Social BPM – More than Software
WED 14:00 – 15:30


Nicola BurkhardtFoto_Burkhardt_Okt-2014_web

Qualification – Educational background

  • Studies in Economic Science (Europäische Wirtschaft und Unternehmensführung, FH bfi Wien)
  • Certified Project Manager (pma Projekt Management Austria, IPMA Level C)
  • Group dynamics (ÖAGG)
  • Consultant and trainer (DÖK, bioenergetisch-analytische Gesellschaft)
  • Speech in the field of project and process management
  • member of CMG AE, working group process management

Job Experience

  • Senior process manager, T Mobile Austria
  • Senior consultant for project, process, quality and change management 2011-2015
  • Project coach (individuals, teams), coach for people in vocational changes since 2011
  • Project manager for software development and implementation projects and project management trainer 2010-2011
  • Project manager for project „implementation of social competence in project management and integration in certification process” 2007-2009
  • Quality manager in the field of asylum matters 2005-2007
  • Team member project office/project portfolio management in telecommunications 1998-2004
  • Board member in non-profit association 2003- 2008

Activity fields

  • Holistic consulting of individuals, teams, organisations with focus on the balance between stability (structures, methods) and dynamics (quickly changing requirements and necessary flexibility)
  • Coaching of individuals and teams in project and process structures
  • Coaching of people in (un-)planed vocactional changes
  • Speeches and trainings in project and process management

Personal skills

  • Analytical and structured
  • Communicative and empathetic
  • Focused on process, goal and development
  • Networker and connector
  • Inspiring and creative
  • Like to work with and in groups


The term „social BPM“ is defined as the use of web 2.0 and social networks in the filed of BPM.
In organisations process management often comes along with change management or arises in the course of reorganizations (mergers, outsourcing, and consolidation). For the implementation of change management process teams are set up. Their business is to define and map processes often supported by according software tools.
Process team members and everybody significantly involved in the process are confronted with the development of common procedures, process diagrams, targets, performance indicators – only to name a few. For the social aspect in the process team this means discussion of different perception, handling of disputes, resistance and so on.
Social BPM should therefore (also) be recognised and implemented as the examination of interpersonal relationships in process teams. The co-operation (or ability to co-operate) of people forms the center of attention.

Core feature
In my tutorial „social BPM“ the process team, its management and working ability will be examined. The interpersonal relationships and its integration into the process work will be moved in the centre of attention and will be physically experienced. I will illustrate how group dynamical aspects and physical aspects (derived from the method „bioenergetic analysis“) can contribute to a good performance of the process team.
At the beginning I will place a few hypotheses as a “warm up“ and “join in“ and to encourage for active participation in the group work. Following I will shortly present my theoretical framework of Social BPM derived from the field of group dynamics and bioenergetic analysis. Subsequently the participants themselves will put – with a predefined task and in working groups – the theory presented into test and practice. Finally the experiences made will be discussed and conclusions will be made.

Bioenergetic analysis – brief description

Bioenergetic analysis as a method was founded by Alexander Lowen. Its foundation are the models of resistance and transference from the depth psychology (Sigmund Freud). Physical phenomenons (Wilhelm Reich) such as attitude, muscular tension, emotional expression, breathing patterns are divided in five character types. Waldefried Pechtl adapted the method for its implementation in organisations. The character types offer the ability to consider the different attitudes and behavioural patterns of individual, groups and organisations as a stabilising factor but also to gain energy for development and change through working on conflicts and resistance.