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BPM Project Lifecylcle

The BPM Project Life Cycle is very different from the traditional Software Development Life Cycles we are used to (e.g. Waterfall Methodology) - see diagram below.

In order for a Project to allow the collaboration and on-going understand-design-develop-deploy cycles a new way of managing and monitoring the Project teams needs to be employed. BPM Tools allow for a rapid agile approach to design, lending itself to continual improvement in "micro-steps".BPM Project Assessment caters for this new paradigm in Project Management with an anonymous online assessment tool offering weekly assessments and reports. Project Managers can now become fire-resistant rather than continually putting fires out.

In his article "Getting Past the First BPM Project: Developing a Repeatable BPM Delivery Capability By Derek Miers" Derek Miers argues for this new paradigm shift ( see full article here)


By extending the Lifecycle above with continual Project Assessment and Maturity Rating a complete 360 view of your BPM Initiative can viewed.

bpm lifecycle with assessment


The following is extracted from Wikipedia What is Scrum

Scrum is an iterative, incremental framework for managing complex work (such as new product development) commonly used with agile software development (See Ken Schwaber). SCRUM is an ideal compliment to BPM project design by supporting a cyclical continual improvement approach at the design phase.

Although Scrum was intended for management of software development projects, it can be used to run software maintenance teams, or as a general project/program management approach.

Scrum is a ?process skeleton,? which contains sets of practices and predefined roles. The main roles in Scrum are:
  • The ?ScrumMaster?, who maintains the processes (typically in lieu of a project manager)
  • The ?Product Owner?, who represents the stakeholders
  • The ?Team?, a cross-functional group of about 7 people who do the actual analysis, design, implementation, testing, etc.

During each ?sprint?, typically a two to four week period (with the length being decided by the team), the team creates a potentially shippable product increment (for example, working and tested software). The set of features that go into a sprint come from the product ?backlog,? which is a prioritized set of high level requirements of work to be done. Which backlog items go into the sprint is determined during the sprint planning meeting. During this meeting, the Product Owner informs the team of the items in the product backlog that he or she wants completed. The team then determines how much of this they can commit to complete during the next sprint. During a sprint, no one is allowed to change the sprint backlog, which means that the requirements are frozen for that sprint. After a sprint is completed, the team demonstrates the use of the software.

Scrum enables the creation of self-organizing teams by encouraging co-location of all team members, and verbal communication across all team members and disciplines that are involved in the project.

A key principle of Scrum is its recognition that during a project the customers can change their minds about what they want and need (often called requirements churn), and that unpredicted challenges cannot be easily addressed in a traditional predictive or planned manner. As such, Scrum adopts an empirical approach?accepting that the problem cannot be fully understood or defined, focusing instead on maximizing the team?s ability to deliver quickly and respond to emerging requirements.

Copyright Mountain Goat Software

There are several implementations of systems for managing the Scrum process, which range from yellow stickers and whiteboards, to software packages. One of Scrum?s biggest advantages is that it is very easy to learn and requires little effort to start using.

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