The Process Ninja

An Overview of Business Process Improvement Methods

This article was originally published at www.idatix.com

Over the last hundred years there have been great strides made in the advancement of methods to improve our processes. Whilst there are a multitude of different methods and hybrid methods , in this article I look at 3 of the most popular ways of analysing and improving business processes: Six Sigma, Lean and CEM Method.

1. Six Sigma

Like many of today’s process improvement methods, Six Sigma originated in manufacturing in the nineteen eighties; in fact Six Sigma was invented by Motorola as a means to improve the quality of their products. Its focus is on the elimination of defects and variance. Six Sigma focusses strongly on measurement and statistical methods which can result in a great deal of complex calculations. Indeed the meaning of Six Sigma is a measurement of defects that equals one defect in 3.4 million. But beyond measurement Six Sigma has achieved waves of popularity over the last thirty years and its structure of certification including Yellow, Green and Black Belts has become almost as famous as the method itself.

2. Lean

Lean also emerged from manufacturing – this time from Toyota (although its origins are a hybrid of many process improvement techniques developed by Toyota staff and other leaders in manufacturing). The ethos of Lean is the elimination of waste – in particular the elimination of non-value add activities – non-value add meaning that it does not contribute to the value to the customer. An ideal Lean process is one which provides “perfect value” to the customer via a process that has zero waste. This is achieved via the continual optimisation of “value streams” (processes). Proponents of Lean advocate its usage not as a short term way of reducing waste, increasing efficiency and eliminating non-value add activities but as a transformational change that is continuous.

3. CEM Method

The CEM (Customer Experience Management) Method is a means of improving existing business processes or designing new business processes to align with customer needs. It was created by a group of consultants working with Richard Branson’s Virgin group in the 1990’s and has rapidly gained in popularity over the last 10 years. The method works by focusing each process on a successful customer outcome to be achieved, and by designing the process from the outside of the organization to the inside of the organization, hence the commonly used term “outside-in”. CEM Method thereby is said to achieve greater customer alignment by focusing the process on its reason for existing – or indeed by questioning whether the process should exist at all. Through greater alignment, the experience is improved for the customer and operational costs are decreased by the elimination of redundant activities. Rather than just “doing things right” the focus of the CEM Method is on “doing the right things”.

In my next article Iwill be taking a closer look at the origins, benefits and criticisms of our old friend, Six Sigma.

Cheers,

TPN

Six Ways To Process Improvement Success

This post was originally published on the Idatix Insider's Blog.

So you’ve been given the go-ahead on your shiny new business process improvement initiative. The champagne corks have been popped, you given yourself a big pat on the back then suddenly the eyes of the business are on you – asking how you are going to make it a success!

Here are six ways to improve your chances of Process Improvement Success:

1.    Get The Project Team Right

Getting the interpersonal dynamics and skills of the project team right is absolutely critical.

• Hire doers, not delegators.
• Hire people who have the same attitude to work.
• Don’t hire bureaucrats or people who think having meetings equates to getting things done.
• Hire people who are passionate.
• Hire great communicators.
• Hire people who are sociable.
• Hire great writers (who are great thinkers).
• Hire people with flexible attitudes.
• Hire people who are down to earth.
• Hire experts.

2.    Pick The Right Technology

Just because it’s in the Gartner Magic Quadrant doesn’t mean it’s the right solution to your business problem. It’s also likely to also be the most costly solution to your business problem. There is an almost overwhelming range of software on the market to suit every business need so selecting a vendor should be more about fit with needs rather than who is winning the most deals and who is the less risky. Big software companies often have the same painful process issues you are trying to fix, so why should you try to fix your problems with the same kind of thinking that created them?

3.    Start with The Customer

Too many organisations have a myopic view which focuses firstly on internal processes prior to looking at the customer. Focussing on what the customer needs and looking at end-to-end process from a customer experience perspective stops wasted time and effort improving processes and tasks which shouldn’t actually exist in the first place.

Start with the customer, define what they need and align your organisational processes to that need and you can’t go far wrong.

4.    Implement Change Management (Properly!)

Change Management. That’s that warm and fuzzy feel-good stuff, puffed up with words like "engagement” and “actualisation”, right?

Wrong. It’s time everyone started to take Change Management more seriously - studies have shown that projects are six times more likely to succeed if they have good change management. Get a change manager on board and on-board early. A good change manager is worth their weight in gold – it’s a specialised skill that requires experience, expertise and a structured approach.   

