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Wendan Consulting Webinar

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1 Wendan Consulting Webinar
“Reduce the Risk of BPM Project Failure with a New Approach to Project Management” Wagile BPMS/BPM Facing business improvement: The Problem - nothing is easy, nothing is fast and results are not certain!

2 Wendan Consulting Dan Morris
Dan Morris, CBPP, CBA Managing Principal Wendan Consulting Dan has over 30 years of experience in business and IT operation transformation and management.  He is currently serving as a Managing Principal for Wendan, Inc.  Wendan is a BPMS methodology and consulting firm offering the ADDI (Architect, Design, Deploy, Improve) BPMS methodology.  ADDI is the first vendor neutral BPMS methodology that follows a Wagile approach to provide consistency and promote project success. Experience North American Practice Director for Business Transformation at Ta Ta US Practice Director for BPM/SOA consulting at Capco US Practice Director for Business Transformation for Insurance, Healthcare and Life Sciences at Infosys Technology Executive Consultant for IBM Dan is the author of four books on Business Transformation and over 50 papers and articles.  He is the author of the PEX column BPM Straight Up: Separating Fact from Fiction. Wendan Consulting

3 Our focus is on the business side of change, not the IT side.
Agenda Our focus is on the business side of change, not the IT side. Session will be presented in three sections Wagile – what it is and where did it come from? Introducing Wagile – impact and use ADDI Questions Helping you find your way through the business improvement maze!

4 Concepts, Approaches and Methods
Agile and Waterfall are approaches based on specific concepts and techniques that focus on different and conflicting fundamental ideas Both approaches mean a lot of different things to different people There is no single Agile method and no single Waterfall method – every company has their own variation that they declare as Agile or Waterfall Agile and BPM evolved together and leverage many of one another’s concepts – but their different perspectives caused serious differences Waterfall/Agile was originally created in the tech world to overcome weaknesses It has now been recreated, not adopted, in the business community as Wagile This business world recreation changes the concepts significantly Project Management – management of a project is different from understanding what tasks need to be done to deliver the solution

5 Waterfall Strengths Weaknesses Improves control
Everyone agrees on the complete outcome early in the project Governs scope and improves estimation Improves the ability to measure status and understand exactly where you are and what still needs to be done Improves everyone’s understanding of what they need to do and when Provides rigor Reduces the reliance on the project manager’s understanding of what needs to be done in the project Separates project management from project planning and execution Weaknesses Can be too rigid – little flexibility, depending on the project manager’s ability Prescribe - Step by step in serial fashion through the project Each stage or phase must be completed before the next one can begin Requirements must be right to start with – cannot easily change It is difficult to change the design – cannot easily go back to previous phases It is difficult to change the applications once they are built Waterfall is rigid like American football – each play pushes forward with limited flexibility.

6 Agile Strengths Faster High design flexibility to accommodate changes – process is forgiving Easier to test because the increments or components are small and fairly simple Requires significant ongoing customer involvement throughout the project Customers gain a strong sense of ownership because of their involvement Each sprint delivers a usable component part of the solution Allows for specification changes - easier to change and evolve a solution Components are driven by business cases and are less complex Weaknesses No clear understanding of the outcome or how it will change the business Makes an assumption that the right things are being done in the business and they need to be automated Doing the unnecessary work faster, cheaper, better doesn’t mean you are delivering improvement! With a less experienced project manager, the project can become an unending series of code sprint iterations Easy for the project to come in over budget and take longer than expected – no real end at times Because there is no definitive outcome or plan, the product can be different than expected or desired Harder to keep track of how all the components will fit together and control change Not good at addressing complex work with a lot of interrelated activity Agile is flexible like Soccer – You run all over the field to get to the goal.

7 What is a Wagile? Wagile is a balanced hybrid method that requires a deep partnership between business professionals and technology professionals to leverage the latest digital approaches and technologies as needed to deliver visible, time to market, dynamic and emerging business results

8 Background: Wagile is a Proven Approach
Wagile is a business driven approach to business change Waterfall is a proven & careful approach that carries large and visible results, but is missing time to market results and requires perfect targeting Agile is a proven approach that delivers quick and emergent results that leverages a “Do it, try it and fix it” approach, but is hard to deliver consistent visibility and team coordination Combining the best of both approaches with the visibility that BPM affords, leverages the advantages and minimizes the disadvantages of each family of methods Wagile is based on BPM concepts and supports traditional solution development and BPMS based application generation.

