© 2013 IBM Corporation1 Bo Ebro Christensen9/24/2013
CFIR 24/9 2013
Agility and BPM - IBM
Bo Ebro Christensen
Niels Agersn...
© 2013 IBM Corporation
Introduction – agile BPM
2 Bo Ebro Christensen9/24/2013
Agile Process
Development
Business Agility ...
© 2013 IBM Corporation
Agile = rask, adræt, behændig, hurtig
9/24/20134 Bo Ebro Christensen
•Faster development (40%)
•Fas...
© 2013 IBM Corporation
Quick Win Project - Project Phases / Sprints
9/24/2013 5Bo Ebro Christensen
Assumption validation –...
© 2013 IBM Corporation
Sprints are followed by playbacks
9/24/2013 Bo Ebro Christensen6
2 – 4 Months
1-2 Weeks2-3 weeks2-3...
© 2013 IBM Corporation
Sprint 0 theme: Analysis and requirements (4-5 weeks)
7
Domain Result of playback
GUI Primary scree...
© 2013 IBM Corporation
 ”User stories” and ”personaes” helps create
individul stories and helps break down complex
proces...
© 2013 IBM Corporation
Manifesto for Agile Software Development
Working software over comprehensive documentation
 Focus ...
© 2013 IBM Corporation
 The business is involved in sprint 0 (Blue Works
Live) and they CAN define the process models.
 ...
© 2013 IBM Corporation
Manifesto for Agile Software Development
Responding to change over following a plan
 Use the defau...
© 2013 IBM Corporation
Lessons learned
9/24/2013 Bo Ebro Christensen16
Focus on early demonstration showing running artefa...
© 2013 IBM Corporation
Conclusions from projects where we gradually moved to Agile
 Agile process development dramaticall...
© 2013 IBM Corporation
Questions ?
18 Bo Ebro Christensen9/24/2013
Do one brave thing today … then run like hell !
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Agil BPM - IBM af Bo Ebro Christensen, IBM

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Oplægget blev holdt ved arrangementet "Get F'IT september 2013: Agil Business Process Management i Finans", der blev afholdt den 24. september 2013.

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Agil BPM - IBM af Bo Ebro Christensen, IBM

