The Process Ninja

Who am I and why am I doing this?

It's been almost a year since I started this blog, so I thought now is a timely moment to talk about why I write this blog and who I actually am. The blogs subscription base has grown considerably over the last year and I expect it to grow considerably over the next year.

The world BPM community may be a relatively small place, but it has huge power to effect change on organisations - and one of my aims is to get in touch with as many of that community as I can. In the words of Seth Godin, I am reaching out to my tribe. Having this blog has given me the vehicle to meet a lot of process people - some I can help, some help me - but I always have a good time meeting them. Note: if you are ever in Sydney and you invite me for a coffee or a beer, I will ALWAYS accept (particularly if its beer).

So, I suppose I write this blog to achieve that, but also because I like to write, and it's easiest to write about something you know. It's also easier to write about something you enjoy. I do enjoy my occupation - I'm lucky in that respect (although I continually moved toward doing the things that I enjoy throughout my career). I started this blog because I felt I could bring something a bit different to the table - something practical that people could immediately relate to.

I also write this blog because (to be brutally honest) it's a good way for me to promote myself, my business (www.Ninjaconsulting.com.au) and to get a foot in the door. I always tell people that having a blog about what you do for a career is like having the opportunity to get an interview without having to go to the interview - it's a poster for your expertise and your passion. I am always looking to make connections and get consulting work, so if you need me, drop me a line.

So that's why I write, but who is The Process Ninja?

I'm a 35 year old guy - married with 3 kids under 3 (work that one out!) - I live in the fabulous city of Sydney, Australia. I was born in Knutsford, England but my parents are Scottish and I grew up in the town of Barrhead near Glasgow in Scotland. I did relatively well at school, went on to study Marketing at The University of Strathclyde in Glasgow before I studied a postgraduate diploma in Hospitality Management. I moved to Sydney in 1997 where I met my wife. We returned to the UK for a couple of years where I worked in IT before moving back to Sydney in 1999. I worked in BA and IT related roles until 2002 when I bought a cafe, almost killed myself running it (and turning it into a process centric business) before I plunged back into the corporate world in 2004. I have worked in Business Process Roles since then.

Whilst I work full-time in process I'm also the Marketing Director of my parents underfloor heating company in the UK. I'm also writing a book about buying a cafe as well as starting a hospitality consulting business (The Cafe Ninja). I'm also currently renovating an investment property. I like to keep multiple fingers in multiple pies! Adding all that to three young kids you can see why I don't get much free time...

But when I do there are a few things I love doing: watching my beloved Glasgow Rangers, drinking wine, eating good food, cooking (good food), listening to good British rock music. I'm also totally obsessed with researching my family tree.

So that's a summary of my aims for the blog and who I am. I'd love to find out more about you all and (where possible) to meet you. So why not drop me a line or give me a call to say hello - it will be most welcome.

- TPN

The Church of BPM

I see a lot of "Process Evangelists" out there in linkedinland. Some of these guys seem to have almost cult-like following. Don't get me wrong, I don't think that's a bad thing at all - in fact it gave me an idea.

A few weeks ago I had a coffee with a fellow BPM enthusiast - a recent convert to the process way of thinking. After he was finished with his enthusiastic speech I said to him "Finding Process must be a bit like finding God..." - he agreed. We'd both had that lightning bolt moment when suddenly the way that we saw business had changed forever - and it was a powerful moment.

So maybe what we need to do is not to educate the world in BPM, not to send out white papers, not to hold conferences - maybe what we need is to be fundamentalists, preachers and pilgrims. Maybe we need to start shouting, singing and clapping our hands and saying "praise be" to the church of BPM. So what I say to all of you out there that feel the need to spread the word - let's stop being timid and let's start making some noise.

If the brothers out there aren't a listenin' yet, then they'll be a hearin' the callin' a real soon...

Process for Small Business - The Undiscovered Country?

One of the biggest issues I have with BPM is it's focus on big business. We all sit in our shiney office blocks buying our big, expensive BPM tools and talking about governance, etc, etc. But outside our freshly cleaned windows is a little world filled with shop and cafes, butchers and bakers - small businesses "the lifeblood of the economy".

What use is ARIS or BPMN to them? How can they implement SOA? They can't - it's totally unfeasable - but does that mean that we should designate small businesses as process free zones? Of course not! There are still practical process solutions to help small businesses.

I onced owned a cafe - when I bought it all the knowledge was in the previous owner's head - I sucked all this information out and documented the entire business - I made the knowledge transferrable. I turned the little cafe into a totally process centric business (and it worked!) Let's not forget how McDonalds started - once it was just one restaurant until they developed it into a process centric business (a franchise!)

But this isn't to say that every small business should aim to be a global giant - process can help small business owners to build better businesses. It can help them become more efficient, save money, improve customer service, improve standards - all the things we want for big business.

So the next time you think about BPM, spare a thought for the little guys - they need our help too.

Will ARIS Express be a Microsoft Visio Killer?

