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.

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What we Learned at bpmCamp 2010 @ Stanford

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

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