Bpm Camp Prashant Agile


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Prashant Gadgil's presentation on an agile case study.

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Bpm Camp Prashant Agile

  1. 1. Applying Agile Methods in BPM Development A Case Study Prashant Gadgil
  2. 2. <ul><li>Project setting </li></ul><ul><li>How did we do it? </li></ul><ul><li>What were the results? </li></ul><ul><li>How did they compare to other projects? </li></ul><ul><li>Commitments from management? </li></ul>Agile in BPM Outline
  3. 3. <ul><li>First pilot process implementation in BPM Initiative </li></ul><ul><ul><li>High visibility across company </li></ul></ul><ul><ul><li>Success very critical for first deployment </li></ul></ul><ul><li>Age-old paper based process to be implemented in TW </li></ul><ul><ul><li>Big Change Management for Business Users </li></ul></ul><ul><li>Company/Division in one building </li></ul><ul><ul><li>All business and technical folks located in same building </li></ul></ul><ul><ul><li>20 Business Users </li></ul></ul><ul><li>Time and Resource bound </li></ul><ul><ul><li>3 months due to budget constraints </li></ul></ul>Agile in BPM Project Setting
  4. 4. <ul><li>Agile vs Waterfall </li></ul><ul><ul><li>Individuals and interactions over processes and tools </li></ul></ul><ul><ul><li>Working software over comprehensive documentation </li></ul></ul><ul><ul><li>Customer collaboration over contract negotiation </li></ul></ul><ul><ul><li>Responding to change over following a plan </li></ul></ul>Agile in BPM Agile Methodology
  5. 5. <ul><li>Collocation: </li></ul><ul><ul><li>Project team co-located in a big conf room for 3 months </li></ul></ul><ul><ul><li>2 Business Owners, 1 Data Modeler, 1 QA, 1 Agile Consultant, 2 BPM consultants, 2 Java Developers, Project Manager in same room </li></ul></ul>Agile in BPM How did we do it?
  6. 6. <ul><li>Requirements and Estimation: </li></ul><ul><ul><li>Business users walked us through one instance of the current real-life process </li></ul></ul><ul><ul><li>White boards, Paperboards photos, Verbal discussions, Wall stick-ons were the main source of requirements documenting process </li></ul></ul><ul><ul><li>High level Business requirements bulleted on whiteboard by process owner </li></ul></ul><ul><ul><li>Developers estimated the effort for each bullet in terms of points (0.5 developer-day = 1 point) </li></ul></ul><ul><ul><li>Project Wiki was the common place to store any electronic design docs, assumptions, bugs etc. </li></ul></ul><ul><ul><li>Talk face to face - No time wasted in emailing/calling back and forth on requirements </li></ul></ul>Agile in BPM How did we do it?
  7. 7. <ul><li>Iteration Planning: </li></ul><ul><ul><li>5 iterations of 2 weeks each in a 3 month project </li></ul></ul><ul><ul><li>Iteration Cycle: </li></ul></ul><ul><ul><ul><li>7 Days: Development, </li></ul></ul></ul><ul><ul><ul><li>2 Days: QA/bug fixing, </li></ul></ul></ul><ul><ul><ul><li>1 Day: Iteration playback to Management </li></ul></ul></ul><ul><ul><li>Time bound milestones with developer estimates allowed process owner to prioritize requirements for that iteration </li></ul></ul><ul><ul><li>15 min stand-up (literally) meeting at 9 AM every day to update everybody on progress, no need for project progress reports </li></ul></ul><ul><ul><li>Milestone – Demo of working process model after each iteration </li></ul></ul>Agile in BPM How did we do it?
  8. 8. <ul><li>Development </li></ul><ul><ul><li>Data Architect immediately approved/designed any data tables to fit corporate naming conventions etc. </li></ul></ul><ul><ul><li>Any coach/process playbacks/POCs validated with business users immediately before commencing detailed implementation </li></ul></ul><ul><ul><li>Project “Velocity” increased from 25 points/week to 50 points/week, iteration was planned for ~50 points worth of requirements </li></ul></ul><ul><ul><li>Business owner called actual business users as and when needed to show quick mini-playback for feedback </li></ul></ul><ul><ul><li>What you see is what you will get: </li></ul></ul><ul><ul><ul><li>No time wasted in writing and reading long requirement docs </li></ul></ul></ul>Agile in BPM How did we do it?
  9. 9. <ul><li>QA </li></ul><ul><ul><li>QA was always up-to date on desired functionality due to on-going room discussions. </li></ul></ul><ul><ul><ul><li>Very concise documentation of test cases, if any </li></ul></ul></ul><ul><ul><li>Deployment to QA environment every 3 days </li></ul></ul><ul><ul><ul><li>Partial testing in parallel </li></ul></ul></ul><ul><ul><li>Bugs found fixed in next push to QA </li></ul></ul>Agile in BPM How did we do it?
  10. 10. <ul><li>Go Live: </li></ul><ul><ul><li>Business users daily or weekly saw the screens as they were being developed </li></ul></ul><ul><ul><li>No surprises to business after deployment to production </li></ul></ul><ul><ul><li>Deployment was a huge success with only minor data related hiccups </li></ul></ul><ul><ul><li>Very successful first deployment </li></ul></ul><ul><ul><ul><li>Business saw the tangible dollar-savings and other benefits of BPM they could not imagine with their older process </li></ul></ul></ul>Agile in BPM How did we do it?
  11. 11. <ul><li>Key Success Factors: </li></ul><ul><ul><li>Process owner deeply involved in day-to-day project work, in addition to her day job </li></ul></ul><ul><ul><li>Actual End users (not just those familiar to process) had played back the process end-to-end “ hands-on” many times long before it went to production </li></ul></ul><ul><ul><li>Physically collocation boosted team-effort </li></ul></ul><ul><ul><ul><li>Go TeamWorks ! </li></ul></ul></ul>Agile in BPM How was it different than my other projects?
  12. 12. <ul><li>Commitment From Management </li></ul><ul><ul><li>Dedicated a conf room for 3 months to such a critical project </li></ul></ul><ul><ul><li>Allowed other meetings to adjust to give priority to this project work. </li></ul></ul><ul><ul><li>Allowed various team members to work in this room instead of from their regular department areas </li></ul></ul>Agile in BPM Commitments from Management