5.    Bring The Business into the Project (Fully!)

Part-time business commitment is the first sure-fire sign of a delivery disconnect. If the business are unwilling to commit at least one full-time resource to a process improvement project then stop the bus and let everyone off. Not only is the business’s expertise essential to progressing the project, but a lack of commitment on a project that is designed to improve the business itself shows that they either do not adequately understand or appreciate the benefits that the initiative will bring or have no faith in your ability to deliver! Either way, business commitment is another critical step on the path to success.

6.    Prove The Concept

Start small. Never go “big bang”. Prove the concept. It’s far too risky in this day and age to start with a huge transformational implementation of software if you have never implemented the software before. Start with a small project that can prove the benefits of your business case
and ramp it up from there. It will also help you to confirm that you have the right project team skills and that your cost estimates are correct before you sign a big cheque that may have you throwing yourself on your own sword come the end of financial year.

There are many other ways to improve the success of a process improvement initiative but getting these six right at the start will take you a long way towards the goal of a happy business, and most importantly, happy customers.

Cheers,

TPN

A Guide to Running Process Improvement Workshops

I run a lot of workshops these days – I find that they are the most efficient way of getting to the heart of processes and improving them. I’ve seen people spend months doing depth interviews with staff only to have projects shut down before they’ve even get near to identifying improvements. That’s tragic and very avoidable. What can be accomplished in a well structured workshop can eliminate weeks or even months of unnecessary activity. Here’s how to get it right.

Before You Start

Don’t waste time planning too much. Against my will I was once made to write a 25 page document on how to run some workshops – it delayed the project by 3 months. Workshops aren’t complicated so don’t make them so. Create a spreadsheet with all your workshops, times, rooms booked and attendees. That’s all you need – don’t overbake the cake.

Pick your workshop room carefully. Find the biggest room with the longest walls – you’ll need them!

Identify all staff involved with the
process. It’s really important to get a cross section of staff that are involved end-to-end (that’s the customer experience of the process). You want staff that do the actual work – not managers or
supervisors.

Create a slide pack to guide you through the workshop. It will help you focus on the key stages and will avoid you missing anything and looking like a plumb.

Buy materials. You’ll need lots of 3M super stickies and a big roll of good quality brown paper, some blu-tak and some market pens. A whiteboard and whiteboard pens can also be handy.

Pick the right attendees. It may sound warm and fuzzy to ask the business who they want to attend but chances are they’ll send you people who aren’t busy rather than the staff you really want. What you want are people who know the process but who want to make things better.

Explain to staff what process you are looking at and what you want to achieve. It will make them feel more comfortable. Let them know they’ll be needed as early as possible.

Have a spreadsheet ready to capture the process details and a scribe there to capture them. Your job is to focus on facilitation not typing!

The Day Before

Set up the room by sticking up 3 sheets of brown paper as long as you can along the wall.

Set up chairs so that they all face the brown paper rather than behind desks. This helps to make the session less formal and more interactive. Ensure that your projector screen is set up in a manner which makes it easy for them to pivot around and see.

DO NOT put any processes up on the wall! This limits their thinking!

On the day

Set the scene by talking about the scope of the process. Identify what outcomes the process has (from a customer point of view).

Identify the current process. Give each person a pack of sticky notes and individually ask them to write down their own interpretation of the process (no collaboration!) Merge all the individual processes together to create one agreed end-to-end process.

Probe, ask questions, identify missing tasks until you are comfortable that everything has been identified. Check that nothing has been missed. Get the scribe to document all the steps in the process. Gather task timings so that you can calculate cost per process before and after.

Tear it to shreds – encourage them to question everything and to rework the process with the focus on eliminating activities. If it can’t be eliminated, improve it. Get the scribe to document all potential improvements in an action plan. Coax, cajole, prod, suggest – but never tell them what they should do.

Take plenty of breaks, have a laugh, give them plenty of sugar, make jokes, do a silly dance – push them beyond their current scope of thinking – for that way the land of process innovation
lies.

Cheers,

TPN

The Secret Life of Garbage

I was recently sent a fantastic infographic called "The Secret Life of Garbage" which explains what happens in the end to end process of garbage collection, recycling and disposal. I've embedded the infographic below.

