Applying Agile Development Strategies to BPM Initiatives
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- The document discusses applying agile development strategies to business process management (BPM) initiatives. It outlines key drivers for agile development like volatile requirements and the need for tight project control. - It analyzes popular agile methodologies like XP, Scrum, and FDD and determines that FDD is best suited for BPM due to its emphasis on solution definition by the business and high degree of collaboration. - A case study is presented of Navy Federal Credit Union, which used rapid prototyping, FDD methodology and out-of-the-box BPM functionality to deploy key processes in 1-2 months. This demonstrated benefits of combining agile development with BPM.
![Thank You! Clay Richardson, Practice Leader Business Process Improvement Practice Project Performance Corporation Contact Information: 703-748-7000 [email_address] www.ppc.com/bpm](https://image.slidesharecdn.com/4etues130richardson-1208913504405291-8/85/Applying-Agile-Development-Strategies-to-BPM-Initiatives-22-320.jpg)
Applying Agile Development Strategies to BPM Initiatives
- 1. Clay Richardson Practice Leader, Business Process Improvement Project Performance Corporation Session Title: Applying Agile Development Strategies to BPM Initiatives
- 2. Introduction Project Performance Corporation Management and Information Technology Consulting firm Headquartered in McLean, Virginia Celebrating 17 Years of Consulting Excellence 300+ employees, $65MM in revenue (2007) Clay Richardson Practice Leader for PPC’s Award-Winning BPI Practice Certified BPM Professional – Boston University Former Director, Professional Services and Training – HandySoft Global Corporation
- 3. Agenda Key Drivers for Agile Development Agile and Collaborative Development Top 5 Agile BPM Features Agile BPM Case Study
- 4. Minding the Gap Between Vision and Execution
- 5. Traditional Execution - Factors Impacting Failed Projects Craig Larman, Agile and Iterative Development: A Manager’s Guide , Addison Wesley Professional (2004) 37% of Factors are Requirements Related
- 6. Traditional Execution – Actual Use of Requested Features Craig Larman, Agile and Iterative Development: A Manager’s Guide , Addison Wesley Professional (2004)
- 7. Agenda Agenda Key Drivers for Agile Development Agile and Collaborative Development Top 5 Agile BPM Features Agile BPM Case Study
- 8. BPM Promotes Agile and Collaborative Execution Emphasis Placed On Control and Requirements Emphasis Placed on Client-Valued Functionality
- 9. Which Agile Methodology Is Right For You? Popular Agile Strategies Strengths Weaknesses XP Most widely known and adopted approach Business ownership of feature priority, developer ownership of estimates “ Pair Programming” increases knowledge transfer Documentation primarily through verbal communication Difficult to accommodate architectural or design concerns Scrum Solution definition led by self-directed development teams Priorities based on business value Terminology and practices oriented towards technical teams Little business control over managing and prioritizing features – difficult to scope FDD Solution definition and features owned by the business All aspects of project tracked by feature – improved control, management, and scoping Scales well to large teams or projects Full implementation requires model-driven approach Takes time to adjust to “feature” modeling
- 10. Which Agile Methodology Is Ideally Suited to BPM? Which Agile Strategy is Ideally Suited to BPM? Common BPM Project Requirements XP Scrum FDD Solution Definition Led by Line of Business Volatile Solution Requirements Tight Project Control and Reporting High Degree of Collaboration Between Business and Technical Teams
- 11. Agenda Agenda Key Drivers for Agile Development Agile and Collaborative Development Top 5 Agile BPM Features Agile BPM Case Study
- 13. Visio-style Modeling for Business Analysts BPMN and UML Modeling Standards
- 14. Simulate Possible Improvement Scenarios View Projected Metrics of ROI and Improved Efficiency. Quickly Incorporate New Changes to Process Model
- 15. Leverage Existing Business Processes and Models Wizard-driven Interfaces For SOA and Legacy Application Integration Leverage Existing Forms and UI Applications
- 16. Rapidly Prototype Features and Functionality Preview Features Before Moving to Full Implementation
- 17. Already Provided Build and Deployment Interface Version and Configuration Support Automated Archiving of Processes and Data
- 18. Key Drivers for Agile Development Agile and Collaborative Development Top 5 Agile BPM Features Agile Development Case Study
- 19. Case Study: Navy Federal Credit Union Project Results: Established BPM Center of Excellence Methodology and Best Practices for Deploying BPM Solutions in 30 – 60 Days Deployed Four Key Operational Processes Challenges: Need to Deploy Business Solutions In 1 – 2 Month Timeframes Highly Involved and Engaged Business Stakeholders Volatile Requirements from Internal and External Stakeholders Solution: Rapid Prototyping and Development Using Key BPM Features Feature-Driven Development (FDD) Methodology with 2-week Iterations Streamlined Deployment and Role-Based Access Using Out-of-the-Box BPM Functionality
- 20. Key Takeaways Most IT Projects Fail to Achieve Their Original Vision Outlined by the Enterprise Architecture Combining Agile Development with BPM Increases Your Chances of Success Select an Agile Methodology that’s Right For Your Organization BPM promotes agility and collaboration
- 22. Thank You! Clay Richardson, Practice Leader Business Process Improvement Practice Project Performance Corporation Contact Information: 703-748-7000 [email_address] www.ppc.com/bpm