Bpm link feb 2010


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Bpm link feb 2010

  1. 1. So you have the process documented, what about the users? Maria Horrigan Principal Consultant Regional Lead Business process Design & ImprovementBPMLink Feb 2010<br />
  2. 2. Slideshare and blogs<br />www.slideshare.com/murph<br />www.barocks.com<br />Zenagile.wordpress.com<br />@miahorri<br />#BPM , #Agile<br />
  3. 3. Business Process Design and Improvement <br />IT is now part of the business - every program, every initiative, will have some touch point with technology<br />Success depends on anticipation of future trends and ability to sense upcoming developments and to design appropriate systems and processes <br />Understanding business processes is important <br />Understanding Users, their needs and their behaviour is critical<br />
  4. 4. Typically we start by analysing the process<br />Talk to client and find out about the current process<br />Document “as is” process<br />Look at needs to improve efficiency and effectiveness of program or initiative<br />Identify where the system can automate functions within the business process<br />Map the “to be” process<br />
  5. 5. End result <br />But what about the users?????<br />
  6. 6. Process vs People <br />Project success hinges on Users therefore we need to:<br />Understand what they want<br />Uncover what they need ….<br />Look at the context <br />Understand the user behaviour<br />Show how the process will help users in their work<br />Design the process and system for users (not just for the business)<br />
  7. 7. What needs to be considered<br />Not just about the process or the technology<br />
  8. 8. Process centric vs User centered<br />Six Sigma <br />Waterfall <br />Lean <br />Agile <br />Trends in 2010<br />
  9. 9. Six Sigma<br />Focuses on removing the causes of defects(errors) and the variation (inconsistency) in manufacturing and business processes using quality management <br />Asserts that continuous efforts to achieve stable and predictable process results are vital for business success<br />Processes have characteristics that can be measured, analysed, improved and controlled<br />Follows a defined sequence of steps and has quantified targets<br />
  10. 10. Waterfall – takes time, sequential<br />You’re only going to find out if your solution works at the end<br />
  11. 11. Waterfall – it’s expen$ive to change<br />It’s too expensive to incorporate changes toward the end of the project<br />Cost of change<br />
  12. 12. Lean<br />"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<br />Working from the perspective of the customer, "value" is defined as any action or process that a customer would be willing to pay for<br />Lean IT focuses on customer satisfaction and reducing waste and is centered around creating more value with less work<br />
  13. 13. Agile & Lean software development<br />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 <br />Agile has as one of its origins, concepts from Lean Thinking, as well organises work in a cross-functional, multidisciplinary work cell <br />Focus on continuous improvements, that is the base of Lean<br />Why this trend to Agile……<br />
  14. 14. Business drivers for change to Agile<br />A need to maximise:<br />Business value<br />Reduce:<br />Waste/cost<br />Improved:<br />Responsiveness to business<br />Service levels to business<br />Quality<br />Minimise risk profile<br />
  15. 15. Agile Alliance Manifesto<br />While there is value in the items on the right, we value the items on the left more.<br />
  16. 16. Agile Approach – User Centered<br />This is actually ISO13407<br />Prioritised ‘features’<br />
  17. 17. Mapping the User experience <br />Iterated improvements to user interface prototypes<br />Refine process through storyboarding<br />Map business processes<br />Workshop processes and requirements<br />Iterate improvements to user interface prototypes<br />Refine storyboard mapping user experience and business processes<br />Validate with users<br />
  18. 18. Case Study – User Profiles through Personas<br />Understanding users, their behaviour and their context<br />
  19. 19. Understanding Users - Personas<br />Started off with ‘skinny’ view of users gained thru workshops<br />Added to personas as info uncovered thru SNA – place in the network, information preferences, types, communication styles & channels<br />Built up personas as we went in our agile project iterations, rather than all-at-once<br />