Co-incidentally I've just finished an assignment with a waste management client so I thought I'd share a few insights into the process.

1. Recycling does happen (and it's big business). I had a feeling that recycling was a myth and that everything got tipped into a big hole in the ground, but as landfill is so expensive it's in the best interests of the waste management company to recycle as much as they can.
2. Although there is some automation the recycling process still remains highly manual with staff required to sort recyclables into categories. How manual? One of the staff members had no fingerprints as they had been worn away...
3. Almost anything can be recycled. Plastics, glass, paper, cars, scrap metal, plastic bags, commercial food waste, liquid waste, hazardous waste, oily rags! It's recycled and sold.
4. The next big push is to recycle domestic food waste (combining with domestic green waste). This will be big business as it makes for lovely fertiliser. If it hasn't come your way already it will soon. So if you can't be bothered separating your food scraps it's time to buy a waste disposal unit!
5. Garbage trucks really go through the wringer - a lot of the expense is in truck maintenance, repairs and tyres (which need replacing every 6 weeks @ $1,000 a tyre!)
6. Paper, plastics and glass are recycled by companies like Visy and Amcor and become products on the supermarket shelves again. Plastic bags are also recycled contrary to poular myth.
7. Even "contaminated" (dirty) items gan be recycled, but it's a more costly process.
8. Garbage trucks have sophisticated data capture - every bin lift is captured on video and timings measured. Truck speed down to every bin lift is captured. This gives a huge amount of data for analysis purposes.
9. Costing new routes requires experience - the terrain, street layouts and distances all define the profitability of routes.

As a "process person" recycling makes perfect sense to me and since I've worked in the industry I've become a recycling zealot! The one main lesson I've learned from my experiences is that nothing is garbage - if we think enough about it we can find a way to re-use or recycle anything.

Cheers,

TPN

The Top Six Reasons for Process Improvement Initiatives

The following article was originally published on the iDatix Insiders Blog.

“From little things, good things grow” they say – but when execs sign off on expensive process improvement initiatives (let’s face it few of them are cheap!) what are the top reasons for them giving the go ahead?

6. Me Too

“Hey everyone else is doing it, so why not us!”

No-one’s going to admit it but the persuasive voices of business publications and software vendors have made process a popular initiative. The fact that a trickle of improvement projects has turned into a Tsunami of BPM and transformation initiatives has placed a level of peer pressure on execs who are being asked by their CEO’s why they aren’t keeping up with the joneses. Take the example of two global insurance companies who invested heavily in top secret process improvement projects only to find out that they were both doing exactly the same thing…

5. Innovation

The forgotten man of process improvement. By adopting systematic methods a few sharp tools in the shed have realized that process can lead to “out of the box” thinking. These can be fantastic for “white space” initiatives which are designed to take the business outside of its operational core in order to break into new products and services.

4. Customer Centricity

You’ll never find anyone disagreeing with the need for customer centricity, but you will find many businesses that either can’t get to it or pay lip service to it. Those that do make the investment find that customer centricity isn’t as easy as it sounds. Organisations are complex beasts and to tame them you need an enterprise wide approach to process that ties together strategy, business services, processes and technology.

3. Transformation

Rather than being just a complex beast, transformation is a scary beast. This is because transformation encompasses more than just improving processes – it represents a fundamental change in the business from top to bottom. Transformations can make or break organisations and as a result they require huge effort in terms of process improvement, change management, organisational design, marketing and technology. There is typically a critical business reason for transformation projects, but that doesn’t seem to deter many organisations from taking the plunge.

2. Disaster

Nothing spells “fix the process” like a major issue. One can only imagine the frenzy of process improvement that went on at BP after the deepwater horizon incident. When companies face imminent business death or financial punishment by regulators you can be sure that a shiney new project will spring up to face the music.

1.  Cost 

Time is money. We’ve been improving process efficiencies for hundreds of years and it’s not going to stop anytime soon. Show an exec a saving in process costs and a tidy business case that quantifies the payback period and they’ll typically bite your arm off to implement it. Businesses love saving money as saving money equals more profit, and more profit equals happy CEO’s and shareholders. It’s hard to increase revenues and even harder to increase profits – but it’s often not so hard to save money when process initiatives can clearly highlight how to do it.

These are just a few examples of reasons for starting a process improvement initiative – the true challenge is in achieving the business benefits that the initiative set out to achieve in the first place. But that’s another story altogether…

Process, Pace and the Work Sweet Spot

"Our staff are all busy, our staff are fully engaged".