9 Foundation for success
Project foundation – the key to allowing success Critical to get this right Define the outcome – goals, standards, targets – operating requirements Alignment to strategy – at some level in the business hierarchy Formal definition of success (different today) – who do you please? Project Management – providing control PMI’s PMP certified project managers – still have a high failure rate Difference between project management and project methodology Delivering project execution success Creation of a complete solution design (understanding what will change and how) for context A business focused approach that combines the strengths of Waterfall and Agile A formal methodology – eliminate project manager differences Ability to iterate and simulate BPM COE – consistent approach and governance Formally measured results – prove success, remove it from opinion To engage all affected (limit participation to direct sponsor and stakeholders) Appropriate tools to do the job

10 Overcoming Agile Weaknesses
How overcome in Wagile No clear understanding of the outcome or how it will change the business Requires a complete design of both the old and new business operations that is first iterated and simulated to prove success With a less experienced project manager, the project can become an unending series of code sprint iterations Foundation and current state information discovery follow a waterfall approach. New design follows a melded Waterfall Agile approach to provide structure to design division into components for iteration/simulation flexibility and requirements ID and alignment. Comprehensive design guides the way components are combined to form the solution. Easy for the project to come in over budget and take longer than expected – no real end at times Iterations are controlled through simulation to deliver optimization quickly – as measured against formally agreed upon goals, standards, targets and requirements. Because the project doesn’t have a definitive outcome or plan, the product can be very different than what was initially expected or desired The foundation aligns goals among all who will be affected by the solution and defines success. The complete design defines outcomes for each component and iteration/simulation identifies when a target is obtained, limiting the number of iterations. Total cost is difficult to predict – just continue until money runs out and then you have what you have Because the design is controlled through the complete target outcome design and that is then divided into components that follow a controlled development approach cost can be controlled. Harder to keep track of how all the components will fit together and control change once the components are merged The complete design provides a guide for the reconstruction of the component parts. Change is controlled through the component evolution. Simplified if a BPMS is used as the tech platform.

11 Overcoming Waterfall Weaknesses
How overcome in Wagile Can be too rigid – little flexibility, depending on the project manager’s ability Formal serial steps guide project managers in what needs to be done and improves the quality of the deliverable. Flexibility in Wagile allows managers to go back and fix mistakes. Prescribe - Step by step in serial fashion through the project Mixes serial tasks with iteration and allows the flexibility to return to steps and improve what was done originally Each stage or phase must be completed before the next one can begin Allows parallel work following the current state definition and analysis. Supports both iteration and change at any time. Requirements must be right to start with – cannot easily change Requirements can evolve at any time as the team and business managers learn more about the operation and what is possible. It is difficult to change the design – cannot easily go back to previous phases Supports iteration of components of the complete new design and allows change at any point in the construction or after at any time. It is difficult to change the applications once they are built This is best supported through the use of a BPMS. However, applications are tied to one or more components of the complete design and the impact of any modification is limited to affected components.

12 Wagile – Making a Difference
Wagile BPMS/BPM is a flexible combination of Waterfall and Agile methods from a BPMS supported BPM perspective Beyond People, Process, and Technology Business Not Technology Driven – Must focus on business operation improvement to drive technology change and application generation Collaborative/Holistic Engagement – Successful solution ideation requires the melding of multiple disciplines - driven by engaging the business operation managers Integrated, not a serial approach – Disciplines, skills, perspectives and tools are mixed constantly throughout the Wagile BPMS/BPM project – teams are always mixed Business Architecture Improvement Process Architecture Enterprise Architecture IT applications, Data Management, Social Media Support, Web Services Diagram © Wendan Consulting, Inc.

13 Wagile – why is it better?
Wagile recognizes the need to orchestrate the work, concepts and governance Evolutive Management Business Driven Incorp Standards Outcome Focused Borrowed from Agile Borrowed from Waterfall Flexibility to iterate Divide the whole into parts Focus on small activities Build in small components and then combine Modify the order that project work is performed Formal structure Alignment on activities that need to be done Consistency of approach from team to team and project to project Solution Lab Supports Lean Wagile Simulation and iteration Estimation Break Point Analysis Innovation Diagram © Wendan Consulting, Inc. Wagile resolves many of the problems BPM solution managers face Governance issues Inconsistent outcomes Uncontrolled iteration Scope creep Solution component context Controlled collaboration

14 How Does Wagile Work? Wagile Build Project Foundation
As Is Discovery and Analysis Context Waterfall As Is Simulation Performance Baseline Framework Business Architecture Design Process Framework Wagile Flexibility Control Agile/ Waterfall Process Architecture Design Iteration, Simulation, Performance Workflow Solution Workflow Solution Workflow Solution Simulation/Iteration Agile/ Waterfall Construction Construction Construction Solution Deployment and Continuous Improvement © Wendan Consulting

