B P M Link Feb 2010 V2

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 & ImprovementBPMLink Feb 2010


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


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)


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

Start up DeliveryInitiation Closing

Project Planning

Project Directing

Analysis

Design

Implement/Build

Test

You’re only going to find out if your solution works at the end


Waterfall – it’s expen$ive to change


Project Planning

Project Directing

100%

10%

0

$$$

$$$

Cost of change

It’s too expensive to incorporate changes toward the end of the project


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

• Whilst there is value in the items on the right, we value the items on the left more.

Individuals and interactions Processes and tools

Working software Comprehensive documentation

Customer collaboration Contract negotiation

Responding to change Following a plan


Agile Approach – User Centered

Identify users’ needs

Implement Solution

Directing

FeaturesFeatures

Understand context of use

Produce design solution

Specify user andstrategic

requirements

Evaluate/validatewith users

Features


Planning

Prioritised ‘features’

This is actually

ISO13407

Users involved throughout the

process


Mapping the User experience

Map business processes

Workshop processes and requirements

Refine process through

storyboarding

Refine storyboard mapping user experience and business processes

Iterate improvements to user interface

prototypes

Validate with users


CASE STUDY – USER PROFILES THROUGH PERSONAS

Understanding users, their behaviour and their context


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


DDrivers

SSupporters

TTalkers

CControllers

task

peop

le

• Goal oriented• Assertive• Task &

information focused

• People oriented

• Animated• Creative• Outgoing

• Logical • Information &

task focus• Detail orientated• Cautious & risk

averse

• People oriented

• Team players

• Dependable• Stable

Added style preferences to personas


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

Added communication channel preferences


How we supported user learning

Visual Auditory KinaestheticLearn by seeing

• Have strong spelling & writing skills

• Find spelling mistakes distracting

• Not talk much & dislike listening for too long

• Will be distracted by untidiness and movement

Learn by listening

• Love to talk• Appear to daydream

whilst ‘talking’ inside their heads

• Read in a talking style• Love the telephone and

music

Learn by doing

Move around a lot, tap pens and shift in their seat

Want lots of breaks

Enjoy games Don’t like

reading, but doodle and take notes

BestTools:• Personas• Process

Maps• Presentations

(animation & diagrams)

• Prototypes• Storyboards

Best Tools:• Discuss User

scenarios (their story)

• Presentations• Podcasts

Best Tools:• Prototypes• Workshops• UAT (User

Acceptance Testing)


Added social online behavioural preferences

http://blogs.forrester.com/photos/uncategorized/2007/04/24/ladder_3.gif


The result – ZenAgile Personas

Context

Behaviour

Wants

Information Discovery

Communication preferences

Pain Points

Motivations


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:[email protected]: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri

B P M Link Feb 2010 V2

Business

Transcript of B P M Link Feb 2010 V2