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C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010
- 1. Connecting Process Professionals 1 Results Driven. When Business & IT Matters
- 2. Results Driven. WhenBusiness & IT Matters So you have the process documented, what about the users? Maria Horrigan Principal Consultant Regional Lead Business process Design & Improvement BPMLink Feb 2010 Results Driven. When Business & IT Matters
- 3. Slideshare and blogs www.slideshare.com/murph www.barocks.com Zenagile.wordpress.com @miahorri #BPM , #Agile Results Driven. When Business & IT Matters
- 4. Business Process Designand Improvement • IT is now part of the business - every program, every initiative, will have some touch point with technology • Success depends on anticipation of future trends and ability to sense upcoming developments and to design appropriate systems and processes • Understanding business processes is important • Understanding Users, their needs and their behaviour is critical Results Driven. When Business & IT Matters
- 5. Typically we startby analysing the process • Talk to client and find out about the current process • Document “as is” process • Look at needs to improve efficiency and effectiveness of program or initiative • Identify where the system can automate functions within the business process • Map the “to be” process Results Driven. When Business & IT Matters
- 6. The result But whatabout the users????? Results Driven. When Business & IT Matters
- 7. Process vs People Projectsuccess hinges on Users therefore we need to: • Understand what they want • Uncover what they need …. • Look at the context • Understand the user behaviour • Show how the process will help users in their work • Design the process and system for users (not just for the business) Results Driven. When Business & IT Matters
- 8. What needs tobe considered Not just about the process or the technology Results Driven. When Business & IT Matters
- 9. Process centric vsUser centered • Six Sigma • Waterfall • Lean • Agile • Trends in 2010 Results Driven. When Business & IT Matters
- 10. Six Sigma • Focuseson removing the causes of defects (errors) and the variation (inconsistency) in manufacturing and business processes using quality management • Asserts that continuous efforts to achieve stable and predictable process results are vital for business success • Processes have characteristics that can be measured, analysed, improved and controlled • Follows a defined sequence of steps and has quantified targets Results Driven. When Business & IT Matters
- 11. Waterfall – takestime, sequential Project Directing Analysis You’re only going to Design find out if your solution works at the end Implement/Build Test Start up Initiation Delivery Closing Project Planning Results Driven. When Business & IT Matters
- 12. Waterfall – it’sexpen$ive to change Project Directing $$$ 100% It’s too expensive to 10% incorporate changes $$ toward the end of $ the project 0 Cost of change Start up Initiation Delivery Closing Project Planning Results Driven. When Business & IT Matters
- 13. Lean • "Lean", isa 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 • Working from the perspective of the customer, "value" is defined as any action or process that a customer would be willing to pay for • Lean IT focuses on customer satisfaction and reducing waste and is centered around creating more value with less work Results Driven. When Business & IT Matters
- 14. Agile & Leansoftware development • 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 • Agile has as one of its origins, concepts from Lean Thinking, as well organises work in a cross-functional, multidisciplinary work cell • Focus on continuous improvements, that is the base of Lean • Why this trend to Agile…… Results Driven. When Business & IT Matters
- 15. Business drivers forchange to Agile A need to maximise: • Business value Reduce: • Waste/cost Improved: • Responsiveness to business • Service levels to business • Quality Minimise risk profile Results Driven. When Business & IT Matters
- 16. Agile Manifesto Individualsand interactions Processes and tools Working software Comprehensive documentation Customer collaboration Contract negotiation Responding to change Following a plan • Whilst there is value in the items on the right, we value the items on the left more. Results Driven. When Business & IT Matters
- 17. Agile Approach –User Centered Directing This is Prioritised actually Understand Features context of use ISO13407 ‘features’ Features Features Specify user and Evaluate/validate strategic with users Implement Users involved Solution requirements throughout the Identify users’ Produce process needs design solution Start up Initiation Delivery Closing Planning Results Driven. When Business & IT Matters
- 18. Mapping the Userexperience Refine process Map business Workshop processes through processes and requirements storyboarding Iterate improvements to user interface prototypes Refine storyboard mapping user experience and business processes Validate with users Results Driven. When Business & IT Matters
- 19. Understanding users, theirbehaviour and their context CASE STUDY – USER PROFILES THROUGH PERSONAS Results Driven. When Business & IT Matters
