Our “Designing Socially-Enabled Processes” workshop at last week’s Gartner Symposium in Barcelona explored ways to implement social BPM whilst leading users through the change. We also discussed how to measure the value of socially-enabled processes. Part 1 of the blog (published yesterday) focused on roles and skills and suitable processes for social BPM.
How do you implement social BPM to drive awareness and ensure adoption of socially-enabled processes?
- Think in terms of value stream mapping to identify where social BPM can bring the most value to certain processes in the organization
- Get input from business users on what functionality they would like in order to select the right tool. Otherwise you increase the risk of a lack of user adoption if you give them a tool they don’t like!
- Run a proof of concept project that demonstrates how people used a socially-enabled process to collaboratively solve a problem or accelerate decision making.
- Educate stakeholders on how they can benefit from designing socially–enabled processes. Gain insight into how customers and employees really work and use this information to identify where socially-enabled processes would be the most beneficial to employees.
How do you define and measure the value generated by socially-enabled processes?
Create a forum for social BPM projects to take place and monitor the activity for candidate metrics. It is also wise to track who is involved in decision making processes and measure the impact of social BPM on these processes. The effective collaboration enabled by social bpm should make it easier to get the right information and people together to make better and faster decisions. Hence the time taken to arrive at a decision is a good metric for social BPM!
Approval processes (that can be improved by removing redundant steps to make faster decision/approval cycles) and project management processes are good candidate processes for testing out the “time to decision” metric. Evaluate whether the amount of collaboration and knowledge-sharing that took place meant that the project/decision delivered early or on time (compared to a similar project or decision process executed without social BPM).
Jim Sinur has also blogged the findings on “Methods and Measures” from the “Designing Socially-Enabled” Processes workshop run at Orlando Symposium.
Further comments welcome and you can follow me on Twitter: @scsearle
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