  20. 20. From skinny to zen personas<br />As our project knowledge evolved, we added to our understanding of users:<br />Their information preferences<br />Their expectations<br />Their capabilities<br />Their information needs<br />Their social network profiles (Forrester’s Technographics)<br />Documented as ‘ZenAgile’ personas<br />
  21. 21. Added style preferences to personas<br /><ul><li> People oriented
  22. 22. Animated
  23. 23. Creative
  24. 24. Outgoing
  25. 25. Goal oriented
  26. 26. Assertive
  27. 27. Task & information focused</li></ul>T<br />Talkers<br />D<br />Drivers<br />task<br />people<br />S<br />Supporters<br />C<br />Controllers<br /><ul><li> Logical
  28. 28. Information & task focus
  29. 29. Detail orientated
  30. 30. Cautious & risk averse
  31. 31. People oriented
  32. 32. Team players
  33. 33. Dependable
  34. 34. Stable</li></li></ul><li>Added communication channel preferences<br />People learn different ways<br />V= Visual (Something ‘seen’ or visual stimulation)<br />Need a graphic representation <br />A= Auditory (A ‘sound’ memory or related to a sound<br />Need to hear the explanation of how things work<br />K= Kinaesthetic (Has a ‘doing’ memory, feeling the emotion or activity of the memory<br />Need to use the system to understand<br />
  35. 35. How we supported user learning<br />Best BPITools:<br /><ul><li> Personas
  36. 36. Presentations (animation & diagrams)
  37. 37. Prototypes
  38. 38. Storyboards</li></ul>Best BPI Tools:<br /><ul><li> Discuss User scenarios (their story)
  39. 39. Presentations
  40. 40. Podcasts</li></ul>Best BPI Tools:<br /><ul><li> Prototypes
  41. 41. Workshops
  42. 42. UAT (User Acceptance Testing)</li></li></ul><li>Added social online behavioural preferences<br />
  43. 43. The result: ZenAgile Personas!<br />Context<br />Social Technographics<br />Behaviour<br />Communication preferences<br />
  44. 44. The result – ZenAgile Personas<br />Context<br />Motivations<br />Behaviour<br />Communication preferences<br />Wants<br />
  45. 45. User Segmentation – What they want<br />
  46. 46. Want Maps<br />
  47. 47. What did I learn?<br />Personas good way to help convey and shape understanding of user’s info needs<br />Agile approach - build on “skinny” profile & flesh out personas as the project proceeds<br />Use these personas in discussions with client to ensure process design and improvements has the user needs “top of mind”<br />
  48. 48. Critical to Understand User needs<br />Look at the project with the context of the organisation, the business unit and the users<br />Contextual Inquiry <br />It’s not about You! It’s about Users<br />Always ask if what you are doing is adding value and how does it link back to the strategy<br />
  49. 49. 2009 Trends in BPM & BA <br />Change in requirements approaches and use of requirements management and BPM tools<br />Increased Use of Agile Approach and Techniques<br />Focus on Users <br />
  50. 50. Change in Requirements Approaches<br />Less reliance on use cases and movement towards BPMN, user stories and scenario-based requirements <br />Less emphasis on requirements specifications, more emphasis on process modelling, prototypes and diagrams<br />Increase in requirements management and planning and using traceability to control and manage product scope (BPM tools)<br />Adoption of Agile methods in release and iteration planning<br />
  51. 51. Increased Use of Agile Approaches <br />Integrating Agile methods into project management and business analysis<br />Currently, the industry has a wide, varied, and inconsistent use of Agile techniques<br />The adoption of Agile methods, especially Scrum but also including XP, exploded in 2009. <br />The use of Agile is one of the hottest topics within BPM and PMOs<br />
  52. 52. Predictions for 2010<br />More focus on the Users and their needs<br />Recognise that one size does not fit all<br />Adoption of Agile methods will continue to increase and Waterfall approach will decline<br />Recognition that adoption of Agile methods is not an excuse for lack of discipline <br />Move to less documentation and knowing when documentation is important (for contracts and regulatory compliance) <br /> Focus on requirements management tools <br />
  53. 53. Fin.Maria Horrigan Principal ConsultantEmail:Maria.horrigan@oakton.com.auBlog: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri<br />