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 requirements

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B P M Link Feb 2010 V2

  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. The 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 Manifesto<br />Whilst 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 />Users involved throughout the process<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 ZenAgile 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 />BestTools:<br /><ul><li> Personas
  36. 36. Process Maps
  37. 37. Presentations (animation & diagrams)
  38. 38. Prototypes
  39. 39. Storyboards</li></ul>Best Tools:<br /><ul><li> Discuss User scenarios (their story)
  40. 40. Presentations
  41. 41. Podcasts</li></ul>Best Tools:<br /><ul><li> Prototypes
  42. 42. Workshops
  43. 43. UAT (User Acceptance Testing)</li></li></ul><li>Added social online behavioural preferences<br />
  44. 44. The result – ZenAgile Personas<br />Context<br />Information Discovery<br />Behaviour<br />Communication preferences<br />Motivations<br />Pain Points<br />Wants<br />
  45. 45. Want Maps<br />Photo - http://www.flickr.com/photos/magia3e/4270281812/in/photostream/<br />
  46. 46. What did I learn?<br />Personas and Want Maps are a 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 />
  47. 47. Critical to Understand User needs<br />Look at the project within the context of the organisation, the business unit and the users<br />Always ask if what you are doing is adding value and how does it link back to the strategy<br />Utilise Contextual Inquiry to understand how process is applied <br />It’s not about You! It’s about Users<br />
  48. 48. 2009 Trends in BPM & BA <br />Change in requirements approaches and use of requirements management and BPM tools<br />Increased Use of Agile Approaches and Techniques<br />Focus on Users <br />
  49. 49. 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 />
  50. 50. 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 />
  51. 51. 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 />
  52. 52. Fin.Maria Horrigan Principal ConsultantEmail:Maria.horrigan@oakton.com.auBlog: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri<br />