1. Communicating  about “business process” with executives, managers, and individual contributors

·       Why senior executives often misunderstand “process”

·       Five key points to cover in an executive briefing

·       Six enablers of a business process – balancing technical and social/organisational factors

·       How measurement and reward systems often harm process performance

·       Winning over the masses - why people fear “process,” and how to get them on board

·       A brief history – the rise and fall and rise again of BPx

·       Business processes within a framework for Business Analysis

2. Discovering processes and developing a process architecture… within your natural lifetime!

·       Getting everyone on the same page – process fundamentals, components, and conventions

·       Six criteria for a true end-to-end business process

·       A bottom-up approach, and when to use it (and when not to!)

·       Multiple techniques for building a process architecture with tight budget and time constraints

·       Why you need to be cautious about using “off-the-shelf” process reference frameworks

·       Conveying the essence of a process with Process Scope Diagrams and Summary Charts

·       Using the Process Architecture to assess initiatives, and select processes for transformation

3. Encouraging change by discovering relevant human, organisational, and cultural factors

·       Organisational culture – not really as “squishy” or impossible to describe as you thought.

·       Building a convincing and blame-free Case for Change, and a compelling Vision

·       Understanding the strategic differentiator, and its impact on process change 

·       How to discover the factors that influence the behaviour of individuals and organisations

·       Frameworks for assessing culture and its impact on business process design

·       Overcoming resistance by identifying core beliefs and how they drive current attitudes

·       Consolidating what you’ve learned into characteristics of a new process design

4. Process modelling for people -  techniques for maximising engagement and progress

·       When to model what vs. when to model who and how – avoiding logical/physical confusion

·       Common errors in process modelling (or process mapping) and how to avoid them

·       Why we really model as-is workflow, and how to keep it relevant to business stakeholders

·       “Scope before flow” – why and how to clarifying scope before mapping

·       “Flow first, detail later” - a fast approach to building a first-cut flow model, and then refining it

·       Dodging the “all in one model” issue – when to shift to use cases, procedures, or other forms

·       Using a business process workflow model as a framework for holistic assessment

5. Designing for success – creating an implementable and sustainable business process

·       Assessing the as-is process using seven common problems and six enablers as frameworks

·       Identifying leverage points to focus on high-value features (characteristics) of a new process

·       Characterising the to-be process – generating, assessing, and choosing characteristics

·       Revealing unanticipated consequences – an enabler-based assessment of characteristics

·       Establishing “what” the process must include before factoring in the “who and how”

·       What to do when there is no “as-is” – you’re designing a totally new process

·       Factors that contribute to a sustainable process