C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010

Connecting Process Professionals

1

Results Driven. When Business & 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

Slideshare and blogs

www.slideshare.com/murph

www.barocks.com
Zenagile.wordpress.com

@miahorri
#BPM , #Agile


Business Process Design and
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

Typically we start by 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

The result

But what about the users?????

Process vs People
Project success 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

What needs to be considered
Not just about the
process or the
technology


Process centric vs User centered

• Six Sigma
• Waterfall
• Lean
• Agile
• Trends in 2010


Six Sigma
• Focuses on 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

Waterfall – takes time, 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


Waterfall – it’s expen$ive to change

Project Directing
$$$
100%

It’s too expensive to
10% incorporate changes
$$ toward the end of
$
the project
0 Cost of change


Project Planning


Lean

• "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
• 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

Agile & Lean software 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……

Business drivers for change to Agile
A need to maximise:
• Business value
Reduce:
• Waste/cost
Improved:
• Responsiveness to
business
• Service levels to business
• Quality
Minimise risk profile

Agile Manifesto

Individuals and 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.


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


Planning

Mapping the User experience
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

Understanding users, their behaviour and their context

CASE STUDY – USER PROFILES
THROUGH PERSONAS


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


From skinny to ZenAgile 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

Added style preferences to 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

Added communication channel preferences

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

How we supported user 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

Added social online behavioural
preferences


The result – ZenAgile Personas

Context

Information
Discovery
Behaviour
Communication Motivations
preferences

Pain Points
Wants


Want Maps

Photo - http://www.flickr.com/photos/magia3e/4270281812/in/photostream/


What did I learn?

• 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”

Critical to Understand User 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


2009 Trends in BPM & BA

• Change in requirements approaches and
use of requirements management and
BPM tools
• Increased Use of Agile Approaches and
Techniques
• Focus on Users


Change in Requirements Approaches

• 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

Increased Use of Agile 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

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


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


C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (16)

Ähnlich wie C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010

Ähnlich wie C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010 (20)

C:\Ihc\Bp Mlink\Presentations\Bpm Link Canberra Feb 2010