Authors:
Wafa Triaa
1
;
Lilia Gzara
1
and
Hervé Verjus
2
Affiliations:
1
Technology Institute of Grenoble, France
;
2
Universite Savoie Mont Blanc, France
Keyword(s):
BPM, Agile-BPM, SBPM, Collaboration, Competency Management.
Abstract:
In such continuous changing business work environment, traditional BPM has two principal issues: firstly the model-reality-divide, the typical separation between processs design and execution. Secondly, the loss of innovation associated to the lack of internal performers implication. To overcome these issues and to stress continuous adaptation and rapid innovation, BPM has to be agile. Otherwise, an agile enterprise is basically an enterprise of knowledge and skills. Human dimension the key element of an agile enterprise was and stills not taken into consideration within BPM. One of the recent solutions to support BPM agility is the integration of Social Software (SS) principles within BPM leading to the emergence of Social BPM (SBPM). Although the importance and the innovative ideas of the proposed approaches, they are not able to address all the identified issues of traditional BPM and to support all the phases of its lifecycle. Thus, in our approach, we integrate competency manage
ment to answer how stakeholders can find the right performers at the right time for the right type of contribution. It is mainly based on three phases: 1) identification of the required competencies to fulfil a specific need. Based on a semantic analysis, the system will be able to identify the required competencies and automatically extract the possible candidates. 2) Then the identified candidates will be evaluated against our defined criteria (related to time dimension, human dimension, cost dimension, etc.) to select the relevant ones. 3) Finally, after selecting the relevant performers, the process model will be adjusted based on the identified competencies. In this paper, we will typically present the first phase.
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