1. Peter Schooff
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  3. Thursday, 07 December 2017
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No one seems to be talking about Social BPM anymore, so in your experience what is the best way to share process knowledge in an organization today?
Patrick Lujan Accepted Answer Pending Moderation
Blog Writer
Nobody reads COEs' wikis or, worse, Atlassian. They never have. Have road shows, have JADs, pair users from different areas and different levels of management together and write, then share, each other's user stories. Have them interact with each other.

Rinse, repeat.
  1. more than a month ago
  2. BPM Discussions
  3. # 1
Karl Walter Keirstead Accepted Answer Pending Moderation
Think of ways of managing 10,000 processes (some end-to-end processes/some process fragments; some that are specific to individual functional entities/some that run across entities/divisions/countries).

Ideally, you want easy access to the flowgraphs and to written documentation relating to each so that you don't invent new processes that serve the same purpose as already-existing processes.

Nothing short of a free-form-search Knowledgebase will do.

If anyone disagrees, we can do a cake-bake.

Managing an inventory of processes requires strategic planning tools ('big picture" with zoom-in capability)

The right way to do this is to build your processes in a Kbase environment so you don't have to re-do them in a BPM process mapping environment,

Unfortunately, my software cannot handle this at present but achieving transparency between a Kbase environment and a BPM process mapping environment has been on our wish list for several years now.

We came very close to finding a customer to fund this but the initiative did not go forward.
This is what TIBCO Nimbus does (did) for1,000s of process diagrams for 100,000 users. And what Elements.cloud does, but 100% in the cloud and with a compelling freemium model. It is an enterprise solution with security, access rights, version control, collaboration & search. BPM guys laugh at us and say we are not necessary - but we get 20-30 new clients A WEEK registering and using it.
  1. Ian Gotts
  2. 10 months ago
We provide such knowledge sharing through our process publishing portal with unlimited levels of model nesting, online integration of process documentation, inventory, methodology and semantic search.
  1. Boris Zinchenko
  2. 10 months ago
All good but in order to discover needs in respect of new processes, no reason why corporations who subscribe to RBV (Resource Based View) should not have in their Knowledgebases all corporate assets ( land, plant, equipment, tools, customers, information on competitors, technology trends, patents, capital, access to capital, proposed initiatives, authorized initiatives, KPIs PLUS processes that are supportive of the in-use assets).

The goal is to put all of the resources of a corporation to good use.

Strategies cannot succeed without operational efficiency, Cases cannot be managed without a focus on meeting the objectives of initiatives, initiatives that do not directly augment corporate competitive advantage or indirectly support sustaining/enhancing competitive advantage should not be undertaken.
  1. Karl Walter Keirstead
  2. 10 months ago
  1. more than a month ago
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  3. # 2
Juan J Moreno Accepted Answer Pending Moderation
I agree, Social BPM lost the spotlights, but I think it left some useful features for process knowledge management.
These features have become part of BPM Suites out of the box; you can not distinguish them as "social", but you use it everyday, implicitly managing your organization knowledge.


  • Some BPM Suites now allows users to add comments "tagging" other people, so they are notified (usually via email or typical unread bubbles). This is very useful for example when you need someone else opinion (sharing his/her knowledge for this particular process instance). Very social ;)
  • Another cool feature is the collaborative, in real-time, process model design. You can work at the same time over the same model, see what other are doing, comment, discuss, etc. This is a great tool to share, discuss and grow organizational knowledge, even between geographically dispersed people.
  • Customized reports, showing aggregated data of how your process are running, and how the ran in a time window (example: last week, last quarter). This knowledge transformation (from explicit data, to explicit reports that adds value aggregating this data), allows a better usage of the data in your business processes, to make better decisions.

Best !
CEO at Flokzu Cloud BPM Suite
  1. more than a month ago
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  3. # 3
Kay Winkler Accepted Answer Pending Moderation
The most effective way we determined thus far, during our implementation through NSI, is 3 fold:
1. Make sure that the BPM initiative is driven by an intuitive BPMS which in turn allows for the participation of all technical and none technical end users alike from the very beginning, as well as during the post go live BPM process admin.
2. Create short, audio-visual user stories of your processes as-is and to-be, instead of lengthy, static narratives in writing and flowcharting. Short and well made how-to videos have allowed for a faster, easier and longer lasting adoption of BPM as concept, than seminars, workshops and documentations ever had.
3. Create simple and representative KPI's that the automated processes feed data to. And then actually measure thus with the whole team on a frequent basis. Starting and keeping to measure re-process times per process, for instance, provides an effective context for discussions about continued process improvements.
NSI Soluciones - ABPMP PTY
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Ian Gotts Accepted Answer Pending Moderation
Watch any of the TIBCO Nimbus client case studies. Process collaboration at scale.

