Human Interaction Management

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Human Interaction Management

• Pascal Ravesteyn
• UU/HU - 2009

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Outline

• Introduction to the Problem
• Different Theories / Approaches
• Socio-technical
• Human Performance Technology
• Speech Acts
• DEMO
• Role Activity Diagrams
• HIM / HumanEdj
• Collaboration
• Gaming
• Research HU / UU

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BPM project - Sales process diagram, normalized
view
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Applying BPM technology - Workflow management
Klant
Business Activity Monitoring
Trx
A4
Exceptions
Process engine - Orchestration
D1
A3
A1
A2
A5
Trx
Trx
Trx
Trx
Rules
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BPM project Workflow process model for Sales
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A possible typology of processes
Process predictability
Human Centric Processes
Unpredictable (Dynamic Context drives Process)
Human Interaction Management
Case management
Somewhat predictable
Workflow management
Collaborative BPM
Straight Through Processing
Highly predictable (Design time context defines
possible Process paths)
E-Forms
Collaborative intensity
Multiple persons - Highly concurrent collaborativ
e
No people Involved during runtime
1 person at the time, Serial coordination
Source Loggen, 2008
Note processes will often have fragments that
fall in different areas For instance simple
process with complex exception
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Examples
HUMAN CENTRIC PROCESSES Knowledge
intensive Adhoc, adaptive, dynamic Collaboration
intensive Human interactions
But please Compliant Transparent Aligned with
strategy Productive, efficient
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Relevance McKinsey and Drucker
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
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The issue..
Todays reality Emails Spreadsheets Documents
Actionlists Phonecalls Meetings Information
overload
Process predictability
Human Centric Processes
Unpredictable (Dynamic Context drives Process)
Human Interaction Management
Case management
Somewhat predictable
Workflow management
Collaborative BPM
Straight Through Processing
Highly predictable (Design time context defines
possible Process paths)
E-Forms
Collaborative intensity
Multiple persons - Highly concurrent collaborativ
e
No people Involved during runtime
1 person at the time, Serial coordination
Source Loggen, 2008
Note processes will often have fragments that
fall in different areas For instance simple
process with complex exception
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Relevance Key questions
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?
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?
Key question Is there a way to make
collaborating knowledge workers more productive?
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We need to approach this area with other concepts
Process predictability
Unpredictable (Dynamic Context drives Process)
Somewhat predictable
Highly predictable (Design time context defines
possible Process paths)
Collaborative intensity
Multiple persons - Highly concurrent collaborativ
e
No people Involved during runtime
1 person at the time, Serial coordination
Source Loggen, 2008
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Human Interaction Management The 4th Wave of BPM
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Theories and Approaches
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Socio-Technical Theory
The term sociotechnical systems was coined in the
1960s by Eric Trist and Fred Emery, who were
working as consultants at the Tavistock Institute
in London
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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 problems

Source www.ispi.org
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HPT Model
D.M.Van Tiem, J.L. Moseley, and J.C. Dessinger,
published by ISPI in 2004
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Speech Acts (SAT)
Source http//openebxml.sourceforge.net/Index.htm
l
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Design Engineering Methodology for
Organizations (DEMO)
Source DEMO kenniscentrum 2008
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Role Activity Diagrams (RAD)
                                                  
                                         
Source http//www.instream-dev.co.uk
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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
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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
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HumanEdj
Figure - Respond to RFP (Executable process
diagram in HIM notation)
Source Keith Harrison-broninski BPTrends, 2008
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Source Keith Harrison-broninski BPTrends
December 2008
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Collaboration

• 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 favorable
• Membership Characteristics
• - mutual respect, understanding and trust among
  the members
• - appropriate cross-section of members
• - members see collaboration as in their
  self-interest
• - ability to compromise
• Process/Structure Characteristics
• - members share a stake in both process and
  outcome
• - multiple layers of decision-making
• - flexibility
• - clear roles and policy guidlines are developed
• - adaptability
• Communication Characteristics
• - open and frequent communication

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Gaming Community Building
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Research HU / UU

• Research to determine different types of
  processes and their characteristics.
• Martijn Zoet and Robert Schakel, Master Business
  Informatics Utrecht University

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Straight Through Processing (STP)
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Workflow Process (WP)
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Case Based Process (CBP)
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Human Centric Based Process (HCBP)
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Overview Process Characteristics
Table - Overview of business process types
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Towards a new look on human processes
Company strategy
Earlier patterns Best practices
Decision Support
Leadership
Policies Rules
Collaborative Patterns
Knowledge
Meaning Relevance
History Audit trail
Influence
Actions Decisions
Information
Control
Context Status
Automated Services
Story
Entities
Documents
Events
Planning Commitments
Objectives
Agents
Context Driven Interactions Communication
People
Network
ASEs
Presence
Roles
Channels
Power
People and their behavioral patterns in
collaboration knowledge work
Human Interaction Management System
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Questions??

• "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
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References
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Quick Guides

• 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)

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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-intera
  ction-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

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Research Sources
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Research Sources