Current Public Seminars
"The course was excellent. It has greatly broadened my knowledge of Business Process Architecture."
Dr Colin Hand, Information Architect
"Excellent course. Roger really is an expert in this field and the course provided the right balance of theory and practical examples. There was lots of interaction to help you practice the techniques and some real quick wins you can take and use straight away."
Wendy Gell, Principal Business Analyst, Skandia
"Good speaker. Excellent expertise and usability. Top conference!"
Matthieu Maeselle, Process Analyst, Belgian Railways
"Excellent overview of business process management. (Speaker was) very knowledgeable with lots of examples based on experience."
Corrine Thomas, Global Business Analyst, Vodafone Group
"Excellent insight given, level of detail was as suggested in the publicity brochure and met my expectations/needs."
John Godfrey, Operations Manager, Black Horse
"Provided extremely relevant and pragmatic advice. Roger Burlton has an excellent combination of knowledge and experience."
Tim Tayler, Process Model Manager, Ministry of Defence
"Superb- kept audience attention for 100% of the time. Very logical and practical. Very methodical and easy to follow."
Alistair Masson, Business Process Analysis, Vodafone Corporate Limited.
"An excellent thought evoker. An active, enthusiastic approach."
Michael Robertson, Business Systems Analyst, Sun Direct
"Extremely relevant. I gained full understanding, Roger fully explained the material."
D Morse, Customer Services Manager, HSBC (Midland Life)
3-Day Seminar and Workshop
Building and Leveraging a Process Centric Business Architecture
Click here to hear Roger give a short overview of this seminar.
To view a recent half hour Webinar by Roger Burlton titled “Business Process Architecture: Connecting Business Strategy to Business Requirements.” Click here.
7-9 October 2013, London
10-12 March 2014, London
- Learning Objectives
- Seminar Outline
- Speaker Biography
- Seminar Fee
- Multiple Seminar Booking Discount and Group Booking Discount
- Hotel Venue and Accommodation
Click here for an in-house quote request or for further information regarding in-house training.
A lot of buzz about Business Architecture recently sounds suspiciously familiar but some of it sounds like a breath of fresh air. Ultimately it is about the business itself with many perspectives converging; being able to clearly articulate what we strive to accomplish (the ends) and what we have to build, connect and do (the means). Alignment among many moving parts characterizes this emerging and converging practice. To attain unification of all capabilities Business Processes will play a key role. Alignment of a value added, practical and implementable Business Architecture and Business Change Portfolio will be our payoff but without process coordination nothing will change much.
A useful Business Architecture will understand all the external pressures on the organization, know what is needed by external stakeholders, will derive strategic goals from external stakeholder expectations. All capability requirements will be tied to the processes that create or update data to ensure alignment to business objectives. The human requirements of roles, competencies, incentives, motivation and culture will optimize process outcomes. With all of these components defined and aligned, we will have a Business Architecture that works for business people.
Business Process and Capability Improvement initiatives should re-use the content of the Business Architecture to select, scope, and execute business process change projects. Stakeholder analysis and performance metrics as well as cultural assessment results will drive business analysis using process and related models decomposed from the architecture. Analysis of measurement data traceable to the top of the business performance scorecard will help to find symptoms and causes of poor performance critical to realizing the business intent and the processes and capabilities needed. Aligned implementation and change management plans can now be established and a cultural change program launched to ensure the business changes will stick. This highly participative workshop will delve into all aspects of Business Architecture, Business Processes and Business Capabilities from top to bottom.
- Understand what a useful Business Architecture looks like and why it must be process centric
- Be able to apply enterprise-wide architecture and process-level models and techniques that are aligned
- Learn how to sell the Business Architecture value proposition and gain cross-organization acceptance
- Be able to develop a measurable architecture for planning, budgeting, organization design, compliance, human change management, and the introduction of breakthrough technologies
- Be able to use the architecture to accelerate capability change projects and model development
- Discover how to address cultural barriers during architecture and implementatio
Benefits to Your Company
- Establish a common and shared business architecture based on business processes
- Build a measurement framework based on outcomes not organization charts
- Align all programs of business change and process governance with IT and HR strategy
- Continuously manage architecture artifacts as assets of the enterprise
- Balance the competing requirements of functional and process stakeholders
- Get a set of capabilities that are truly traceable to strategic intent
- Define and manage an aligned program of cultural change successfully
Benefits of Attending
- Succeed by delivering visible and measurable performance improvements
- Become better equipped to sell the concepts upward and reduce resistance to change
- Develop better capability models
- Have a flexible approach that works based on specific organizational needs and allows judgment to be exercised
- Use a method that scales for both small and large organizations
- Spend time with Roger Burlton; the most experienced practitioner in this field
Building a Pragmatic Business Architecture: Using Business Processes to Align Strategy with Capabilities and Culture
The Foundation of Whole Business thinking
- Business performance pressures: Time, Cost and Agility
- Integrity, Alignment and Traceability of performance measurement
- Strategy, Stakeholders and Process Maps
- Business Integration Technologies
- The BPTrends process framework
- The fit of Six Sigma, Lean and other improvement techniques
Enterprise Strategic Intent and Stakeholder Analysis: The architectural beginnings
- Business Strategic Intent to define and align processes and capabilities
- Strategy-level performance scorecards (balanced scorecards etc.)
- Stakeholder Needs and Expectations Analysis (including measurement and target setting)
- Vision, Goals, Key Performance Indicators (KPIs) and Strategic Objectives (The Enterprise Criteria)
- Simple Consolidated Alignment and Change Criteria: The North Star
Workshop: What are the strategic and stakeholder criteria for your business?
