Current Public Seminars
"The course was excellent. Great balance between theory and practice, examples, practical tips and techniques."
Aurelia Kulawiak, Business Change Manager, Hampshire County Council
"The workshop was extremely useful and interesting: Alec Sharp taught us techniques to work with business processes in a very understandable way, with lots of tips and practicable principles. His enthusiasm and sense of humour are contagious and made the class real fun too. "
Simona Gilardi, S Gilardi GmbH
"An engaging and informative coaching session, presented by a world-class expert, packed full of practical advice which I could start applying the very next day. Well recommended!"
Steven Price, Senior Solution Architect, Griffiths Waite
"Alec’s course gave a practical hands on approach to learning about working with business processes. I found the brown paper & post-its case studies really practical and they made it easy to understand and apply theory. Alec’s humour and infectious enthusiasm made the course great fun too, I can still find myself performing ‘process Tai Chi’ to explain the theory to colleagues!! J A very worthwhile use of my time – wished I’d gone much sooner!"
Simon Bailey, Senior Business Analyst, Syngenta
"Alec Sharp provides an exciting insight on how to work on mapping Business Processes. Working with Business Processes seminar contains many useful and concrete examples from the analysis done in several large companies."
Ole Markussen, Project Manager, DNB Livsforsikring
"Excellent! Great knowledge and teaching style."
Peter Jarvis, JP Morgan, Executive Director - Lead Business Architect
"Alec Sharp's 'Working with Business Processes' seminar is highly engaging, insightful and informative. It is applicable to all business roles, ranging from front-line to senior executive, due to its pragmatic approach to define, design and implement workflow and process improvement at all organizational levels to facilitate business transformation.
The seminar also explores the fundamentals of business process analysis in correlation to organizational strategy, change and performance management which results in a holistic understanding of linkages and interdependencies. I recommend this seminar unequivocally."
Navneet Bhandal, M.Sc., Principal, Paradigm Change Consulting Inc., Toronto, Canada
Working with Business Processes
Discovery, Assessment, Mapping, Analysis and Design
10-11 October 2013, London
13-14 March 2014, London
Click here for an in-house quote request or for further information regarding in-house training.
Business processes matter, because business processes are how value is delivered. Understanding how to work with business processes is now a core skill for business analysts, process and application architects, functional area managers, and even corporate executives. But too often, material on the topic either floats around in generalities and familiar case studies, or descends rapidly into technical details and incomprehensible models. This workshop is different - in a practical way, it shows how to discover and scope a business process, clarify its context, model its workflow with progressive detail, assess it, and transition to the design of a new process by determining, verifying, and documenting its essential characteristics. Everything is backed up with real-world examples, and clear, repeatable guidelines.
- Identify a "true" business process, and specify its boundaries and goals
- Describe the key factors that differentiate process and functional approaches
- Employ a variety of techniques to keep stakeholders involved, and promote "process orientation"
- Establish the scope, issues, and goals for a business process
- Model process workflow at progressive levels of detail using Swimlane Diagrams
- Stop process modeling at the appropriate point, and move on to other techniques or phases
- Conduct a structured assessment of a business process
- Transition to the design of a new process while avoiding common (and serious!) pitfalls
Business processes - what they are, and how to discover them
- Variations on what is meant by "process"
- Guidelines for well-formed processes and business processes
- Impacts of incorrectly identifying business processes
- Example - using this method in identifying "true" business processes
- Summary - six rules for business processes
Working with business processes - frameworks, difficulties, and methods
- Two perspectives: functional (skills and resources) and business process (results and value)
- Reconciling the two - philosophies and methods for helping functions and processes get along
- Impact of business processes for application and process architects
- Introduction to process modeling techniques - decomposition, flow, and other techniques
- Progressive detail - working through the scope, concept, and specification levels
- Understanding the six enablers of a business process - a critical framework
- Methodology overview - a three-phase approach to completing a process-oriented project
Discovering your enterprise's business processes
- Depicting "process areas" with an "overall process map" or "process landscape"
