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Daniel Weatherhead

Recent Posts

Leonardo Consulting Becomes a Pega Registered Business Partner

Daniel Weatherhead on May 25, 2017

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Partnership to focus on delivering BPM solutions to automate critical business processes and accelerate digital transformation

Today, we’re excited to announce that Leonardo Consulting has partnered with BPM software leader Pegasystems, Inc, the software company empowering customer engagement at the world’s leading enterprises. As a Pegasystems Registered Business Partner, we will provide Pega software expertise and implementation services to our customers in Australia.

To say we’re excited about this development is an understatement. Through our partnership with Pega, we’re better geared to deliver a full-service BPM stack. We believe that Leonardo can help customers achieve effective process-based management and create sustained improvement in business performance, all using Pega’s software.

Leonardo can now synthesise it's innovative BPM approach, expertise, and methodology with Pega’s market-leading BPM and Robotic Process Automation (RPA) solution, the Pega Platform.

"We welcome Leonardo Consulting as a Registered Business Partner and look forward to working closely with them as they continue to enhance and optimise their customers’ journeys.”-  APAC Pegasystems Vice President and Managing Director - Luke McCormack 

Here is what Luke McCormack, Vice President and Managing Director, Asia-Pacific Pegasystems had to say about the partnership:

“Our partners have deep experience, skills, and best practices that enable them to develop, implement, and deploy solutions for business challenges - and Leonardo Consulting certainly fits this description. We welcome Leonardo Consulting as a Registered Business Partner and look forward to working closely with them as they continue to enhance and optimise their customers’ journeys.”

"Our partnership with Pega enables Leonardo to deliver the full potential of BPM - from strategy to execution - to streamline our clients’ operations, increase their operational efficiencies and enable true business acceleration and growth." , Leonardo Consulting Founder and Managing Director - Chris Nagel

Our founder and Managing Director Chris Nagel is enthusiastic about the alliance: “Businesses globally are demanding digital and mobile enablement to streamline and automate their processes to improve the customer experience and drive revenue. As we looked to meet those changing demands, it was clear that Pega’s solutions fully complemented our existing offerings. Our partnership with Pega enables Leonardo to deliver the full potential of BPM - from strategy to execution - to streamline our clients’ operations, increase their operational efficiencies and enable true business acceleration and growth."

The partnership with Pega enables us to better automate your critical business processes, integrate your diverse applications and data, and enable your disruptive technologies — mobility, enterprise data and analytics, cloud and social collaboration — which helps you gain that crucial competitive advantage in the market.

We can’t wait to talk to you about the possibilities!

Topics: News

5 Steps to follow when implementing ARIS customized requirements

Daniel Weatherhead on December 17, 2015

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ARIS is recognized as being one of the leading enterprise architecture tools by all the analysts, in addition to supporting in excess of 150 modelling methods it is also infinitely customizable. A powerful attribute of the tool is that configuring ARIS customized requirements is fast, easy and requires no coding meaning you can adapt modelling use to support almost any scenario. However to harness this power you need some knowledge about what not to do and some creative thinking.

One of the most common questions we get in delivering ARIS training or troubleshooting is:

 “The tool is great, but would be even better if it could support X

X being a specific domain application or architectural component such as; product lifecycle management, master data management, security architecture etc.

Our usual answer is:

“We're pretty sure it can.”

To which the immediate reply is almost always something like:

”No you can't, I've searched the entire method library all 150 odd model types and there is nothing there that remotely supports X.”

We would generally say:

“You are probably right, but we're still pretty sure it can be done. Tell us exactly how this needs to be done here.”

After some discussion, a prototype of the concept can usually be fleshed out and put together in a couple of days. Concept to production can take as little as a week and quite often whatever you are trying to do, it has probably been done before (the tools have been around for 15 years).

There are a number of simple steps to execute this and any other creative requirement.

 1. Find the right questions to answer

  • The result of the exercise will be specific information in your modelling repository.
  • Unless you can clearly articulate what information is needed to answer specific questions or advance understanding about the business and the value of this information, you should stop and think some more.

2. Agree how the questions will be answered

  • Models in the repository are of no real use unless they can be accessed.
  • Either relevant information is published, output in a report or used in a query for analysis.
  • If you can’t describe how the information will be used in the real world (project, business planning, roadmaps etc.) you should definitely stop now and think some more.
3. Define the information you need to realize the concept
  • Define exactly how you will represent them (architecture types will call this a metamodel) and how they will be managed through a defined lifecycle.
  • This includes key relationships that may need to be defined between key pieces of information (objects) and any other information (attributes).
  • In addition define how this information will be depicted, that is what symbols you will use and what defines a specific set of this information to be managed – in a model.
4. Determine where the information is now
  • Most of the content users seek to capture and represent in models already exist within their organizations. These are in the form of spreadsheets, PowerPoints as well as the un-documented knowledge that inside your team’s heads.
  • Find the sources of the information, make sure it is up to date and make a plan to upload it to the repository en masse preferably . This can usually be accomplished quickly and easily.
  • If you can’t find the information, then you need to make a plan (usually a project) to create the information. If you find it difficult to do either then clearly you need to revisit the capture state above.
5. Assign accountability and execute the concept.
  • If no one is responsible for managing this information, it will not work.
  • Executing the concept means tying off all the things needed to make the concept real including;
    • defining semantic checks,
    • updating training material and
    • communicating to the business.
  • Lastly, it will include writing queries or report scripts that are the realization of what was defined as important in step one

Many standard ways of depicting conceptual information already exist and are well defined  (such as OSA for security architecture). Translating your specific requirements into the ARIS context requires specific knowledge and experience in the tool. While this is knowledge is more specialized, it is probably the easiest part of the process (yes, this is a process…).