Process Architecture Models: The Glue for Business Architecture, performance governance and day to day process management
- A straight forward stakeholder and business resources lifecycle approach to develop your process architecture map
- Using frameworks and industry reference models for process identification and KPI discovery
- Building a bespoke process architecture model
- Process scoping
- Processes as capabilities
- Process / stakeholder alignment
Workshop: What is your processes architecture map?
Business Measurement Systems and Governance
- A simple Governance Framework
- Establishing a traceable measurement framework
- Aligning the process measurement with functional measurement (what works and what does not)
- KPI-centric management up and down the organization hierarchy and across functional groups
- Responsibilities and incentives for process performance (stewardship/ownership/management)
- Scorecards, Alignment and Traceability
Workshop: What is your scorecard map?
Aligning Enterprise Capabilities (Technological, Human and Facility)
- Business Architecture and the Zachman Framework
- The Burlton Hexagon for process centric business capability
- Cross-referencing information and knowledge requirements to the Process Architecture Map
- Business Rules and Decisions
- Building the process performance feedback capability
- Business Process Management Systems (BPMS) and Business Activity Monitoring (BAM)
- Organization realignment
- Human competency alignment
- Human cultural re-alignment
Prioritizing Changes and Establishing a Transformation Portfolio
- Using the North Star (operational goals and objectives) to evaluate potential value creation
- Using performance data to evaluate performance gaps
- Value and performance-driven process change prioritization (Pain and Gain)
- Applying feasibility filters
- Culture-based pace of change
- The process and capability change portfolio
Workshop: What are your priority processes and capabilities for change?
Leveraging your Business Architecture to Deliver Business Process and Capability Improvement: Dealing with the Hard and the Soft Sides of Change
Change Project Scoping
- Determining process stakeholders, outcomes, vision and goals
- Derive (from the architecture level KPIs) the process change KPIs and improvement objectives
- Scoping the Process Project
- Understanding process and capability modeling standards, documentation and notations
- Gathering Information and Modeling the Current Process
- Analyzing current performance data and opportunities for performance improvement
- Redesigning the process and innovating capabilities
- Modeling the 'To-Be' state
- Validating the design
Workshop: Develop goals, KPIs and performance improvement objectives
Workshop: Develop an aligned Process Scoping model
- The implementation artifacts (the hard stuff)
- Changing the people and the organization culture (the soft stuff)
- Measuring, monitoring, coaching and continuous improvement (the necessary stuff)
- Selling the concepts
- A maturity base rollout strategy
- Comparing your situation to a multidimensional maturity model (hard stuff and soft stuff)
- Critical Factors revisited
This Process-centric Business Architecture seminar is the global benchmark for doable enterprise Process and Capability management from the leader in the field. It is a must for Business and IT Strategists, Business and Systems Analysts, Executives, Managers and Professionals involved in process-centric and business architecture oriented organizations, process-based change, and automation of business solutions.
- Business and IT Architects
- Senior Business Analysts
- Business and IT Strategists
- CIOs, Management and IT Consultants
- Change Management Team Members
- Business Process Management Teams
- Line of Business Managers and Executives
- Project and Programme Managers
- Quality Programme Professionals
This seminar is unique in that it is built on and demonstrates lessons learned, both good and bad, from real companies, real processes, real projects and real people. It provides you with the latest practices to deal with tough issues. It exposes what successful organizations have learned about what works and what does not. It shows how a pragmatic measurement performance oriented business architecture addresses all aspects of change concurrently. It is logical. It is practical. It is comprehensive. It is flexible. It makes sense. It makes you think. It works!
It is continuously updated with the newest lessons learned and consistently attracts experienced professionals and managers from a variety of industries providing significant opportunity for interaction and knowledge-sharing. It features numerous examples and case studies.
The seminar's working sessions allow participants to practice key techniques in small workgroups with feedback from the instructor.
As well as the seminar documentation, delegates will also receive a copy of Business Process Management, by Roger Burlton
Descriptions and Ordering from AMAZON
Roger T Burlton, P. Eng., CMC is the co-founder of BPTrends Associates, the services arm of BPTrends.com, the worlds pre-eminent BPM knowledge portal. He is also founder of Process Renewal Group formed in 1993, and the author of 'Business Process Management: Profiting from Process'. He is considered an industry leader in the introduction of innovative approaches for organizational change. He is recognized internationally for his contributions in Business Process Management, Stakeholder Analysis, Strategic Architecture Alignment, Prototyping and people based Project Management Methodologies. He is regarded as a realistic practitioner, who delivers pragmatic solutions for his clients.
Hotel Venue and Accommodation
7-9 October 2013
VENUE: etc.venues Paddington
57 North Wharf Rd
Paddington Basin, London, W2 1LA
Sales: 020 7989 0590
Switchboard: 020 7989 0590
10-12 March 2014
Venue: TBA, London
London Accommodation: IRM UK in association with JP Events Ltd has arranged special discounted rates at all venues and at other hotels nearby the venue. Please visit the JP Events website for further information.
Email: email@example.com Tel +44 (0)84 5680 1138 Fax +44 (0)84 5680 1139.
- Subject matter and/or speaker required
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Telephone: +44 (0)20 8866 8366
Fax: +44 (0)1923 828 770
Speaker: Roger Burlton
Process Renewal Group
- 2nd course 10%
- 3rd course 15%
- 4th course 20%
- 5th+ course 25%
Group Booking Discount
20% discount for 5 or more registrations made at the same time.
We regret that this offer cannot be used in conjunction with the Multiple Seminar Discount or any other discount.