I often get told this by operations managers when I start working with a new client, and they aren't lying to me. Typically their staff are "fully engaged" - they are continually working and often doing a good job at what they do - but the managers completely miss the point.

It's all about pace. Here's an example why:

At a previous client I ran a series of process improvement workshops. In the morning I would have to set up the workshop room to be ready for the workshop starting at 9am. I estimated that it would take myself and 1 other person 15 minutes to set up the room - plug in laptop, switch on screens, stick up brown paper, etc. Easy. I could probably have done it all myself in 15 minutes, but it would have been a push and would have left me a bit flustered.

However, my boss was unfortunately a micro-managing control freak (yes they do still exist!) and insisted on there being 4 people to set up the room an hour before the workshop was due to start. All totally unnecessary, but like most micro-managing control freaks she was unable to change her mind and insisted that it was "absolutely necessary".

When it came to set up the room it did indeed take 4 people an hour to do so. This was of great delight to the MMCF who took pains to point it out to me. What she failed to understand and which was quite evident to me was that if you give 4 people an hour to do something it will take 4 people an hour to do it. This is beacuse of our old friend PACE. What happens is that each person tasked with doing the work slows down. They don't race to get it done in 15 minutes, they take their time. If we had 8 people it would still have taken an hour.

This is what happens within organisations - if they are overstaffed the pace drops to the point where they are all still "being busy" doing work - they just do less volume. But the appearance remains that they are "fully engaged". It's an illusion and there is typically a massive amount of capacity to be utilised to do more work, or staff that can enjoy a career elsewhere...

But the converse is true also - staff can't be 100% utilised or they crack - they burn out, have breakdowns, treat customers badly or simply leave the organisation altogether. The trick is to find the sweet spot where staff are productive, but they can still enjoy being there. This balance is hard to find but certainly not impossible.

A starting point is establishing some SLA's and metrics around what they do. This needs to be done very carefully to ensure that the right metrics are in place and that they can cope with the service levels. Go too far and staff will rebel.

So when you hear staff saying they are "all busy" take it with a pinch of salt. Look instead at quantifying specifically how much work they are performing. Quantify the pace - don't walk, don't sprint but aim for a jog.

Cheers,

TPN

Process & The Customer Experience: Taking Your Business “Outside-In”

This post was originally published on the Idatix Insider's Blog.

As organizations we have become crippled by our internal processes.

We’ve become so entwined in what we do day to day we’ve forgotten why we exist–to serve our customer–to give them what they need, to give them what they want and sometimes to give them what they don’t know they need yet!

The customer is our reason for being, without them we cease to exist, yet through our bureaucracy and our bulk we become a bloated beast of burden–unable to move rapidly to meet the needs of the lightning fast pace of life around us.

One of the fastest growing (and most controversial) topics for discussion in the process world relates to what has become known as “Outside-in” process design.

On paper outside-in sounds like a “no brainer” – it’s about looking at process from the customer’s experience.

Advocates of outside-in approaches such as the Customer Experience Management (CEM Method) argue that by using outside-in approaches they can simultaneously reduce costs, improve the customer experience and improve revenue.

This they call “the triple crown” of benefits.

Successful Customer Outcomes

Outside-in, fundamentally, is about aligning the way business is done with successful customer outcomes.

That may sound simple but careful thought is required to specify what the real customer outcome is. Outside-in takes an approach that focuses on the customer experience.

The part that most organisations get wrong is that their definition of the customer experience is blinkered – the way that they have run their business and approached what they think their customers want has become immobile and inflexible.

So whilst traditional companies try to solve their problems by looking at their internal processes and improving them (with the misguided aim of improving their service to the customer) outside-in starts with the customer experience and builds the internal business processes to support the customer alignment.

The Method

Through workshops with little more than sticky-notes, brown paper and key staff in the room we can start to radically change our thinking of organizational processes.

When we look at the customer experience we are looking for three key items within the process:

Moments of Truth

Any interaction with the customer – this could be a customer to person interaction, for example or a customer to system interaction. These moments represent an opportunity in time to delight the customer or to fail!

Break points

Any hand-off in the process – these represent potential points where the process can break down.

Business Rules

Any decision point in the process. These can add complexity, increase effort and be a potential failure point.

