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 Presentation Transcript

  • 1. So you have the process documented, what about the users? Maria Horrigan Principal Consultant Regional Lead Business process Design & ImprovementBPMLink Feb 2010
  • 2. Slideshare and blogs
    www.slideshare.com/murph
    www.barocks.com
    Zenagile.wordpress.com
    @miahorri
    #BPM , #Agile
  • 3. 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
  • 4. 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
  • 5. The result
    But what about the users?????
  • 6. 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)
  • 7. What needs to be considered
    Not just about the process or the technology
  • 8. Process centric vs User centered
    Six Sigma
    Waterfall
    Lean
    Agile
    Trends in 2010
  • 9. 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
  • 10. Waterfall – takes time, sequential
    You’re only going to find out if your solution works at the end
  • 11. Waterfall – it’s expen$ive to change
    It’s too expensive to incorporate changes toward the end of the project
    Cost of change
  • 12. 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
  • 13. 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……
  • 14. 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
  • 15. Agile Manifesto
    Whilst there is value in the items on the right, we value the items on the left more.
  • 16. Agile Approach – User Centered
    This is actually ISO13407
    Prioritised ‘features’
    Users involved throughout the process
  • 17. 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
  • 18. Case Study – User Profiles through Personas
    Understanding users, their behaviour and their context
  • 19. 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
  • 20. 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
  • 21. Added style preferences to personas
    • People oriented
    • 22. Animated
    • 23. Creative
    • 24. Outgoing
    • 25. Goal oriented
    • 26. Assertive
    • 27. Task & information focused
    T
    Talkers
    D
    Drivers
    task
    people
    S
    Supporters
    C
    Controllers
    • Logical
    • 28. Information & task focus
    • 29. Detail orientated
    • 30. Cautious & risk averse
    • 31. People oriented
    • 32. Team players
    • 33. Dependable
    • 34. 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
  • 35. How we supported user learning
    BestTools:
    • Personas
    • 36. Process Maps
    • 37. Presentations (animation & diagrams)
    • 38. Prototypes
    • 39. Storyboards
    Best Tools:
    • Discuss User scenarios (their story)
    • 40. Presentations
    • 41. Podcasts
    Best Tools:
    • Prototypes
    • 42. Workshops
    • 43. UAT (User Acceptance Testing)
  • Added social online behavioural preferences
  • 44. The result – ZenAgile Personas
    Context
    Information Discovery
    Behaviour
    Communication preferences
    Motivations
    Pain Points
    Wants
  • 45. Want Maps
    Photo - http://www.flickr.com/photos/magia3e/4270281812/in/photostream/
  • 46. 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”
  • 47. 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
  • 48. 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
  • 49. 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
  • 50. 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
  • 51. 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
  • 52. Fin.Maria Horrigan Principal ConsultantEmail:Maria.horrigan@oakton.com.auBlog: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri