Organizations intend to improve their business processes quickly and cost-effectively in today’s dynamic world. Agile Business Process Management (BPM) contributes to transform the business landscape in several aspects and organizations are also embracing it.

1. How to Improve Business Processes with Agile
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3. NetCom Learning – Managed Learning Services
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5. What is “Agile”?

6. • In 2001, 17 agile advocates came together
• Drafted document with organizing principles for Agile
• High-level concepts
• Addressed commonality of different methodologies
History of Modern Agile

7. Manifesto for
Agile Software Development Results
Individuals and interaction over Process and tools
Working software Results over Comprehensive documentation
Customer collaboration over Contract negotiation
Responding to change over Following a plan
We are uncovering better ways of development
software by doing it and helping others do it.
Through this work we have come to value:

8. • Primary driving factor from moving from traditional
methods to agile methods
• Agile concentrates on the process which adds value to
the stakeholders
• Cumulative value
• Customer
• End-user
• Team
• Sponsor
• Organization
Value-Driven

9. • Small steps
• Focus on important stuff first
• What is delivered “works”
• Seek and incorporate feedback
• Make course corrections when needed
• Everyone is accountable and empowered
Agile Key Concepts
Adaptation

10. Agile Frameworks

11. Standish Group CHAOS Report
• 1998 Standish Group CHAOS Project Report
• Among the top reasons for project failures were
aspects of the waterfall method
• “Research also indicates that smaller time frames, with
delivery of software components early and often, will
increase success rate”

12. • Scrum
• Kanban
• Lean
• Business Process Management
• Other development approaches
• FDD (Feature Driven Development)
• TDD (Test/Acceptance Test Driven Development)
• SAFe
Agile Frameworks

13. • Predictive
• Waterfall
• Iterative
• Adaptive
• Time-boxed
• Continuous
• Combined/Blended
Comparison of Methodologies

14. • Identifies which methodology
is appropriate
• Predictive (Waterfall)
• Most of the details are known
• Things are close to agreement
• Things are close to certainty
• Chaotic project environment that requires a commanding
and controlling style of leadership to bring order
• Adaptive (Agile)
• Need for complex decision making
Stacey Diagram

15. • Strong points
• Heavy up-front analysis
• Plan formulated, results compared to plan and corrective actions taken as
needed
• Strong change control after requirements agreed upon
• Weaknesses
• Resistance to change
• Often more about process than result
• Extensive time and expense producing documentation
• Long delay between requirements and results
Predictive Methodologies

16. Adaptive Life Cycles
• Also known as change-driven or agile methods
• Intended to respond to high levels of change
• Requirements gathered using progressive elaboration throughout the
project
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17. • Pros
• Frequent delivery of results
• Able to adapt to changes to provide business competitive advantages
• Cons
• Requires change to existing processes and organizational structures
Pros and Cons of Adaptive Approach

18. Time-boxed (Scrum)
• Series of short iterations
• Called sprints
• Deliver incremental working software (MMF)
• Time-boxed ceremonies
• Sprint Planning Meeting
• Daily Scrum
• Sprint Review
• Sprint Retrospective
• Artifacts
• Burn down charts
• Product backlog
• Sprint backlog

19. Continuous (Kanban)
• Emphasis on just-in-time, continuous delivery
• Work is pulled from a prioritized queue
• Progress is displayed for all participants to see

20. Iterative

21. Six-Sigma/Lean
• Adapted from Toyota lean manufacturing and IT
practices
• Move closer to customer
• Shorter cycles
• Eliminate waste
• Process improvements

22. Business Process Management
• Similar to Six-Sigma/Lean Process
• Selection of opportunity or problem to address
• Steps include:
• Process identification (map to enterprise architecture)
• Determine reason and verify selection
• Analyze current state (“as-is”)
• Define goals and performance measurements
• Identify actions and plans
• Implement plan (“to-be”)
• Review

