phenomenon is currently known as Social BPM [17,19].…”

Section: Introductionmentioning

confidence: 99%

“…Social BPM consists of the fusion of social and collaborative practices and technologies with business process management in order to involve all relevant stakeholders in the BPM lifecycle [17,19]. Literature suggests that Social BPM can reduce or avoid some classic BPM problems, such as differences between process modeling and process execution or omission of ideas to process innovation or improvement, since it promotes a more collaborative and transparent environment [10].…”

Section: Introductionmentioning

confidence: 99%

A Survey on the use of Social BPM in Practice in Brazilian Organizations

Batista

Magdaleno

Kalinowski

2017

Anais Do Simpósio Brasileiro De Sistemas De Informação (SBSI)

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Social BPM is the combination of Business Process Management (BPM) with social and collaborative techniques for the purpose of exploring collaboration among stakeholders throughout the BPM lifecycle. Its goals are to reduce common problems in BPM by ensuring collaboration and transparency. To the best of our knowledge, there is no information on how Social BPM is being used in organizational environments and on its impacts. This study aims at showing how Brazilian organizations are using Social BPM practices and technologies. Therefore, a survey was conducted with employees from different companies in order to collect data on their usage of BPM collaborative practices. The survey received 31 replies and 3 of the respondents were also interviewed in order to provide depth to their answers and to enhance the overall understanding. The results show that collaboration happens predominantly in design, modeling, and improvement phases. Collaboration still happens mainly without formal planning and without tool support. CCS Concepts• Human-centered computing➝Empirical studies in collaborative and social computing • Applied computing➝Business process management General TermsManagement.

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“…process design, configuration, enactment and diagnosis [14]) and stresses the role of social media effecting all the stages of the lifecycle, and how the effect is achieved. For example, Pflanzl and Vossen define social BPM as "the involvement of all relevant stakeholders in a BPM life cycle by applying social software and its underlying principles" [9] (p.3870).…”

Section: What Is Social Bpm?mentioning

confidence: 99%

“…Social BPM aims at enhancing the organization's performance by means of a controlled participation of stakeholders to process design and enactment [8](p.223). The concept of social BPM enables a large variety of experts from within and outside the organizations to contribute their domain knowledge and expertise to certain tasks within a business process [9]. This feature of social BPM is expected to create flexibility for organizations to tackle different type of problems [2,8,10,11].…”

Section: Introductionmentioning

confidence: 99%