Nestle http://www.tangentfilms.com/newpages/nestle.html
RNLI . https://www.youtube.com/watch?v=N1TWlgSXUc8
ThyssenKrupp Steel https://www.youtube.com/watch?v=8sGwGUi7Aks
BAE Systems https://www.youtube.com/watch?v=1EGNBRglC6o

ThyssenKrupp USA CEO (!) says excellence comes from "reacting to reality on the shop floor", not from someone "sitting in an office".(2:21)
  1. John Morris
  2. 10 months ago
John - absolutely. The TIBCO Nimbus process maps were available to shopfloor teams as the "operational manual" with the ability to add improvement suggestions and access their core systems.
  1. Ian Gotts
  2. 10 months ago
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  3. # 5
Neil Ward-Dutton Accepted Answer Pending Moderation
@Ian is on the money here; Elements.cloud (disclaimer, his business) is designed for precisely this purpose. TIBCO Nimbus also does a decent job. I'd also encourage anyone interested to check out Skore and (last but not least) Promapp.
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Bogdan Nafornita Accepted Answer Pending Moderation
Not sure there's a "best" way. For example, while I understand the value of process collaboration for knowledge workers, that is absolutely not the case (as in, zero requests to implement) from mid-sized manufacturing companies (disclaimer on company size, as always).

What we found is a good pattern for such companies (where their simpler actors only care about the impact of that specific task in the overall success of that specific case/process instance) is to embed process knowledge in a dynamic help layer, that picks up process instance variables to actually tell the actors what the consequence of what they are doing is going to be on the process (e.g. where that task is going, who is going to do it / approve it etc based on their selections).
CEO, Co-founder, profluo.com
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  3. # 7
Dr Alexander Samarin Accepted Answer Pending Moderation
Knowledge must be shared as practice. Manage the organisation by business processes and make them explicit and machine-executable thus people will trust that what they see is what they do.

exactly what we do - thanks for the condensed wording :)
  1. Bogdan Nafornita
  2. 10 months ago
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  3. # 8
Boris Zinchenko Accepted Answer Pending Moderation
Almost all major BPM suites include now process publisher as their essential component. Process publisher normally implements a crucial mission of sharing process knowledge in an organization.

Historically, process publishing first appeared as automatic creation of static collections of web pages representing business diagrams in a company and linked together by navigation trees and embedded hyperlinks. Recently, these process libraries began evolving into dynamic process portals. For many cloud BPM suites these portals already serve as a primary front end for online process collaboration and knowledge sharing.

Typical features of process portals include:
• Hierarchical process tree.
• Inventory of business processes.
• Direct navigation through embedded diagram links.
• Interactive view of individual diagrams wit pan and zoom.
• Property panels for all business objects.
• Global navigation and semantic search.

Advanced features for cloud front-ends also cover:
• Commenting and discussion on business objects in diagram context.
• Interactive online design of processes.
• Storage of process documentation linked to diagrams.
• Tracking history of modifications for every process.
• Direct execution of processes from cloud cockpit.
• Real time monitoring of process execution.

Many more advanced features for knowledge sharing can be found in individual products.
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  3. # 9
John Morris Accepted Answer Pending Moderation
By coincidence, Geoffrey Moore ( "Mr. Crossing the Chasm" and "The Four Zones" ) reposted on LinkedIn today an interesting and relevant article from January 2016: Getting Social in the Enterprise: Seven Things to Get Your Head Around. I shared the following comment:

"Fantastic article on a key topic - in the business process management (BPM) space with which I'm familiar, social is natural and there has been a lot of hype, erm "expectations". It's hard though.

Not sure I buy into the generational thing though - it might be a convenient short-hand, but there is research that the idea of "generation" as independent variable with predictive power is very weak. All phenomenon can be explained merely by exposure, education etc. Social only works if - as you have explored - the economics of social interaction costs and benefits, in the context of culture, make sense.

"Social" in this case is just technology that supports faster more finely grained communications transactions, more narratives, if you will.

But all the things that govern these things remain - which is why I'm leery of references to any so-called "Spring" - some of them didn't turn out well. Corporate culture and governance same thing. It might turn out well, but uptake has been slow. And for good reasons."
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David Chassels Accepted Answer Pending Moderation
Adoption of BPM clearly brings that discipline to focus on business processes and mapping out to understand and engage users helps to facilitate change much as indicated in Ian's videos. How that change is then implemented to deliver on all business requirements for "accountability" is now the issue. This is now vital as "digital" forces that need to rethink the underlying software support. Just mapping processes may require discussion with users but true engagement only becomes a reality if they recognise their direct input will be reflected in the new application. Adaptive UIs will be important and this by need will change the relationship with the multitude of legacy. This is where Digital Business Process Platforms can bring real engagement thus empowerment to users.

By displaying the build and the resultant deployed application in a Graphical Process Designer "GPD" in clear user language their knowledge being deployed will deliver a clear message to users that at long last their direct input to these next generation Adaptive applications is now valued. By removing the need to put coders into the build and change of processes (thus not an IT project) just strengthens user engagement...and dramatically reduces cost!. Just changing legacy is not a long term fix indeed likely to be an expensive one and users continue to be secondary to implementation?

Transparency is now displayed in the GPDs and this display of knowledge of the actual deployed applications is available to all interested parties across the organisation: managers, compliance, audit etc. This removes the "mystic" that has surrounded enterprise software that has caused so much frustration for business users who have often resorted to "off line" spreadsheets and other unrecorded "activity". This is now unacceptable and to change requires confidence of having the knowledge of how such new build in a DBP takes place with supporting transparency.
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