Thinking about our process with all its moments of truth, break points and business rules for a moment it is easy to see how customer dissatisfaction can occur.

You may think that having lots of moments of truth (i.e. customer interaction) might be a good thing, but think of it this way: if you had to call up a company to get some information but each time you received the information it was inaccurate and had to call again, how long would it take to trigger your dissatisfaction?

And what if instead the company had not only given you the information first-time, but had given you extra information that had helped you further?

Improvement

Next we seek to improve our processes.

But how do we do this? We need to:

1. Eliminate (or) 2. Improve

Each moment of truth, break point or business rule represents an opportunity, but the more of them we have the greater our chance of failure occurring.

So to reduce our risk of failure we seek to eliminate as many as we can.

Obviously we can’t practically get rid of all of them, but we need to ensure that the ones that we leave in place are improved as much as possible and that they are aligned to successful customer outcomes.

If you’d like to find out more or to become trained in the CEM Method I’d recommend you visit the following links:

The BP Group,
The BP Group on Linkedin,
Steve Tower’s Blog (World Outside-in Guru)

Cheers,

TPN

Unscrambling The Process Technology Puzzle...Mapping, Modeling, BPM, ACM, ECM, ERP

This post was originally published on the Idatix Insider's Blog.

It seems these days if something doesn’t have an acronym then it doesn’t deserve a place in the business world. Over the past 20 years software vendors have developed a plethora of tools to help improve the way we manage our business processes.

Many have come through quite considerable transformations and re-inventions to give us the confusing software process landscape that we see today.

So how do we make sense of it all? How do we distinguish between the tools that are out there today? How do we know the difference between a BPM a BPA or an ACM?

This handy guide attempts to separate the wood from the trees…

Enterprise Resource Planning (ERP) Tools

ERP tools emerged in the early 1990’s and focused initially on the automation of back office processes such as accounting and HR, with front office functionality (such as Customer Relationship Management) being adopted later.

Tools such as Peoplesoft and SAP became synonymous with the huge uptake in these tools. But the initial wave of adoption turned to disappointment as businesses became painfully aware of the inflexibility and expense of many ERP tools, leading instead to a shift towards next generation BPM (Business Process Management) tools as their replacements.

Process Mapping Tools

Process Mapping tools are low cost (or free) software products that provide basic flowcharting capabilities – the most famous of which is our old friend Microsoft Visio.

However a number of free mapping tools have popped up in recent years, such as ARIS Express, Smartdraw and Gliffy.

Process Modelling Tools

Process modeling tools are the big brother of mapping tools.

The easiest way to understand the difference between mapping tools and modeling tools is to think of mapping tools as 2 dimensional, whereas modeling tools are 3 dimensional.

This is because modeling tools have the ability to link objects in a database, which means that complex relationships between objects (such as tasks) can be created. Modeling tools also typically have sophisticated simulation and reporting capabilities and tend to be used for more than just process modeling (for example, modeling enterprise architecture).

Some of the most popular modeling tools include ARIS, iGrafx and Nimbus.

Business Process Management (BPM) tools

Business process management tools (alternatively known as BPMS) seek to provide an holistic approach to the management of organizational processes.

They feature modeling capabilities, but take these capabilities to the next level by providing automation of processes and sophisticated workflow and rules capabilities.

Whilst there has been huge interest in these tools and the efficiencies they can achieve, many remain too costly and difficult to implement.

Popular examples of BPM tools include Pega, Appian, Lombardi and Tibco.

Adaptive Case Management (ACM) Tools

Adaptive Case Management is also known as Dynamic Case Management or DCM.

There are blurred boundaries between ACM/DCM & BPM tools with some BPM tools (e.g. Pega) claiming that they have case management capabilities due to their advanced rules engines.

But what is ACM?

The key to explaining ACM is the word adaptive.

Whilst traditional process tools seek to channel processes down a workflow, ACM tools can adapt to the particular situation and are viewed as being more flexible.

Both BPM and ACM seek to fulfill a process goal, but the pathway through the process with ACM tools is deemed to be more fluid. Proponents of ACM say that the business world is inherently unstructured and that ACM is the solution.

Debate continues to rage!

Electronic Content Management (ECM) Tools

Electronic content management started its life as a means of managing the information within an organization.

Initially this started with Document Management but rapidly expanded to encompass all information within the organization, such as intranet and extranet content.

