Towards Collaboration Maturity in Business Processes: An Exploratory Study in Oil Production Processes – a literature review
Towards Collaboration Maturity in Business Processes:
An Exploratory Study in Oil Production Processes
Andréa Magalhãe Magdaleno, Claudia Cappelli, Fernanda Araujo Baião,
Flávia Maria Santoro and Renata Araujo NP2Tec – Research and Practice Group in Information Technology, Department of Applied Informatics, Federal University of the State of Rio de Janeiro (UNIRIO), Rio de Janeiro, RJ, Brasil
Collaboration; BPM; case study; Activity Theory
Magdaleno et al (2008) use a case study based on a Brazilian oil company and cover issues associated with establishing collaborative processes and the knowledge management of business processes.
Magdaleno et al (2008) believe that if Organisations can incorporate a collaboration aspect to their modelling process, then benefits will be: an improved process understanding & higher quality process models. This statement is supported by Magdaleno, Araujo, and Borges (2007) who assert that collaboration will be increased when it is taken into account during the process modelling phase. The Authors have proposed a collaboration framework called CollabMM as a method to follow when establishing collaboration practices. This model provides a set of practices that if followed, support business process collaboration (Magdaleno, Araujo, and Borges, 2007)
The concept of Activity Theory is referred to whereby collaboration is viewed as a distributed collective activity amongst several Actors, each performing tasks in alignment with a shared objective (Clarke & Smyth, 1993). As each person involved in the collaborative activity holds information important to the group, problem solving potential is enhanced (Marwell & Schmitt, 1975).
The Authors assert that the common objectives of a process model are -> the results to be achieved; distribution of responsibilities; and coordination guidelines for the workflow. Also, by incorporating collaboration into the process models, organisations can establish a path for process improvement and knowledge sharing.
One of the key findings from this case study is the importance of selecting the right process as the addition of collaboration activities may be time consuming and increase process cost for little return (Magdaleno et al 2008).
Organizational and Technological Options for Business Process Management from the perspective of Web 2.0 – a literature review
Organizational and Technological Options for Business Process Management from the perspective of Web 2.0
via http://www.wirtschaftsinformatik.de: Vanderhaeghen D, Fettke P, Loos P (2010) Organisations- und Technologieoptionen des Geschäftsprozessmanagements aus der Perspektive des Web 2.0.
Self organisation; collective intelligence; folksonomies
Vanderhaeghen et al (2009) comment on the evolution of business process management into an established information systems design approach including the concepts of both business management and computer science. Aside from the derived benefits there still remains the question of how to manage those highly dynamic organisational functions that require user discretion to reach the optimum outcomes. The Authors consider that a central problem of business process management is how to effectively manage these dynamic process models.
Applications that are commonly grouped as Web 2.0 such as wikis, social networks & bookmarks are designed to take advantage of individual user capabilities and foster spontaneous input to a common context (Vanderhaeghen et al 2009). The Authors discuss how related literature by Ebersbach et al. (2008), Komus (2006), Komus and Wauch (2008), and Lai and Turban (2008) all discuss the use of wikis for process management. Also Komus and Wauch (2008) discuss how social technologies can be used in each of the BPM lifecycle phases. Vanderhaeghen et al (2009) believe that whilst the above papers do contribute to a greater understanding of how web 2.0 applications can be used in conjunction with process management, they are light on for detail of how these tools can be implemented.
The Vanderhaeghen et al (2009) paper aims to further develop and evaluate the above discussions and derive innovative organisational and technical options for process management from a Web 2.0 perspective. Key to this study are the concepts of self organisation & collective intelligence, the Authors also analyse existing process management assumptions.
Web 2.0 concepts applied to process management tasks provides some new Organisational options: (Vanderhaeghen et al 2009)
* Self-organisation. Web 2.0 assists management to decentralise the planning and control functions thus leading to “bottom-up” process design.
* Harnessing collective intelligence. In lieu of centrally planned, implemented & coordinated process management initiatives, leverage the intelligence of the process collective to develop optimal process structures.
* Move away from mechanised Organisational concepts.
* Removal of the separation between build-time & runtime – the model-reality divide.