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Dealing with Human-Driven Processes

In: Handbook on Business Process Management 2

Author

Listed:
  • Keith Harrison-Broninski

    (Role Modellers Limited)

Abstract

There is little evidence that current BPM deployments deliver significant return on investment (ROI), as most deployments are small-scale and tactical rather than enterprise-scale and strategic. Further, BPM/Service-oriented Architecture (SOA) deployments pose a business risk, as the necessary new management techniques are not yet well understood. The routine processes amenable to application of current BPM techniques must be integrated with high-level management work, knowledge work, and sectors in which human activity is critical. We present a means of describing collaborative, adaptive human-driven processes, and optionally supporting them with software, so as to increase individual productivity, improve organizational memory, and align human work more closely with organizational goals. A framework is provided by the theory of Human Interaction Management (HIM). HIM facilitates the management of teams, communication, knowledge, time, and plans. HIM also shows how to automate processes involving human collaboration, even those of cross-organizational boundaries. Introduction of HIM into the enterprise, as well as its integration with both organizational strategy and mainstream BPM, is via an associated methodology, Goal-Oriented Organization Design (GOOD).

Suggested Citation

  • Keith Harrison-Broninski, 2010. "Dealing with Human-Driven Processes," International Handbooks on Information Systems, in: Jan vom Brocke & Michael Rosemann (ed.), Handbook on Business Process Management 2, pages 443-461, Springer.
    • Handle: RePEc:spr:ihichp:978-3-642-01982-1_21
    DOI: 10.1007/978-3-642-01982-1_21
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