Upload
pascal-ravesteijn
View
277
Download
6
Tags:
Embed Size (px)
DESCRIPTION
Human Interaction Mgt. & the Future of Work
Citation preview
Human Interaction Management &
New World of Working
Pascal RavesteynUniversiteit Utrecht – [email protected]
Outline
• Introduction to the Problem
• New Way of Working
• Different Theories / Approaches– Socio-technical– Human Performance Technology– Speech Acts– DEMO– Role Activity Diagrams– HIM / HumanEdj– Collaboration– Gaming
BPM project - Sales process diagram, normalized view
3
Applying BPM technology - Workflow management
A4Exceptions…
Process engine - Orchestration
BusinessActivity
MonitoringTrx
Klant
Trx Trx Trx TrxA1 A2 A3 A5D1
Rules
BPM project – Workflow process model for Sales
5
A possible typology of processes
6
Processpredictability
Highlypredictable
(Design time context defines possibleProcess paths)
Somewhat predictable
Unpredictable(Dynamic
Context drivesProcess)
CollaborativeintensityNo people
Involved duringruntime
1 person at the time,Serial coordination
Multiple persons - Highly concurrent
collaborative
StraightThrough
Processing E-Forms
Workflowmanagement
Casemanagement
HumanInteractionManagement
CollaborativeBPM
HumanCentric
Processes
Note: processes will often have fragments that fall in different areasFor instance: simple process with complex exception
Source: Loggen, 2008
Examples
7
HUMAN CENTRIC PROCESSES:Knowledge intensiveAdhoc, adaptive, dynamicCollaboration intensiveHuman interactions
Complex B2BSolution Selling
(Agile, Iterative)Software Development
Complex Medical Case Police investigation orLegal trial
Organizing a Scientific Conference
But please…CompliantTransparentAligned with strategyProductive, efficient
Product development
Relevance: McKinsey and Drucker
8
“The most important, and indeed the truly unique contribution of management in the 20th century was the 50-fold increase in the productivity
of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the
productivity of knowledge work and the knowledge worker”Peter Drucker
The issue…..
9
Highlypredictable
(Design time context defines possibleProcess paths)
Somewhat predictable
Unpredictable(Dynamic
Context drivesProcess)
CollaborativeintensityNo people
Involved duringruntime
1 person at the time,Serial coordination
Multiple persons - Highly concurrent
collaborative
StraightThrough
Processing E-Forms
Workflowmanagement
Casemanagement
HumanInteractionManagement
CollaborativeBPM
HumanCentric
Processes
Note: processes will often have fragments that fall in different areasFor instance: simple process with complex exception
Today’s reality:Emails…Spreadsheets…Documents…Actionlists…Phonecalls…Meetings…
Information overload
Today’s reality:Emails…Spreadsheets…Documents…Actionlists…Phonecalls…Meetings…
Information overload
Processpredictability
Source: Loggen, 2008
Relevance: Key questions
10
How often do you receive email? Scroll through it?How often do you get CC-ed?
Do you use email as coordination tool?
How quickly do you understand context, status, role and required action?How often do you need to (re)assess it? How much effort does it take?
How much time versus time spend on the value added activities?
How often do you fit in a (simple) design-time flowchart? How often are you involved in human centric processes?
How much time (%) compared to more predictable processes?
Key question: Is there a way to make collaborating knowledge workers more productive?
We need to approach this area with other concepts
11
Highlypredictable
(Design time context defines possibleProcess paths)
Somewhat predictable
Unpredictable(Dynamic
Context drivesProcess)
CollaborativeintensityNo people
Involved duringruntime
1 person at the time,Serial coordination
Multiple persons - Highly concurrent
collaborative
•Parallel and adhoc•Collaborative•Run-time, on the fly•Adaptive, responsive•Knowledge worker•Interactions•Choreography & •“Jamming”
•Serial•Independent•Design-time•Prescriptive•Infoworker•Transactions•Orchestration
Processpredictability
Source: Loggen, 2008
New Way of Working (NWoW)
Behoefte in de Praktijk
• Survey MKB Servicedesk en Hogeschool Utrecht (2010):– 27% ondernemingen ervaart information overload– 73% ervaart te weinig kennisdeling– 87% is onnodig veel tijd aan reizen en files kwijt
– 40% ervaart ruimtegebrek op kantoor– 33% is onnodig veel tijd met opzoeken van informatie kwijt
• Vergelijkbare cijfers via Telewerkforum, Taskforce Mobiliteitsmanagement, MKB-Nederland, …
Het Nieuwe Werken – Principes
• Tijd- en plaatsonafhankelijk werken
• Kantoor als ontmoetingsplek• Verschillende werkplek functies• Sturen op resultaat• Vrije toegang tot kennis, informatie en personen
• Flexibele arbeidsvoorwaarden
Het Nieuwe Werken – Aanpak
Werkplek inrichtingCultuur
InformatieOrganisatie & Processen
HNW 4 Vlakken Model
Het Nieuwe Werken – Aanpak
• Organisatie & Processen– Strategie, ARBO richtlijnen, HRM beleid
• Cultuur– Leiderschap, medewerker-relaties, …
• Werkplek– Inrichting, virtuele werkplek, …
• Informatie– Resultaatgerichte activiteiten, altijd online, bring-your-own-device, toegankelijkheid informatie…
Cultuur
Baby Boomers
Generatie Y
Generatie Nix / X
Net Generatie / Z
Uitdagingen
Hoe scoren organisaties nu op de Organisatie & Proces, Cultuur, Werkplekinrichting, en Informatie aspecten?