23. Agile Impacts

24. Key Major Shifts
Predictive Approach Adaptive Approach
Product planned extensively and then
executed and finally tested
Result envisioned and then evolved and
adapted
Governance, stage gates Accepted iterations
Strong change control Welcome changes
Template-driven documentation Light weight, essential documentation
Full solution delivery Small, frequent releases
Lessons learned at end of project Retrospective at end of each iteration
(Kaizen)

25. Waterfall - Agile
www.agileconnection.com Figure 1: Waterfall versus agile: the paradigm
shift

26. • Working with others to do a task and to achieve shared goals
• Share knowledge, learning and building consensus
• Collective problem solving
Collaboration

27. Commitment
• Team members are committed
• Project
• Outcomes
• Stakeholders are involved
• Feedback
• Communication

28. • Product
• Process
• People
• Feedback Methods
Continuous Improvement

29. • Based on measurable data
• Two areas
• Reinforcement of positive
• Corrective actions
Feedback Methods

30. Business Process Improvement

31. • Value-based emphasis based on strategic alignment
• Enterprise Architecture structure
• Portfolio management - unchanged
• Project charter – slight modification
Initiating Concepts

32. • Supports integration and optimization of fragmented
processes into integrated environment
• High-level view of organization
• Current Baseline
• Target Baseline
• Baseline architectures
• Business
• Data
• Application
• Technology
Enterprise Architecture

33. Project Efforts
Alice: Which road do I take?
Cheshire cat: Where do you want to go?
Alice: I don’t know
Cheshire cat: Then it doesn’t matter
- Lewis Carroll
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34. • Stakeholder focus
• Expands long-term vision
• Identifies themes and release timeframes
• Initial product backlog
• Additional detail is added as timeframe approaches
Product Roadmap

35. • Includes:
• Who - Stakeholders
• Why – Vision, Mission, Goals
• What – Objectives, Project Boundaries
• Where – Work sites, Deployment requirements
• When – Start and end target dates
• How - Approach
• Success Criteria
• May involve multiple stakeholders to build
consensus – Shared vision
Project Chartering

36. • Portfolio
• Selection of “projects”
• Roadmap
• Milestone releases and themes
• Product backlog
• Release planning
• Features or epics
• Release backlog
• Iteration planning
• Iteration backlog
• User Stories  Tasks
Adaptive Planning Cycles

37. • Value of including features
• Cost of implementing features
• Amount of risk removed by including features
• Prioritization Schemes
Prioritization

38. • Drives shared understanding of project vision, objectives and goals
• Continuous collaboration with delivery team
• Maximize the value by managing and prioritizing the work to be done
(backlog)
• Provide acceptance criteria
• Inspect and accept completed, demonstrated work
Business Representative

39. Summary

40. • Impact on current processes, behavior and people
• Educate the organization
• Support change at various levels
• Experiment with new techniques
Organizational Change

41. • Allows teams to work “agile”
• Other teams utilize a predictive approach with a
project manager and specialized team roles
• Need to adapt to changing requirements
• Collaboration and communication
Blended Approach

42. • Change is always challenging but the value is worth the effort
• It is impossible to gather all requirements at beginning of project
• Whatever requirements available to be gathered are guaranteed to
change
• There will always be more to do than time and money will allow
Four Simple Truths

43. “ A well-functioning team of adequate people will complete a project
almost regardless of the process or technology they are asked to use
(although the process and technology may help or hinder them along
the way) .”
- Alistair Cockburn
Agile is Not a Silver Bullet

44. Watch the Live Demonstration
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45. NetCom Learning offers a comprehensive portfolio for Agile training options.
Enroll for any of the recommended courses below:
Leading a Scaled Agile Framework (SAFe Agilist Certification)- Class scheduled for Feb 1
Implementing Agile Test-Driven Development for Non-Programmers -Class scheduled for
March 5
PMI Agile Certified Practitioner (PMI-ACP)®– Class scheduled for March 12
Recommended Courses:
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