Processes for Scrum disassemble
Posted by Martin at Wieschollek February 21st, 2010
As in the article " Kick-Off: BPM + Scrum "published on the James Friend bpm guide.de we wanted to examples of different" patterns "bring. A sprint in Scrum is to last between 1 and a maximum of 4 weeks. Therefore, it may be necessary to divide a process into smaller units to these units work in the sprints to. As the result of a sprint a "shippable executable product" should be, must be divided so large processes that these sub-processes can be useful and rolled out as independently as possible. Following my example of the dismantling of processes with multiple parallel process trains.
During the insertion of new employees often a variety of different tasks in different departments of the company are to be done. Often all the necessary data on the early warning of future employees in the personnel department. Following this information must be given as to the IT department to set up the workstation and the user account of the new employee. At the same time, the necessary applications for a pension and for the appointment of a company vehicle to run. Mobile phones must be ordered to take longer if necessary, the new key staff for the office buildings and much more. In addition, many departments will be informed about the occurrence of a new employee to maintain employment figures and the technical introduction to the company to prepare. It is evident that not many of these activities have to be run serially, because they are totally independent of each other. Therefore, offer a parallelization of activities and the use of a BPM system.
Following pattern for implementation of the process with Scrum would be possible:
- Iteration # 1 to # x development of a general employee data schemas and building interfaces for filling the schematics for a new employee
- Iteration # x +1 inclusion of a new department in the process as a recipient of parallel activities
- Iteration # x + n involvement of other parallel activities
This allows interested departments quickly take advantage of the optimization process and departments are hesitant integrated gradually. If you are planning to introduce the process in one fell swoop completely problematic activities can delay the introduction of strong, although perhaps 95% of all the activities are clear and could be implemented easily.
Current discussions on this topic can be found in the forum on BPM Netzwerk.de
