I have been thinking some more about Human Process Management, especially how it differs from Business Process Management. Certainly one key difference is whether the process is structured or not - i.e. whether you can prescribe the execution of the process based on some model of the business.
It is clear that there are a number of mainstream business processes that lend themselves to such a model (e.g. ERP,CRM), but I claim that most processes in an organization are human2human (or people2people) processes and the tend to be ad-hoc and dynamic. It turns out that even structured processes have a large number of exceptions - that tend to be handled in relatively ad-hoc, case-by-case manner.
I was reading an old blog post by Pravin Indurkar where he looked at B2B EDI purchase order transactions at a small business and found that though there was one standard process -there were 65(!) different variations depending on the nature of the order. While it would be possible to model all the possible process paths - it certainly would be time consuming and expensive. My guess is as soon as you model the 65 different possibility there will be a 66th and 67th that are used to take into account variation and business conditions - so the way these are handled is usually through an unmanaged human exception process. These human processes are either exclusively human to human process (collaboration) or human processes that invoke various systems as part of the process (or what Barry Briggs calls human-down processes).
These types of Human Process are far too fluid and dynamic to be made part of an Enterprise BPM system - and tend to handled through email - yet another cause of email Information Overload…