Bpm link feb 2010
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This document discusses the importance of understanding users in business process design and improvement projects. It notes that while processes are typically analyzed and documented first, understanding user needs, behaviors, and context is also critical for project success. The document recommends designing processes and systems with users in mind rather than just for the business. It provides examples of how to better understand users through personas, communication channel preferences, and segmentation of what users want. The trends discussed include a focus on users and agile approaches over traditional waterfall and documentation-heavy methods.
Bpm link feb 2010
- 1. So you have the process documented, what about the users? Maria Horrigan Principal Consultant Regional Lead Business process Design & ImprovementBPMLink Feb 2010
- 2. Slideshare and blogswww.slideshare.com/murphwww.barocks.comZenagile.wordpress.com@miahorri#BPM , #Agile
- 3. Business Process Design and Improvement IT is now part of the business - every program, every initiative, will have some touch point with technologySuccess 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
- 4. Typically we start by analysing the processTalk to client and find out about the current processDocument “as is” processLook at needs to improve efficiency and effectiveness of program or initiativeIdentify where the system can automate functions within the business processMap the “to be” process
- 5. End result But what about the users?????
- 6. Process vs People Project success hinges on Users therefore we need to:Understand what they wantUncover what they need ….Look at the context Understand the user behaviourShow how the process will help users in their workDesign the process and system for users (not just for the business)
- 7. What needs to be consideredNot just about the process or the technology
- 8. Process centric vs User centeredSix Sigma Waterfall Lean Agile Trends in 2010
- 9. Six SigmaFocuses 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 successProcesses have characteristics that can be measured, analysed, improved and controlledFollows a defined sequence of steps and has quantified targets
- 10. Waterfall – takes time, sequentialYou’re only going to find out if your solution works at the end
- 11. Waterfall – it’s expen$ive to changeIt’s too expensive to incorporate changes toward the end of the projectCost of change
- 12. 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 eliminationWorking from the perspective of the customer, "value" is defined as any action or process that a customer would be willing to pay forLean IT focuses on customer satisfaction and reducing waste and is centered around creating more value with less work
- 13. Agile & Lean software developmentAgile - 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 LeanWhy this trend to Agile……
- 14. Business drivers for change to AgileA need to maximise:Business valueReduce:Waste/costImproved:Responsiveness to businessService levels to businessQualityMinimise risk profile
- 15. Agile Alliance ManifestoWhile there is value in the items on the right, we value the items on the left more.
- 16. Agile Approach – User CenteredThis is actually ISO13407Prioritised ‘features’
- 17. Mapping the User experience Iterated improvements to user interface prototypesRefine process through storyboardingMap business processesWorkshop processes and requirementsIterate improvements to user interface prototypesRefine storyboard mapping user experience and business processesValidate with users
- 18. Case Study – User Profiles through PersonasUnderstanding users, their behaviour and their context
- 19. Understanding Users - PersonasStarted off with ‘skinny’ view of users gained thru workshopsAdded to personas as info uncovered thru SNA – place in the network, information preferences, types, communication styles & channelsBuilt up personas as we went in our agile project iterations, rather than all-at-once
- 20. From skinny to zen personasAs our project knowledge evolved, we added to our understanding of users:Their information preferencesTheir expectationsTheir capabilitiesTheir information needsTheir social network profiles (Forrester’s Technographics)Documented as ‘ZenAgile’ personas
- 21. Added style preferences to personas People oriented
- 22. Animated
- 23. Creative
- 24. Outgoing
- 25. Goal oriented
- 26. Assertive
- 27. Task & information focusedTTalkersDDriverstaskpeopleSSupportersCControllers Logical
- 28. Information & task focus
- 30. Cautious & risk averse
- 31. People oriented
- 32. Team players
- 33. Dependable
- 34. StableAdded communication channel preferencesPeople learn different waysV= Visual (Something ‘seen’ or visual stimulation)Need a graphic representation A= Auditory (A ‘sound’ memory or related to a soundNeed to hear the explanation of how things workK= Kinaesthetic (Has a ‘doing’ memory, feeling the emotion or activity of the memoryNeed to use the system to understand
- 35. How we supported user learningBest BPITools: Personas
- 36. Presentations (animation & diagrams)
- 37. Prototypes
- 38. StoryboardsBest BPI Tools: Discuss User scenarios (their story)
- 39. Presentations
- 40. PodcastsBest BPI Tools: Prototypes
- 41. Workshops
- 42. UAT (User Acceptance Testing)Added social online behavioural preferences
- 43. The result: ZenAgile Personas!ContextSocial TechnographicsBehaviourCommunication preferences
- 44. The result – ZenAgile PersonasContextMotivationsBehaviourCommunication preferencesWants
- 45. User Segmentation – What they want
- 46. Want Maps
- 47. What did I learn?Personas good way to help convey and shape understanding of user’s info needsAgile approach - build on “skinny” profile & flesh out personas as the project proceedsUse these personas in discussions with client to ensure process design and improvements has the user needs “top of mind”
- 48. Critical to Understand User needsLook at the project with the context of the organisation, the business unit and the usersContextual Inquiry It’s not about You! It’s about UsersAlways ask if what you are doing is adding value and how does it link back to the strategy
- 49. 2009 Trends in BPM & BA Change in requirements approaches and use of requirements management and BPM toolsIncreased Use of Agile Approach and TechniquesFocus on Users
- 50. Change in Requirements ApproachesLess 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 diagramsIncrease 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
- 51. Increased Use of Agile Approaches Integrating Agile methods into project management and business analysisCurrently, the industry has a wide, varied, and inconsistent use of Agile techniquesThe 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
- 52. Predictions for 2010More focus on the Users and their needsRecognise that one size does not fit allAdoption of Agile methods will continue to increase and Waterfall approach will declineRecognition 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
- 53. Fin.Maria Horrigan Principal ConsultantEmail:Maria.horrigan@oakton.com.auBlog: www.barocks.com zenagile.worpress.comSlideshare:www.slideshare.com/murphTwitter: @miahorri