- Using "off the shelf" frameworks
- Contrasting top-down and bottom-up methods for process discovery
- When to use one-on-one interviews, when to use group sessions
- Beginning your analysis by clarifying terminology - a structured approach
- Process patterns and inter-process relationships that will emerge
- Case study: hands-on practice with process discovery, team work and group debrief
Framing the process - determining scope, issues, and goals
- Separating the "what" from the "who and how"
- Defining "what" (the essence) and "who and how" (the current implementation)
- Case study - defining process scope
- Initial assessment of the "as-is" process and goal-setting for the "to-be" process
- Clarifying strategic direction - the process "differentiator"
- Issues and opportunities in applying the differentiator framework to a business process
- Case study - process assessment, goals, and differentiator
Workflow models - the essentials
- The philosophy behind workflow models ("swimlane diagrams") - why we really do it
- The three most common errors in workflow modeling, and three keys to success
- Real examples of effective and ineffective process flow models
- Getting started - three questions to drive your initial swimlane diagram
- The three questions in practice - a real example
- Knowing when to stop - controlling the detail of your models
- Real example - what happens when detail gets out of control
- Three levels of workflow model ("handoff," "service," and "task") with examples and guidelines
- A warning sign that you've crossed the line and aren't modeling workflow anymore
- Making the transition to use cases, procedures, work instructions, and other job aids
Workflow models - the finer points
- Guidelines for actors - who or what can or cannot be an actor on a swimlane diagram
- Special cases - depicting systems or machines, holding areas, and other processes as actors
- Guidelines for steps - naming, multi-actor, and sequential, parallel, and collaborative steps
- A translation guide - correcting unclear or misleading step names
- Guidelines for flow - what that arrow really means, common errors, parallel vs. exclusive flows
- Ensuring clarity with parallel vs. collaborative steps
- Additional symbols, keeping it simple, transition to BPMN
Techniques for facilitating an as-is workflow modeling session
- A reminder - why we really model the as-is process (to enable a holistic, fact-based assessment)
- The basics - participants, resources, and tools
- Facilitated session ground rules - specifics for "process" sessions
- How to actually finish a flow diagram - one process, case, scenario, and path at a time
- Recap - the three questions to drive your initial "handoff level" workflow model
- Case study - hands on practice with developing the initial workflow model
- Five more questions to validate and extend the initial model
- Case study - hands on practice with refining the initial workflow model
Transition to process design
- Three common redesign problems, three techniques to avoid them
- (1) Enabler-based assessment of the as-is process - a proven framework and its role in redesign
- A decision point - five options for going forward
- (2) Challenging process assumptions - a practical technique for generating creative improvements
- (3) Uncovering unanticipated consequences - an enabler-based assessment of characteristics
- Finalising to-be process characteristics in a "process requirements document"
- Case study - assessing the as-is and characterizing the to-be process
- The to-be workflow - from characteristics to workflow model
- A reminder - factors to make the new process sustainable
Business Analysts who are responsible for requirements specification or are involved in business process re-design or improvement;
Business and Process Architects responsible for establishing frameworks and direction for enterprise processes
Business Managers and Content Experts who will participate in process re-design or process-oriented application development efforts.
Alec Sharp has managed his consulting and education business, Clariteq Systems Consulting Ltd., for over 30 years. Serving clients from Ireland to India, and Washington to Wellington, Alec's expertise includes facilitation, strategy development, data management, business analysis, and business process improvement. He conducts workshops and conference presentations on these topics globally, consistently receiving "excellent" ratings. Alec is the author of the second edition of "Workflow Modeling" (Artech House, 2008) which is widely used as a university text and is a best-seller in the field.
Hotel Venue and Accommodation
10-11 October 2013
VENUE: etc.venues Paddington
57 North Wharf Rd
Paddington Basin, London, W2 1LA
Sales: 020 7989 0590
Switchboard: 020 7989 0590
13-14 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
- Estimated number of delegates
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Telephone: +44 (0)20 8866 8366
Fax: +44 (0)1923 828 770
Speaker: Alec Sharp
Clariteq Systems Consulting
- 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.