• En..– Hoe kunnen organisaties groeien op deze gebieden?
• Verandering– Welke ondersteuning is nodig om de verandering naar meer van HNW plaats te laten vinden?
Theories and Approaches
Socio-Technical Theory
The term sociotechnical systems was coined in the 1960s by Eric Trist and Fred Emery, who were working as consultantsat the Tavistock Institute in London
Human Performance Technology (HPT)
Human Performance Technology (HPT) uses a wide range of interventions that are drawn from many other disciplines including, behavioral psychology, instructional systems design, organizational development, and human resources management.
As such, it stresses a rigorous analysis of present and desired levels of performance, identifies the causes for the performance gap, offers a wide range of interventions with which to improve performance, guides the change management process, and evaluates the results.
• Human: the individuals and groups that make up our organizations
• Performance: activities and measurable outcomes • Technology: a systematic and systemic approach to
solve practical problemsSource: www.ispi.org
HPT Model
D.M.Van Tiem, J.L. Moseley, and J.C.Dessinger, published by ISPI in 2004
Speech Acts (SAT)
Source: http://openebxml.sourceforge.net/Index.html
Design & Engineering Methodology for Organizations
(DEMO)
Source: DEMO kenniscentrum 2008
Role Activity Diagrams (RAD)
Source: http://www.instream-dev.co.uk
Human Interaction Management (HIM)
Goal-Oriented Organization Design (GOOD)
• Methodology for implementation of HIM and its integration with both Organizational Strategy and mainstream BPM
• Because: primary value delivered by humans to an organization lies in their ability to collaborate, adapt and innovate as required to deal with changing and unexpected circumstances
• Focuses on enabling structured, partial decentralization of management authority while ensuring continued alignment with strategic organizational goals
Source: Keith Harrison-broninski BPTrends December 2008
Example HIM vs. BPMNRequest for Proposal
Figure - Respond to Request for Proposal (An attempt to capture the process using BPMN)
Source: Keith Harrison-broninski BPTrends December 2008
Figure - Respond to RFP (Executable process diagram in HIM notation)
Source: Keith Harrison-broninski BPTrends, 2008
HumanEdj
Source: Keith Harrison-broninski BPTrends December 2008
Mattessich & Monsey (1992) reviewed the research literature on collaboration in health, social science, education and public affairs. They identified a total of 19 factors from 133 studies examined. These 19 factors provide a first synthesis of critical factors in successful partnership:
Environmental Characteristics- history of collaboration or cooperation in the community- partnership entity seen as a leader in the community- political/social climate is favorableMembership Characteristics- mutual respect, understanding and trust among the members- appropriate cross-section of members- members see collaboration as in their self-interest- ability to compromiseProcess/Structure Characteristics- members share a stake in both process and outcome- multiple layers of decision-making- flexibility- clear roles and policy guidlines are developed- adaptabilityCommunication Characteristics- open and frequent communication- established informal and formal communication linksPurpose Characteristics- concrete, attainable goals and objectives- shared vision- unique purposeResource Characteristics- sufficient funds- a skilled mediator
Collaboration
Gaming – Community Building
ObjectivesEvents
Towards a new look on human processes
41
Presence
Documents
Policies & Rules
Roles
Planning &Commitments
Network
Earlier patterns &
Best practices
AutomatedServices
Context DrivenInteractions & Communication
Knowledge
People and their behavioral patterns in collaboration & knowledge work
Human Interaction Management System
Agents
Power
Context& Status
Leadership
InfluenceControl
Company strategy
Actions & Decisions
People
Meaning & Relevance
Information
“Story”
DecisionSupport
ASE’s
CollaborativePatterns
Entities
Channels
History & Audit trail
"Collaboration has been defined as an unnatural act between non-consenting adults. We all say we want to collaborate, but what we really mean is that we want to continue doing things as we have always done them while others change to fit what we are doing.”
By Jocelyn Elders
Questions??
References
http://www.groepsdynamiek.nl/sociotechniek.html
http://www.ispi.org (human performance technology)
http://openebxml.sourceforge.net/Index.html (speech acts)
http://www.demo.nl
http://www.rolemodellers.com/ (HumanEdj)
Quick Guides
Sources of information and vendors in the HIM
area• “The next revolution in interactions”, McKinsey quarterly, No 4, 2005, Johnson et al.
• “From choreography to jamming” – Janne J. Korhonen, May 11 2007• “Human Processes” – Keith Harrison-Broninski, BP Trends, dec 2008• Keith Harrison Broninski - http://www.human-interaction-management.info/
• “BPM in the Real World: How Person-to-Person Interactions Support Knowledge Workers“, Bill Welty, Align Journal
• “The Process of Working with People: Person-to-Person Business Process Management”, Howard Smith and Peter Fingar, BP Trends sep 2004
• Business Process Trends Spotlight, Volume 1, number 9, Paul Harmon
• For many links on HIM and HIMS please check:– http://delicious.com/rloggen/him– http://delicious.com/rloggen/hims
45