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What we Learned at bpmCamp 2010 @ Stanford

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This presentation attempts to sum up what we learned from bpmCamp 2010 at Stanford University.

This presentation attempts to sum up what we learned from bpmCamp 2010 at Stanford University.

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  • 1. What we Learned @ bpmCamp
    • bpmCamp 2010 @ Stanford University
    • Scott Francis, CTO, bp3
    • @sfrancisatx
    ©2010 BP3 Global, Inc
  • 2. What we Learned at bpmCamp
    • What is bpmCamp?
    • What does bp3 have to do with it?
    • Key emerging themes from bpmCamp
    • Plans for the future
  • 3. What is bpmCamp? According to Attendees:
    • One sign that we were on to something: one attendee told me they were surprised how much project management and process improvement content there was. Another told me they were surprised how technical it was.
    • Notable Feedback:
    • “ way more fun than 8 th  grade gymnastics camp”
    • “ THANK YOU! Really stellar experience all the way around and well worth the $ and the travel.”
    • “ I think the real benefit was that there was the right balance of structure and flexibility - group was able to roll with real time changes to both timing and content/topics as needed.  Also having the content driven by the attendees differentiated this from other conferences I have been to.”
  • 4. What is bpmCamp? (organizer’s perspective)
    • Get real BPM practitioners together
    • Run a low-cost event
    • Discuss what’s working and what isn’t.
    • Get into technical and product realities, as well as real cultural and management challenges.
    • Modest Goals: target attendance 25, max 40. We sold out at 41.
    • Partnered with Stanford University’s Lee Merrick and Minh Nguyen, who run a BPM initiative within the Stanford Electronic Research Administration group.
  • 5. Crowdsourcing
    • Topics were crowdsourced, mostly in advance.
    • Organized on a wiki and on a mailing list
    • Speakers volunteered to present or moderate
    • Topic ideas required speakers/moderators to volunteer (or be drafted)
    • We literally took straw polls to determine the sort-order of sessions
  • 6. What does bp3 have to do with it?
    • We’re a BPM services firm founded by former Lombardi employees
    • We have deep connections to the Lombardi BPM ecosystem and product line.
    • We wanted to foster a crowd-sourced conversation among BPM practitioners
    • Frankly, we missed having Driven 2009 in Austin (it was virtual in 2009).
  • 7. We Noticed Emerging Themes
    • The planned themes:
    • Project Managing BPM
    • Process Improvement
    • Sharing Technical Best Practices
    ©2010 BP3 Global, Inc The Emerging Themes: BPM Culture Process Data wants to be Free Hidden Costs of Inaction Working with Distributed Teams
  • 8. Developing the Culture of BPM
    • It isn’t about developing ad infinitum requirements specifications, and validating everything against those specifications a year to 18 months later.
    • Moving from plan-driven (waterfall) to value-driven (BPM) delivery and culture
    • Navin Kekane kicked off the event with a keynote describing the journey of Stubhub with BPM from 2007 to 2010: from initial process, to 3 processes, to 8 processes
      • This won’t happen overnight - Navin calls it a 2 year journey to become a process-focused operation, and they’re still investing, improving, and adapting.
  • 9. Plan Driven vs Value Driven?
  • 10. BPM Culture Following a plan Responding to change over Comprehensive documentation Working software over Contract negotiation Customer collaboration over IQ EQ over
  • 11. Process Data Wants to be Free
    • “BPM generates a lot of valuable data.”
    • We want to expose process data to the enterprise
      • Reports, Aggregate Data, User Activity
      • Tasks, Processes,
      • Internal Status of both the process and of business entities (orders, etc).
    • ...And we want to publish that data to more mediums:
      • Google Visualization, Fusion, twitter, RSS, SMS, SalesForce, email, smart phones
    • ...And we want to build rich UIs in more technologies
      • Standard Coach UI, Flex, Ajax frameworks (ExtJS, GWT, YUI), .NET, smart phones
  • 12. Describing the Real Costs: Process Debt
    • Implementation cost is a narrow view of the cost of BPM
    • The cost of doing nothing is immense: Unintended Process Debt
      • Process Shift over time
        • your process is likely not performing to your needs
      • Changing Requirements of your business and your market
        • exceptions and workarounds start to dominate the happy path of your business
    • Work off that unintentional Process Debt through Process Improvement
    • Take on short-term intentional debt in BPM projects to:
      • decrease time to market
        • increase agility, start achieving ROI sooner)
      • test a change before implementing it fully
        • don’t spend money gold-plating an A/B test - run the test!
  • 13. Managing Distributed Teams
    • Couched as a discussion on offshoring, we quickly turned to examining why offshoring yields different results than remote workers.
    • Generally people focus on logistics (time, connectivity), and culture.
    • Three more dimensions:
      • Personal connections and communication with remote teams
      • Working with teams that do BPM in their local market, not just for companies far away.
      • Experience (life, career, BPM) really matter in BPM in a way that participants didn’t feel was as critical in many other disciplines within IT.
  • 14. What Did We Learn?
    • BPM practitioners need to recharge!
    • We need a reasonably priced way to network with their colleagues and peers - outside the four walls of their own firm.
    • Location near a hub of BPM activity matters
    • Donated meeting space is critical
    • Crowdsourcing topics is a great way to organize, but it requires an instigator.
    • We’re going to do it again. Lee Merrick and I are already hatching plans for an improved bpmCamp 2011 @ Stanford.
    • We’re currently considering putting on a bpmCamp in Austin this fall. Stay tuned to #bpmCamp on twitter for news / updates. Or send me a message and I’ll add you to our mailing list.
  • 15. Contact us
    • BP3 Global, Inc.
    • Plaza 7000
    • 7000 N Mopac Expy
    • Suite #345
    • Austin, TX, 78731
    • Phone: +1 512.300.3239
    • Fax: +1 512.428.8126
    • http://www.bp-3.com
    • http://www.bp-3.com/blogs