  1. 1. © 2013 IBM Corporation1 Bo Ebro Christensen9/24/2013 CFIR 24/9 2013 Agility and BPM - IBM Bo Ebro Christensen Niels Agersnap Josefine Moussa
  2. 2. © 2013 IBM Corporation Introduction – agile BPM 2 Bo Ebro Christensen9/24/2013 Agile Process Development Business Agility enabled by BPM & Business Rules Topic of today - Typically IBM is involved implementing the first process with the customer - Lessons learned may be different for later processes - Based on 3 recent BPM projects in Public and Finance in DK - Also based on 10 years experience of BPM waterfall - Also based of several years of IT development Productivity measurements - Products used: BlueWorks Live and IBM BPM
  3. 3. © 2013 IBM Corporation Agile = rask, adræt, behændig, hurtig 9/24/20134 Bo Ebro Christensen •Faster development (40%) •Faster change of processes (80%) •Significant reduction in labor time (50%) BPM is inherently more agile than traditional development.
  4. 4. © 2013 IBM Corporation Quick Win Project - Project Phases / Sprints 9/24/2013 5Bo Ebro Christensen Assumption validation – a few hours Process ”Discovery/kick off” – a few days (time-boxed! ) Infrastructure analysis - a few weeks Process Work stream •Project team – a few good people - Approximately 10 roles ~ 8 people •The process in scope is used as a ”Just-in-Time” driver Milestone / end criteria All major building blocks identified, resources/skills confirmed All stakeholders and actors identified (people, system integration points) All system/infastructure requirements identified. Eg Roles, security, installation, capacity er Solution/process operational (details later) Duration – a few months Typically 3-5 sprints Each sprint ends in a playback workhop SOA Workshop GUI Workshop Core Syste m Works hop Involve dParty Works hop Payme nts Works hop .... Works hop Docum ent Manag ement Works hop K P I Operational Governance& Implementation Security & Roles Infrastructure Implementation As required... Infrastructure Work stream
  5. 5. © 2013 IBM Corporation Sprints are followed by playbacks 9/24/2013 Bo Ebro Christensen6 2 – 4 Months 1-2 Weeks2-3 weeks2-3 weeks2-3 weeks3-5 Weeks Process & requirements are defined in BlueWorksLive Primary screen established Process is running All screens defined as first draft All artefacts exist as first draft All screens complete Process works Production Playbacks – a key improvement of agile over waterfall – helps establish buy-in and commitment
  6. 6. © 2013 IBM Corporation Sprint 0 theme: Analysis and requirements (4-5 weeks) 7 Domain Result of playback GUI Primary screen established in a first version for test purposes and to support discussion and analysis. Process BWL process reflects ALL activities and all major use cases. Business side approves the major cases. Delivery: BlueWorks Live documentation. Backend integration Testing prototypes of various types of integration at a ”sunshine scenario” level. A process can be started from the triggering component and the result of the process can be delivered to the receiving component. ”Experiments” of protocols and integrations are a part of this sprint. Business rules Analysis of rules involved eg application form validation, credit validation etc. Business variable are identified at an entity level with major business attributes documented in text form. Installation Developement environment installed. Testing environment approved and agreed. Test User test cases identified (not detailed). Migration considerations completed. 9/24/2013 Bo Ebro Christensen
  7. 7. © 2013 IBM Corporation  ”User stories” and ”personaes” helps create individul stories and helps break down complex processes into understandable scenarios  Especially helpful if users find the process too complex and abstract 9 Bo Ebro Christensen9/24/2013 Manifesto for Agile Software Development Individuals and interactions over (development) processes and tools
  8. 8. © 2013 IBM Corporation Manifesto for Agile Software Development Working software over comprehensive documentation  Focus on demonstrating ”running parts” in playbacks and workshops  The BlueWorks Live process model is the ”contract” between IT and business AND the documentaiton of the requirements.  DONT spend time documenting (obsolete) process models  Sprints and process documentation are non- compatible – but we need to document lessons learned and adapt for the next process 11 Bo Ebro Christensen9/24/2013
  9. 9. © 2013 IBM Corporation  The business is involved in sprint 0 (Blue Works Live) and they CAN define the process models.  DONT establish long requirement documents from business to IT  The Blue Works Live model is – the process documentation, – the business requirements, and – the contract between IT and business 13 Bo Ebro Christensen9/24/2013 Manifesto for Agile Software Development Customer collaboration over contract negotiation
  10. 10. © 2013 IBM Corporation Manifesto for Agile Software Development Responding to change over following a plan  Use the default sprint content plan BUT be willing and able to adapt to changes  At first, a challenge to the Project Manager 15 Bo Ebro Christensen9/24/2013
  11. 11. © 2013 IBM Corporation Lessons learned 9/24/2013 Bo Ebro Christensen16 Focus on early demonstration showing running artefacts improves end-user communication and accellerates learning curve. Dont document – be lazy - do it automatically ! BPM impacts the way the process participants work – manage the change !! – agileBPM reveals it faster. Sprints of 2-3 weeks is too short – but perhaps OK for smaller processes. Business MUST be involved AND customer must accept time-boxing and iterations – in some cases business side there will never be a ”version 2”. Lots of estimation exercises required – we need to develop key distribution sizing numbers and collect experience. Initially a Project Managers nightmare.
  12. 12. © 2013 IBM Corporation Conclusions from projects where we gradually moved to Agile  Agile process development dramatically enhance quality and commitment of BPM moving abstract concepts into ”seeing is beleiving”  Business agility and process development agility are complementary.  Reduces risk of re-do / late changes  Reduces risk of late delivery  Agile process development is good for vendor-customer projects and even better for ”in-house” development.  You CAN develop large processes in a few months and simple processes in a few weeks using Agile BPM 17 Bo Ebro Christensen9/24/2013 Traditional BPM Agile Waterfall
  13. 13. © 2013 IBM Corporation Questions ? 18 Bo Ebro Christensen9/24/2013 Do one brave thing today … then run like hell !

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