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).