As technology became more sophisticated, ECM was opened up to provide content to partners and customers via portals – now a huge area of expansion for firms who realize that they can reduce costs by giving customers access to functionality and content previously reserved for internal staff.

Furthermore, greater synergies have been achieved via the integration of workflow, ECM and document management as demonstrated by particularly advanced vendors in the market.

Summary

Whilst many of these technologies have been created to resolve specific business problems there is a trend toward convergence to create product suites that seek to solve holistic business problems and enable Enterprise Business Process Management.

We have recently seen Software AG acquire ARIS and Tibco aquire Nimbus and already they have begun on work that will blur the boundaries between process modeling and process automation.

Meanwhile BPA vendors such as Pega and Appian already claim that their tools have both modeling and automation capabilities.

Whilst all of these advances are benefitting organizations we must always remember that not every process can be automated and that our dependence upon human skill and ingenuity is something to be treasured.

These technologies remain tools, like a pitchfork, ready for employees to bring in the harvest.

Cheers,

TPN

An Introductory Guide to Process Mapping & Modelling

Process mapping or modelling is an oft misunderstood and under-utilised skill. Unfortunately most learn their skills over time, on the job and pick up bad habits along the way.

In my experience process mapping can be simple and effective if a few simple guidelines are followed - whether you are using swim lane diagrams, EPC’s or simple flowcharts. Here are what I consider to be the key basics as well as some bad habits to be avoided.

The Basics

• Title. Always have a title to explain what your process is about.
• Title format. Title format should be in a verb-noun format i.e. what is it that is being done? For example: Create Purchase Order, Document business process! As a simple test of a good title, if you reverse the title it should give you the output of the process: e.g. Purchase order is created, Business Process is documented.
• Successful customer Outcome. Every process should specify a successful customer outcome i.e. what is it that the process contributes for the customer?
• Process Owner. Who is ultimately responsible for the process and it’s outcomes?
• Levels. Whilst you may start looking at the process from a high level (e.g. value chain), unless you get down to the task (or activity level) you are wasting your time. Get into the detail of specific tasks that are performed. Typically the task level is referred to as “level 3” but ultimately what people call levels varies and is a discussion best reserved for process academics.
• Tasks. Tasks should be named in a verb-noun format e.g. Input purchase order data, Read Visio Guidelines.
• Roles. You always should be specifying who is doing what at a role level. If you start talking about divisions or branches you’ve gone too high level and need to discover who is doing what.
• Start (or trigger) – every process needs a start point. There may be multiple start points. A process will typically start (and end) with the customer.
• Tools. Identify anything that is used to complete the task such as systems, forms, etc. Link these to the task. Think of these as tools required to complete the task.
• Systems. Identify systems used and whether they are automatic or require manual input.
• Shapes. You don’t need much more than start, end, task and decision shapes to draw a good process map. Studies have shown that 90% of BPMN shapes are never used. Don’t get hung up on choosing obscure shapes that no-one will recognise.
• Audience. Think about who is going to be shown the map. A good test is that you should be able to show a process map to anyone and they should be able to understand it.
• Flow. You should be able to follow the process through in a logical manner. Conduct peer reviews and if you find your colleagues getting stuck you know that others will too.
• Loops. For each task, ask yourself “what if this went wrong?” If it can go wrong, what are the implications and where does the process loop back to? 

Bad habits

• Forgetting to include a swim lane for the customer
• Using abbreviations or jargon
• Using task shapes as start and end points
• Getting too obsessive about notation. Focus on comprehension, not on observing the notation rules
• Creating swim-lanes for systems or other non-role based items
• Documenting only the “happy path” where everything goes right – document all possibilities or you will miss key information
• Being obsessed with fixing crossing lines. Studies have shown that the key element in comprehension of diagrams is the length of the line rather than if it crosses another line (Source: Dr Daniel Moody)
• Not using colour – colour is a great means of quickly creating easy to understand categories

 

Please share with me your tips or pet peeves when it comes to process mapping or modelling.

Cheers,

TPN

Download My Free eBook - The Best of The Process Ninja 2008-2012

I'm delighted to announce that I have created an eBook of my best blog posts from the past 4 years.

It's a handly little PDF (3.2Mb) that you can read anywhere.

Simply click here to enter a few short details and to download.

I hope you enjoy it.

Cheers,

TPN