Software Group IBM BPM Measuring Quality Best Practices Highlights Sr. Consulting BPM Solution Architect Open Group Master Certified SW IT Specialist for more information and resources Phil Gilbert BPMWorksafe VideoBanco VideoIBMBPMDemos.comPhil Gilbert DM

Why does everyone care about quality so much?

Traditional Quality Indicators Budget compliance Timeline compliance Number of bugs reported Test Coverage Severity breakdown of the bugs Number of bugs fixed Integration Robustness (# of Integrations) UI Appeal (# of 'extraneous' clicks)

Why are BPM projects different? BPM allows technology to enable the business, and therefore its success should be measurable in business terms Engineering measurements of quality do not speak in business terms o In fact, they further exacerbate a business/IT divide that BPM attempts to bridge The implication of BPM makes IT a more direct partner of business than ever before The Product is the Tool is the Method is the Solution

BPM Quality Indicators Alignment with Business o Value chain o ROI Allowance for Simplicity o Don't fear exceptions. Organize your business to take advantage of the rule Business Adoption o Until you release, this is Zero. o How do measure business acceptance once you do release?  Start measuring it BEFORE you release Business Governance o How much visibility and control are you handing over to the business at the end of the project?

Frequency of releases o Interval between production releases Visibility in each increment o KPIs, SLAs, Reports, Assessments, Retrospectives Adoption at each release o Number of users in production o Surveys and usage stats to measure adoption Measure regularly released value to the business

Should we throw out the traditional indicators? Would you throw out all the tools in the shed just because you can't envision the right house? Keep the tools, refocus what you intend to do with them.

Refocusing your Traditional Quality Measures

What does this mean for your BPM Program Traditional ways of tracking success/quality of the program o Throughput o Talent pool o Shared infrastructure o Reuse New way of tracking success/quality of the program o Demand o ROI o Visibility & Governance across value chain o Avg value release cycle time

Traditional metrics of quality can be refocused to support the BPM space BPM requires a new set of metrics to measure quality that cleave closely to business goals Ownership, both by Developers and by the Business is the most important success factor. Frequency of Value-Releases is the most reliable trailing indicator. These new and newly focused metrics can be applied to both the project and the program level Key Takeaways

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