- 20. Understanding Users -Personas • Started off with „skinny‟ view of users gained thru workshops • Added to personas as info uncovered thru SNA – place in the network, information preferences, types, communication styles & channels • Built up personas as we went in our agile project iterations, rather than all-at-once Results Driven. When Business & IT Matters
- 21. From skinny toZenAgile personas As our project knowledge evolved, we added to our understanding of users: • Their information preferences • Their expectations • Their capabilities • Their information needs • Their social network profiles (Forrester‟s Technographics) Documented as ‘ZenAgile’ personas Results Driven. When Business & IT Matters
- 22. Added style preferencesto personas • People • Goal oriented oriented • Assertive • Animated • Task & information focused D T • Creative • Outgoing people Drivers task Talkers • Logical • Information & task focus C S • People oriented • Team players • Detail orientated • Controllers Supporters Dependable • Cautious & risk • Stable averse Results Driven. When Business & IT Matters
- 23. Added communication channelpreferences People learn different ways V= Visual (Something „seen‟ or visual stimulation) • Need a graphic representation A= Auditory (A „sound‟ memory or related to a sound • Need to hear the explanation of how things work K= Kinaesthetic (Has a „doing‟ memory, feeling the emotion or activity of the memory • Need to use the system to understand Results Driven. When Business & IT Matters
- 24. How we supporteduser learning Visual Auditory Kinaesthetic Learn by seeing Learn by listening Learn by doing • Have strong • Love to talk Move around a spelling & writing • Appear to daydream lot, tap pens skills whilst „talking‟ inside and shift in their • Find spelling their heads seat mistakes • Read in a talking style Want lots of distracting • Love the telephone and breaks BestTools: much & • Not talk music Enjoy games • Personaslistening for dislike Best Tools: Don‟t like Best Tools: • Process Maps too long • Discuss User •reading, but Prototypes •Presentations • Will be distracted scenarios (their •doodle and take Workshops (animation & by untidiness and story) •notes (User UAT diagrams) movement • Presentations Acceptance • Prototypes • Podcasts Testing) • Storyboards Results Driven. When Business & IT Matters
- 25. Added social onlinebehavioural preferences Results Driven. When Business & IT Matters
- 26. The result –ZenAgile Personas Context Information Discovery Behaviour Communication Motivations preferences Pain Points Wants Results Driven. When Business & IT Matters
- 27. Want Maps Photo -http://www.flickr.com/photos/magia3e/4270281812/in/photostream/ Results Driven. When Business & IT Matters
- 28. What did Ilearn? • Personas and Want Maps are a good way to help convey and shape understanding of user‟s info needs • Agile approach - build on “skinny” profile & flesh out personas as the project proceeds • Use these personas in discussions with client to ensure process design and improvements has the user needs “top of mind” Results Driven. When Business & IT Matters
- 29. Critical to UnderstandUser needs • Look at the project within the context of the organisation, the business unit and the users • Always ask if what you are doing is adding value and how does it link back to the strategy • Utilise Contextual Inquiry to understand how process is applied • It‟s not about You! It‟s about Users Results Driven. When Business & IT Matters
- 30. 2009 Trends inBPM & BA • Change in requirements approaches and use of requirements management and BPM tools • Increased Use of Agile Approaches and Techniques • Focus on Users Results Driven. When Business & IT Matters
- 31. Change in RequirementsApproaches • Less reliance on use cases and movement towards BPMN, user stories and scenario- based requirements • Less emphasis on requirements specifications, more emphasis on process modelling, prototypes and diagrams • Increase in requirements management and planning and using traceability to control and manage product scope (BPM tools) • Adoption of Agile methods in release and iteration planning Results Driven. When Business & IT Matters
- 32. Increased Use ofAgile Approaches • Integrating Agile methods into project management and business analysis • Currently, the industry has a wide, varied, and inconsistent use of Agile techniques • The adoption of Agile methods, especially Scrum but also including XP, exploded in 2009. • The use of Agile is one of the hottest topics within BPM and PMOs Results Driven. When Business & IT Matters
- 33. Predictions for 2010 •More focus on the Users and their needs • Recognise that one size does not fit all • Adoption of Agile methods will continue to increase and Waterfall approach will decline • Recognition that adoption of Agile methods is not an excuse for lack of discipline • Move to less documentation and knowing when documentation is important (for contracts and regulatory compliance) • Focus on requirements management tools Results Driven. When Business & IT Matters
- 34. Results Driven. WhenBusiness & IT Matters Fin. Maria Horrigan Principal Consultant Email:Maria.horrigan@oakton.com.au Blog: www.barocks.com zenagile.worpress.com Slideshare:www.slideshare.com/murph Twitter: @miahorri Results Driven. When Business & IT Matters