Welcome to BPMS2 - International Workshop Series on Business Process Management and Social Software

The 9th Workshop on
Social and Human Aspects of 
Business Process Management

September 19th, 2016

in conjunction with the BPM Conference, Rio di Janeiro, Brazil

The involvement of human aspects into Business Process Management takes place both on a social and individual level. Social software   is a new paradigm that is spreading quickly in society, organizations and economics. Enterprises use social software to improve their business processes and create new business models. Social software is used both in internal and external business processes. Using social software, the communication with the customer is increasingly bi-directional. E.g. companies integrate customers into product development to capture ideas for new products and features. Social software also creates new possibilities to enhance internal business processes by improving the exchange of knowledge and information, to speed up decisions, etc.

In parallel to the fact that more and more enterprises are using business process management also the individual is involved in a multitude of business processes. This creates a number of new challenges. Individuals have to cope with multiple process contexts and thus have to administer data appropriately. Furthermore, individuals have to integrate the external business processes into their own work environment or even to couple several external business processes. Human aspects of business process management relate to the individual who creates a process model, to the communication among people, during and after the process execution, and to the social process of collaborative modelling. Human aspects also relate to the interaction / collaboration / coordination / cooperation that should be implemented in the business process or to specific human-related aspects of the business process itself and their representations in models.

Up to now, the interaction of social and human aspects with business processes has not been investigated in depth. Therefore, the objective of the workshop is to explore how social software interacts with business process management, how business process management has to change to comply with weak ties, social production, egalitarianism and mutual service, and how business processes may profit from these principles. 

[1] R. Schmidt and S. Nurcan, “BPM and Social Software,” BPM2008 Workshop Proceedings, Springer–LNCS, Springer, 2008.

Workshop Goals

The workshop has the goal to investigate the relationship of social software and business process management in three areas.

1. Social Business Process Management (SBPM)
2. Social Business: Social software supporting business processes
3. Human Aspects of Business Process Management

Agenda 2014

Workshop Session 1

9:00 – 10:30




Rainer Schmidt

Welcome and Introduction


João Carlos De A. R. Gonçalves, Fernanda Araujo Baiao, Flavia Santoro and Kate Revoredo

Discovering Intentions and Desires within Knowledge Intensive Processes


Serge Delafontaine, Florian Evequoz and Christiane Jungius

Opportunities and Challenges of Process Sharing Platforms in E-Government

(Short paper)

Coffee Break
10:30 – 11:00



Workshop Session 2

11:00 – 12:30




Janina Kettenbohrer, Daniel Beimborn and Ina Siebert

Job construals – Conceptualizing and measuring process participant's perception of process embeddedness


Rainer Schmidt, Michael Möhring, Ralf Haerting, Barbara Keller and Alfred Zimmermann

Enabling Social-Data Driven Sales Processes in Local Clothing Retail Stores


12:30 – 14:00



Workshop Session 3

14:00 – 15:30




Michael Möhring, Rainer Schmidt, Ralf Haerting and Christopher Reichstein

Can Coffee Consumption Influence Business Process Modeling Behavior?

(Short Paper)


Kayo Iizuka, Yasuki Iizuka and Chihiro Suematsu

Considering Effects of Business Process Change: from a Viewpoint of Business Flow Notation Structure



Discussion on further themes & Closing


Common Publications

The common effort of workshop participants created two papers:
S. Erol, M. Granitzer, S. Happ, S. Jantunen, B. Jennings, P. Johannesson, A. Koschmider, S. Nurcan, D. Rossi, and R. Schmidt, “Combining BPM and social software: contradiction or chance?,” Journal of Software Maintenance and Evolution: Research and Practice, vol. 22, no. 6‐7, pp. 449-476, Oct. 2010.

G. Bruno, F. Dengler, B. Jennings, R. Khalaf, S. Nurcan, M. Prilla, M. Sarini, R. Schmidt, and R. Silva, “Key challenges for enabling agile BPM with social software,” Journal of Software Maintenance and Evolution: Research and Practice, vol. 23, no. 4, pp. 297-326, Jun. 2011.