applying agile development strategies to bpm initiatives
TRANSCRIPT
Welcome Clay Richardson
Practice Leader, Business Process ImprovementProject Performance Corporation
Session Title:Applying Agile Development Strategies to
BPM Initiatives
April 21-23, 2008
Renaissance Washington, DC
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
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Agenda
Key Drivers for Agile Development
Agile and Collaborative Development
Top 5 Agile BPM Features
Agile BPM Case Study
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Minding the Gap Between Vision and Execution
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Traditional Execution - Factors Impacting Failed Projects
Poor User Input13%
Incomplete Requirements
12%
Changing Requirements
12%
Poor Technical Skills
7%
Poor Staffing6%
Other50%
37% of Factors are Requirements Related
Craig Larman, Agile and Iterative Development: A Manager’s Guide, Addison Wesley Professional (2004)
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Traditional Execution – Actual Use of Requested Features
Craig Larman, Agile and Iterative Development: A Manager’s Guide, Addison Wesley Professional (2004)
Always7% Often
13%
Sometimes16%
Rarely19%
Never45%
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Key Drivers for Agile Development
Agile and Collaborative Development
Top 5 Agile BPM Features
Agile BPM Case Study
Agenda
Agenda
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BPM Promotes Agile and Collaborative Execution
Emphasis Placed On Control and Requirements
Emphasis Placed on Client-Valued Functionality
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Which Agile Methodology Is Right For You?
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
Popular Agile Strategies
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Which Agile Methodology 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
Which Agile Strategy is Ideally Suited to BPM?
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Key Drivers for Agile Development
Agile and Collaborative Development
Top 5 Agile BPM Features
Agile BPM Case Study
Agenda
Agenda
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Visio-style Modeling for Business Analysts
BPMN and UML Modeling Standards
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Simulate Possible Improvement
Scenarios
View Projected Metrics of ROI and Improved Efficiency.
Quickly Incorporate New Changes to Process
Model
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Leverage Existing Business Processes and Models
Wizard-driven Interfaces For SOA and Legacy Application
Integration
Leverage Existing Forms and UI Applications
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Rapidly Prototype Features and Functionality
Preview Features Before Moving to Full
Implementation
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Already Provided Build and Deployment
Interface
Version and Configuration Support
Automated Archiving of Processes and Data
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Key Drivers for Agile Development
Agile and Collaborative Development
Top 5 Agile BPM Features
Agile Development Case Study
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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
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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
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Recommended Reads
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Thank You!
Clay Richardson, Practice LeaderBusiness Process Improvement PracticeProject Performance Corporation
Contact Information:[email protected]/bpm