At ProcessDays 2009 I found out about a new (Free) ARIS product called ARIS Express. ARIS Express is essentially a very cut-down version of the full ARIS version designed to compete with Microsoft Visio. As a regular user of Visio I was keen to have a look at ARIS Express to see how it compares.

I should point out that ARIS Express is currently in Beta mode, so I'm not going to be too harsh on them with this review - I'm sure there is more development to come. I certainly hope so...I should also point out that I have never used ARIS so I'm an ideal guinea pig to test how easy or hard it is to switch from Visio to ARIS Express!

So, how does it stack up? Well, the interface is certainly lovely - nice colours, a small but useful array of process models. It is basic but has enough to satisfy most basic users. There is no doubt that you can create some nice looking process models with it and pick up how to use it fairly quickly. It's a little bit clunky in terms of use - for example, not being able to drag and drop shapes. The Fragments feature is nice (where you can save groups of shapes together for future use) and there are a few useful export options (although PDF export did not work for me).

Where I can see great value for ARIS Express is for small and medium businesses who do not have the capital to purchase BPM software. However, these small businesses are unlikely to ever upgrade to one of ARIS's paid solutions (surely IDS Scheer's underlying marketing strategy?) so while this is good for them I don't see IDS benefitting from it.

My main concern with ARIS Express is that if it is designed to compete with Visio then there is a certain amount of functionality that it needs to have. I can fully understand why IDS Scheer don't want to give too much away, but at this stage I don't feel that ARIS Express has quite enough functionality to compete with Visio.

The main reason for this is ARIS Express's inability to display processes in swim lanes.

Like them or lump them swim lanes are more common than a cup of tea and are a fundamental part of most organisations' process mapping. If only ARIS Express had this functionality then I really believe it would be in a position to compete.

As it stands it's a case of "close, but no cigar"...

- TPN

Process Days 2009 - Reflections & Highlights

I was lucky enough to attend Process Days 2009 this week. I attended some of the masterclasses and most of the two day conference. Overall I really enjoyed the experience - I met a lot of great process people, learned a bunch and was inspired, awed and somewhat depressed by the whole experience!

I have to say it was also a great experience to meet the guys from Leonardo Consulting - a nicer bunch of people you could not wish to meet!

At the conference there were some truely brilliant presentations (and if truth be told a few truely awful ones) but there were three presenters that really stood out for me:

- Alec Sharp. Alec is a process modelling guru and gave one of the most highly useful and practical presentations that I've ever seen. He is a brilliantly charasmatic presenter with the ability to keep everything simple (even when on the phone from Vancouver!). I'm going out to buy his book as soon as I can. In just a few slides he changed how I thought about process modelling forever.

- Professor Michael Rosemann. Prof R works at the Queensland University of Technology where he runs the http://www.bpm.fit.qut.edu.au/ - however this alone doesn't encompass all of his work - he is one of the world's best BPM gurus. He gave a few different presentations - all brilliant - and I recommend you look into some of his works and books.

- Joerg Kluckmann. Joerg is the Marketing Dude from Aris and he gave a brilliant presentation on New Generation Process Inteligence (including a fascinating presentation which included Football!) Some of the stuff that IDS Scheer are working on is really exciting. They are launching a new free Aris product (Aris Express) as well as an Aris "MashupZone". Check out the IDS Scheer website for more details.

Overall Process days was a great event and has really given me a huge amount of inspiration to keep spreading the BPM message. On the other hand I felt a little bit depressed and envious when I saw some of the big BPM initiatives that people are involved with at the moment and some of the cool software tools they are using to do it. I live in hope that I will soon get the opportunity to test myself in one of these organisations!

This is just a taster of what I experienced of Process Days 2009 and it has helped to stimulate a maelstrom of ideas in my little Ninja brain that I'll look forward to sharing with you over the coming weeks and months. Until then I encourage you to investigate some of the previous links in more detail and should you require any further details on Process Days, check out the Leonardo Consulting website.

Till then, keep spreading the BPM message.

- TPN

Stop Making BPM More Complicated than it actually is

There was a recent discussion on "What do you think business process management is?" on the BP Group linkedin discussion board.

Firstly, do we actually care about the semantics of what it actually is? Why do we always need to come to some sort of consensus on what BPM is? Is it really that complicated?

I'm concerned by the number of process professionals trying to turn BPM into some sort of pseudo science. I'm concerned by BPM textbooks, I'm concerned with academic studies with ludicrously long names and diagrams the size of an office block - but most of all I'm continually concerned that we are making our own lives as process people more complex than they need to be.

In my eyes, process is the purest, simplest component of human behaviour. Process in an organisation can become complex but it can always be stripped back to a few simple things:

• Meeting a need effectively
• keeping the customer happy (relationship)
• Doing things efficiently and productively (costs)

Doing the simple things right is the cornerstone of BPM and is the cornerstone of business.

To me, BPM is the active management and continual enhancement of all processes within an organisation.

Does it really need to be any more complicated than that?