Agile is not only in IT, put aside this misunderstanding!

These days, the annual report of the International Institute of Business Analysis (IIBA) for 2022 has been published, the initial and common perception about agile and agile mindset is that this category should only be found in IT projects and organizations. This mindset changed completely a few years after the publication of the Agile Manifesto, and traces of agile thinking can be clearly seen in other industries and projects.

As you can see in the table above, agile thinking and mindset are as evident in the fields of project management and process management as it is in IT.

 

This report implicitly tells us that agile approaches can be implemented in BPM and the misunderstanding that only agile mindsets in companies and software industries were able to be implemented goes away. We already know well that business process management (BPM) takes a way and method that works to automate and manage all the processes of a business in a structured and repeatable way. In fact, with the help of business processes, a set of activities, inputs and outputs of a business can be extracted in an end-to-end manner so that a desirable business goal can be achieved from their results.

Now, with the help of agile, we are going to be able to manage the business process faster and more dynamically. In the agile thinking that is injected in BPM, you are not supposed to identify and model the entire processes of the organization, you reproducibly identify, model, execute and monitor a small part of the processes, and this work is so repeated. that the entire processes of the organization have been counted.

In fact, when we talk about agile BPM, on the one hand, the whole management of business processes is supposed to be intact and on the other hand, we want agile mentality to enter the equation. In the first equation where BPM is present, automated and managed structures move to provide business and repeatable processes, and with the advent of agile mentality, the ability to act immediately and dynamically to achieve results that are desired by the organization’s stakeholders is achieved.

Agile BPM therefore moves processes from a box of pre-defined and predictable processes to handling difficult cases that are outside the realm of traditional process management techniques.

Going back to the IIBA annual report, this report presents the preferred and popular agile methodologies used by organizations in the form of an infographic. As in previous years, Scrum methodology is still the first word in the world.

 

As the chart above shows, Scrum, with about 50%, is responsible for the best function of providing agile thinking in the world’s organizations. What is the reason for the popularity of Scrum in the world? The answer is simple, Scrum is very simple and can be easily implemented in organizations.

You can use Scrum system to deploy Agile BPM. Because according to this report, we learned that agile can be used even in business process management. You can make the business process management office (BPM Office) more agile and move it towards a value management office (Value Management Office) according to the model provided by agile. In this office, we are going to work on the following items:

• We are going to move away from traditional BPM, and advance business process management with an agile mindset and Scrum methodology.
• We are supposed to welcome change, so we need to reduce the level of formality, stakeholders are supposed to accept the culture of change.
• We are supposed to have a general plan, but these plans turn into several Sprints, each of which must occur in 4 weeks and lead to the product.
• We must be constantly learning, training and improving.
• We must learn what has value and what has no value. So we should avoid doing processes that are not valuable for the organization.
• We must learn that not all processes are to be identified first, then all of them then modeled, all of them then implemented and all of them implemented. We have to use this word everyone, we are going to move forward segmented and repeatable.
• So a small part of the processes is supposed to be identification, the same small part of the model, the same small part of the implementation and the same small part of the implementation.
• These small parts occur in a small amount of time, which is the same length as the sprint, and these sprints are repeated so often that you have counted, modeled and monitored the entire processes of the organization.
• Because the duration of each sprint is short, you get feedback from the stakeholder and you can easily manage changes, the cost of changes is low because you have relatively small work to do in that sprint.

So what we got from this note is that we are not going to see agile only in the IT field, we can see and implement agile in business process management (BPM) according to the statistics provided by IIBA.