Despite advances in business automation over the past fifty years, the heart and soul of every organization is still its people--without whom the organization will stop dead in its tracks. Yet there is presently no complete way to manage the complex, continually changing work processes carried out by humans--and current work support technologies treat people as if they were cogs in a machine. Frankly, we need to do better. 
This landmark book combines insights drawn from biology, psychology, social systems theory, and learning theory with a deep understanding of business process analysis to form a complete theory of human work. It’s about how we really work, and provides management and information technology techniques that will help us to work better. The book shows how to deal properly with human issues in the workplace, transform the working relationships on which success is founded, and leverage intangible assets. Government agencies need this in order to meet the demands of citizens, and commercial companies need this if they are to survive. In today’s world of globalization and extreme competition, it's not satisfied customers you are after--it’s never-satisfied customers. In the networked future, repeat business from loyal customers is no longer just the best business; it’s the only business. And to get it, you need Human Interaction Management--the breakthrough that changes the rules of business. 
HUMAN INTERACTION: THE MISSING LINK IN BUSINESS PROCESS MANAGEMENT 
There’s a new breed of competitor on the block. In today’s uncertain global business world, these fierce new competitors are dominating industries by leveraging the universal connectivity of the Internet with a new category of business technology, Business Process Management (BPM). But the BPM techniques currently available are suitable primarily for activities carried out by machines. What about the many processes centered on the very foundation of commercial success—human-driven processes? 
After all processes don't do work, people do. Indeed, technology support for human interactions is the missing link in today’s BPM systems. Even the early process-based competitors are eager to reinvigorate human-centered work processes, for they know that these are the heart and soul of performance improvement and innovation. 
So, what is work? What does an information worker actually do all day? Read and write emails, create documents, make phone calls, attend meetings, talk to people, research, think, decide, agree, reject, ... this is the process of work; it’s how real work works. But because little of real work is augmented by modern computer systems, how can it be properly managed for greater effectiveness? The solution is not to try and find systems that replace humans--to automate people out of the picture. We are nowhere near the (perhaps mythical) stage at which humans have become irrelevant to the daily functioning of the enterprise. To the contrary, we need to make the best use of human skills by facilitating how work actually gets done, by real people. Amplifying the work carried out by people not only benefits the enterprise as a whole, but also improves job satisfaction of the individuals who are its life-blood. 
To amplify human-driven processes, we need to first understand how to formally describe such work, and then capture this understanding in a computer system. This calls for a change in kind in both business process modeling, and the BPM systems being proffered by today’s IT vendors. This book examines the true nature of work, and shows how it can be supported by the next generation of BPM systems. Drawn directly from first-hand experience, it’s a practical guide, not an exposition of abstract theory. In this groundbreaking book, a high-level discussion, written for business people, is supplemented with a technology focused discussion for enterprise architects and developers, providing them with detailed guidelines for implementing computer support for human-driven processes.

Human Interactions

Harrison-Broninski, Keith

Computers & Technology

Meghan-Kiffer Press

Business Process Management and Workflow are, by their very nature, social activities. The collaboration and communication patterns that are now increasingly referred to as “social computing” were also fundamental to the BPM and workflow models of the early 1990s. 
 Yet it has been the recent explosion of social computing and accompanying success of social production, from Linux to Wikipedia, and Facebook to Twitter, which have had the most dramatic impact on collaboration in business environments. 
 Today we see the transformation of both the look and feel of BPM technologies along the lines of social media, as well as the increasing adoption of social tools and techniques democratizing process development and design. It is along these two trend lines; the evolution of system interfaces and the increased engagement of stakeholders in process improvement, that Social BPM has taken shape. 
 Table of Contents The Quantum Organization: How Social Technology will Displace the Newto-nian view The Role of Trust and Reputation in Social BPM Change Management Processes How to Link BPM Governance and Social Collaboration through an Adaptive Paradigm Leveraging Social BPM for Enterprise Transformation BPM, Social Technology, Collaboration and the Workplace of the Future A Model-Driven Approach to Social BPM Applications How Social Technologies Enhance the BPM Experience for all Partici-pants Voice of the Network Through Social BPM Evidence-Based Service; Listening to Customers to Improve Customer-Service Processes Taking Channel and Distribution Management Social and Contextual Social Technology Makes the World a Better Place: Pro Bono BPM Dynamic Clinical Pathways Adaptive Case Management for Medical Profes-sionals A Case Study of BPM in a Kaizen Environment Next Generation Social Media: Alignment of Business Processes &amp; Social In-telligence Next Generation BPM Suites: Social and Collaborative Directories and Appendices include Glossary of Social BPM Terms

Social BPM: Work, Planning and Collaboration Under the Impact of Social Technology (Bpm and Workflow Handbook Series)

Business & Money

Das, Manoj

Palmer, Nathaniel

Kemsley, Sandy

Pucher, Max

Swenson, Keith D.

Management & Leadership

CreateSpace Independent Publishing Platform

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