15 Reduce Risk Iterate, simulate and improve/iterate within a solution framework
Design Generate Simulate Iterate Simulate Iterate Deploy Business Redesign BPMS Applications Generated Applications With “Stubs and Drivers” Redesign Until Solution Delivers KPIs With IT Components Run in Solution Lab and Change Until Operationally Optimal Implement and Move to Continuous Improvement With Wagile, the BPM project will have formal built in loops of iteration, simulation and iteration Technology support outside of the BPMS generated applications is built and tested separately and then combined for the solution lab testing Once the technical side is tested, the solution lab is used for live business operation testing In this testing in a simulation environment, the solution goes through an iterative change process until it is accepted by the business users and others who may be affected

16 The first question is always - Benefit
Why is Wagile better than either of the approaches it is made from? Provides structure and a framework for the project Aligns the business solution with the way the technical part of the solution will be built Delivers consistency of approach to all project teams The business design is the real problem – IT can build anything, but the real issue is determining what it needs to build IT benefit suffers from the business side not providing sufficient clarity for what needs to be built and why it is needed Iteration and simulation improves the probability of acceptance – all business and IT parts of the solution are tested in a live solution lab before it goes live Enforces assessing business solution quality and usability before it goes live Business managers have control over how their operation will run and be supported Quantifies success and thus removes evaluation by opinion

17 Why do we have difficulties reaching successful outcomes?
Based on experience in rescue projects and through discussions Use of IT methods that are not really business driven – instead focusing on IT Failure to set the project foundation properly Failure to involve all affected groups and reach consensus on what will be delivered, how, why, where, when Insufficient business manager participation in the project Failure to define success and obtain consensus on how it will be measured Failure to build a comprehensive baseline to measure improvement against Failure to build a complete future state design that is proven to deliver goals through simulation Failure to properly analyze and design the data flow, transformation and interfaces Failure to properly define the increments and how they fit together before iteration is started Failure to control iterations Failure to properly test for tech success, then business user usability and then customer acceptance Failure to properly consider continuous improvement Untrained project managers and staff – poor PMs and not experienced with BPMS or other supporting technology Most issues are related to methodology

18 Wagile, like all approaches must be controlled and used as the basis for governance
Built by practitioners for practitioners – puts everyone on the same page Uniquely designed as a blending of Waterfall and Agile strengths Created new concepts needed to bridge the gaps in these methods Success definition – collaboration and project foundation management New approach to requirements definition Focus on analytics driven iteration Use of simulation to drive redesign Multi-perspective success determination Customer focused solution definition Use of a model office environment for UI evaluation and iteration Evolutive Management Toolbox Build in Microsoft Project Imbed links to your standards, policies, performance management requirements, legal compliance and reporting requirements and IT project management requirements and methodologies Imbedded notes for task groups execution 275 page how to book aligned to the ADDI task groups

19 Advantages of Wagile Reduces risk
Provides control through formal governance Creates a solid framework for the project that is based on collaboration and consensus Defines success and how it will be measured Manages expectations - defines the complete solution so the customer and the teams understand what they will be building Supports the definition of a baseline for comparison using current state simulation Supports iteration and simulation of the new design to ensure delivery of a solution that meets all needs/standards/requirements Supports ongoing solution evolution Allows the requirements to change and thus the solution to evolve in relation to cost control and benefit management Supports the division of the solution into components for iterative development Supports the incremental and controlled delivery of components and guides how they will come together and join to form a complete solution Shows the value of each component – how each will contribute to the whole Supports continuous improvement

20 So How Can You Use Wagile?
Adopt a Wagile Strategy for business transformation and improvement Apply Wagile to both the business side and technical side of BPMS/BPM solution delivery Obtain a Wagile BPMS/BPM methodology, customize it to your company standards and link it to your IT application development approach Focus on the use of Wagile in business definition, analysis, design, performance design, application generation, outcome simulation, outcome iteration, performance management, outcome optimization “lab” testing, deployment and operational evolution Consolidate BPMS/BPM expertise into a BPM COE and build the COE governance and support approach around the company’s Wagile BPMS/BPM methodology

21 Questions Thank You Wendan Consulting
For information on the ADDI Wagile methodology please contact Dan Morris at: Wendan Consulting

22 Wagile is Controlled Iteration
Complete new business operating design – to the business unit workflow level Controlled by Waterfall Governance Agile Approach Agile Approach Diagram from the ISTQB Exam Certification Website

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