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B P M Link  Feb 2010 V2
 

B P M Link Feb 2010 V2

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Presentation to the Business process management group on the need to ensure business processes meet both the user and the business needs. Case study shows an agile approach to developing user ...

Presentation to the Business process management group on the need to ensure business processes meet both the user and the business needs. Case study shows an agile approach to developing user requirements

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    B P M Link  Feb 2010 V2 B P M Link Feb 2010 V2 Presentation Transcript

    • So you have the process documented, what about the users? Maria Horrigan Principal Consultant Regional Lead Business process Design & ImprovementBPMLink Feb 2010
    • Slideshare and blogs
      www.slideshare.com/murph
      www.barocks.com
      Zenagile.wordpress.com
      @miahorri
      #BPM , #Agile
    • Business Process Design and Improvement
      IT is now part of the business - every program, every initiative, will have some touch point with technology
      Success depends on anticipation of future trends and ability to sense upcoming developments and to design appropriate systems and processes
      Understanding business processes is important
      Understanding Users, their needs and their behaviour is critical
    • Typically we start by analysing the process
      Talk to client and find out about the current process
      Document “as is” process
      Look at needs to improve efficiency and effectiveness of program or initiative
      Identify where the system can automate functions within the business process
      Map the “to be” process
    • The result
      But what about the users?????
    • Process vs People
      Project success hinges on Users therefore we need to:
      Understand what they want
      Uncover what they need ….
      Look at the context
      Understand the user behaviour
      Show how the process will help users in their work
      Design the process and system for users (not just for the business)
    • What needs to be considered
      Not just about the process or the technology
    • Process centric vs User centered
      Six Sigma
      Waterfall
      Lean
      Agile
      Trends in 2010
    • Six Sigma
      Focuses on removing the causes of defects(errors) and the variation (inconsistency) in manufacturing and business processes using quality management
      Asserts that continuous efforts to achieve stable and predictable process results are vital for business success
      Processes have characteristics that can be measured, analysed, improved and controlled
      Follows a defined sequence of steps and has quantified targets
    • Waterfall – takes time, sequential
      You’re only going to find out if your solution works at the end
    • Waterfall – it’s expen$ive to change
      It’s too expensive to incorporate changes toward the end of the project
      Cost of change
    • Lean
      "Lean", is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination
      Working from the perspective of the customer, "value" is defined as any action or process that a customer would be willing to pay for
      Lean IT focuses on customer satisfaction and reducing waste and is centered around creating more value with less work
    • Agile & Lean software development
      Agile - set of software development methodologies that originated as a response to fat and slow software development processes that increased lead time, work in progress and value/non value added activities ratio
      Agile has as one of its origins, concepts from Lean Thinking, as well organises work in a cross-functional, multidisciplinary work cell
      Focus on continuous improvements, that is the base of Lean
      Why this trend to Agile……
    • Business drivers for change to Agile
      A need to maximise:
      Business value
      Reduce:
      Waste/cost
      Improved:
      Responsiveness to business
      Service levels to business
      Quality
      Minimise risk profile
    • Agile Manifesto
      Whilst there is value in the items on the right, we value the items on the left more.
    • Agile Approach – User Centered
      This is actually ISO13407
      Prioritised ‘features’
      Users involved throughout the process
    • Mapping the User experience
      Iterated improvements to user interface prototypes
      Refine process through storyboarding
      Map business processes
      Workshop processes and requirements
      Iterate improvements to user interface prototypes
      Refine storyboard mapping user experience and business processes
      Validate with users
    • Case Study – User Profiles through Personas
      Understanding users, their behaviour and their context
    • Understanding Users - Personas
      Started off with ‘skinny’ view of users gained thru workshops
      Added to personas as info uncovered thru SNA – place in the network, information preferences, types, communication styles & channels
      Built up personas as we went in our agile project iterations, rather than all-at-once
    • From skinny to ZenAgile personas
      As our project knowledge evolved, we added to our understanding of users:
      Their information preferences
      Their expectations
      Their capabilities
      Their information needs
      Their social network profiles (Forrester’s Technographics)
      Documented as ‘ZenAgile’ personas
    • Added style preferences to personas
      • People oriented
      • Animated
      • Creative
      • Outgoing
      • Goal oriented
      • Assertive
      • Task & information focused
      T
      Talkers
      D
      Drivers
      task
      people
      S
      Supporters
      C
      Controllers
      • Logical
      • Information & task focus
      • Detail orientated
      • Cautious & risk averse
      • People oriented
      • Team players
      • Dependable
      • Stable
    • Added communication channel preferences
      People learn different ways
      V= Visual (Something ‘seen’ or visual stimulation)
      Need a graphic representation
      A= Auditory (A ‘sound’ memory or related to a sound
      Need to hear the explanation of how things work
      K= Kinaesthetic (Has a ‘doing’ memory, feeling the emotion or activity of the memory
      Need to use the system to understand
    • How we supported user learning
      BestTools:
      • Personas
      • Process Maps
      • Presentations (animation & diagrams)
      • Prototypes
      • Storyboards
      Best Tools:
      • Discuss User scenarios (their story)
      • Presentations
      • Podcasts
      Best Tools:
      • Prototypes
      • Workshops
      • UAT (User Acceptance Testing)
    • Added social online behavioural preferences
    • The result – ZenAgile Personas
      Context
      Information Discovery
      Behaviour
      Communication preferences
      Motivations
      Pain Points
      Wants
    • Want Maps
      Photo - http://www.flickr.com/photos/magia3e/4270281812/in/photostream/
    • What did I learn?
      Personas and Want Maps are a good way to help convey and shape understanding of user’s info needs
      Agile approach - build on “skinny” profile & flesh out personas as the project proceeds
      Use these personas in discussions with client to ensure process design and improvements has the user needs “top of mind”
    • Critical to Understand User needs
      Look at the project within the context of the organisation, the business unit and the users
      Always ask if what you are doing is adding value and how does it link back to the strategy
      Utilise Contextual Inquiry to understand how process is applied
      It’s not about You! It’s about Users
    • 2009 Trends in BPM & BA
      Change in requirements approaches and use of requirements management and BPM tools
      Increased Use of Agile Approaches and Techniques
      Focus on Users
    • Change in Requirements Approaches
      Less reliance on use cases and movement towards BPMN, user stories and scenario-based requirements
      Less emphasis on requirements specifications, more emphasis on process modelling, prototypes and diagrams
      Increase in requirements management and planning and using traceability to control and manage product scope (BPM tools)
      Adoption of Agile methods in release and iteration planning
    • Increased Use of Agile Approaches
      Integrating Agile methods into project management and business analysis
      Currently, the industry has a wide, varied, and inconsistent use of Agile techniques
      The adoption of Agile methods, especially Scrum but also including XP, exploded in 2009.
      The use of Agile is one of the hottest topics within BPM and PMOs
    • Predictions for 2010
      More focus on the Users and their needs
      Recognise that one size does not fit all
      Adoption of Agile methods will continue to increase and Waterfall approach will decline
      Recognition that adoption of Agile methods is not an excuse for lack of discipline
      Move to less documentation and knowing when documentation is important (for contracts and regulatory compliance)
      Focus on requirements management tools
    • Fin.Maria Horrigan Principal ConsultantEmail:Maria.horrigan@oakton.com.auBlog: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri