So you have the process documented, what about the users?
Maria Horrigan Principal Consultant Regional Lead Business process Design & ImprovementBPMLink Feb 2010
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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
End 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
Start up DeliveryInitiation Closing
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 Alliance Manifesto
• While 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
Start up DeliveryInitiation Closing
Planning
Prioritised ‘features’
This is actually
ISO13407
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 zen 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
Best BPITools:• Personas• Presentations
(animation & diagrams)
• Prototypes• Storyboards
Best BPI Tools:• Discuss User
scenarios (their story)
• Presentations• Podcasts
Best BPI Tools:• Prototypes• Workshops• UAT (User
Acceptance Testing)
Added social online behavioural preferences
The result: ZenAgile Personas![NAME][TITLE]
“I don’t have time to chat, can we start now”Age 47
Commitment to motivation⋆Creator: Publish a blog/web page, upload music and video ⋆⋆⋆⋆Critic: Post ratings or a product, comment on a blog, contribute to a forum, edit a wiki⋆⋆Collector: Use RSS, vote for websites, add tags⋆Joiner: Maintain a profile on a social media website, visit networking sites⋆⋆Spectator: Read blogs, listen to podcasts, watch video, read forums and ratings, research-based information seeking⋆⋆Inactive: None of the above
Occupation Listing SMEAbout [NAME] Ryan is a director in the listing area and has worked at the
organisation for over 20 years. He is single but loves his nieces and nephews. He enjoys cooking, eating, and socialising with friends.He is a details man, but only about information that directly benefits him, and his work family.Family is important to Ryan; his Irish background is a big reason for this, but he also lost his father when he was young, which always reminds him of the value of family.
Information discovery
Ryan doesn’t like using the web, and is used to finding out most information from either watching television, or asking his network of friends for information and advice. Prefers face-to-face contact where possible. He is reasonably comfortable with gaining information from government websites through work-related browsing although he finds much of it useless and unreadable. Ryan has been around the organisation for a long time and knows “how it works”.
Motivations Ryan is sceptical about bib business’s motives to do good for the community. Believes the government that really need to do something.
SNA profile High Degree Centrality Moderate Closeness and Betweeness Hub of Info flow and Gatekeeper
Pain Points Government bureaucracy Red tape Lack of responsive communication
Communications Preferences
Auditory: ⋆Kinesthetic: ⋆⋆⋆⋆Visual: ⋆⋆⋆Driver / Controller
Social Technographics
Communication preferences
Context
Behaviour
The result – ZenAgile Personas
Wants
Communication preferences
Context
BehaviourMotivations
User Segmentation – What they want
Want Maps
What did I learn?
• Personas 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 with the context of the organisation, the business unit and the users
• Contextual Inquiry • It’s not about You! It’s about Users• Always ask if what you are doing is
adding value and how does it link back to the strategy
2009 Trends in BPM & BA
• Change in requirements approaches and use of requirements management and BPM tools
• Increased Use of Agile Approach 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
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