Most importantly, if you can do steps one and two successfully, but can’t clearly define your concept that integrate into your wider collection of methods in ARIS terms,  you should  stop and think some more.

We recommend getting some help at this stage. A couple days of expert advice will save you a lot of time and effort down the line.  

Let’s look at a quick summary of how this played out with the client;

Step One:

  • Security Architecture designs needed to be constructed for each aspect of the technology portfolio, as this was a ‘greenfield’
  • Security designs need to be provided as part of the overall design package to be signed off for each project stream.
  • Understanding how security impacts the design of the technology portfolio and how this information is managed is a key requirement for the customer.
  • The client had already determined that the OSA framework was to be used and it is agreed with all key stakeholders that this initiative is extremely

Step Two:

  • The design information will be ultimately provided in the form of a document with all the models, risks, threats, mitigations etc. In other words a simple report – this is how the information is to be
  • The second requirement was understanding how specific components (threats and vulnerabilities) were distributed across different technology platforms. In other words there was a need to define some specific queries that may be used in a report.
  • Document templates for these reports had already been developed providing an understanding of exactly what information was

Step Three:

  • Because the OSA framework has already been specified it provides the specific directives about what and how information is captured. In the case of OSA it is quite comprehensive with many components as illustrated in the example security pattern below;

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Because the framework are freely available and the symbols specified these can be quickly updated within ARIS once it is understood how the components integrate with the existing Enterprise Architecture approach as shown below.

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Additional information requirements such as those from the document template or other external sources can also be defined as shown below;

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Once the representation concept was completed, a process and governance structure was defined around how all the components are managed in the repository. This included links to external sources of information that can change over time (e.g. the threat categories in the example below).

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Step Four: As this was a Greenfield site, the key existing information was sourced through the OSA catalog above and an external reference database. This information was imported via excel, and the library models automatically generated. Semantic checks defined and a number of other necessary repository tasks configured.

Step Five: Communication and conventions packs were put together and presented to key stakeholders along with some reference examples and the concept was executed.

All up the process took about 3 weeks from conception to delivery with about 5 days of Leonardo Consulting assistance.

The most common troubleshooting queries we get from clients is when this process has not been followed. Typically unwinding the problems takes more effort than taking some thinking time up front.

By far the most common mistake we see organizations make is doing this process in reverse. There is a natural inclination to take a tool, start modelling this world and then ask what is in the tool that we could possibly use. It’s a bit like building a house with all its rooms, and then going in with a hammer to knock out where all the doors and windows should be.

ARIS Customised Reporting

The Role of Tools in Process Governance [Infographic]

Daniel Weatherhead on December 3, 2015

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Topics: BPM/EA Technology

BPM Training for 2015 and 2016

Daniel Weatherhead on April 20, 2015

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Leonardo Consulting has released our BPM training schedule for 2015/16. Our BPM curriculum will assist you to develop all of the required capabilities for effective process-based management. We offer 7 world class courses in our comprehensive BPM Training curriculum, delivered by internationally experienced consultant practitioners who understand the local environment. 

Our schedule is as follows:

BPTrends BPM Professional Certificate BPTA 101, 102 & 103

This five-day course will enrich professional BPM skills and enable authentic networking with like-minded BPM practitioners. Attendees will learn to improve customer focussed processes, advance a process centric approach, break down & work across functional silos in business, increase IT project outcomes and enhance performance management in organisations. 

2015
Brisbane / Auckland – 16-20 November 
Sydney / Melbourne / Perth – 2-6 Novembe

2016
Brisbane / Wellington  – 6-10 June 
Sydney / Melbourne / Perth – 12-17 June 
Brisbane / Auckland – 14 -18 November  
Sydney / Melbourne / Perth – 7-11 November  


CLICK HERE FOR MORE INFORMATION  ABOUT COURSE AGENDA & PRICING  
Improving Processes 

This three-day course provides valuable & practical insight, skills and tools for anyone involved in redesigning processes and generating ideas for change. And shouldn’t that be everyone?

2015
Brisbane / Melbourne – 15-17 June
Sydney / Perth – 22-24 June
Auckland – 26-28 October
2016
Brisbane / Melbourne – 16-18 May
Sydney / Perth – 23-25 May
New Zealand – 30 May-1 June

CLICK HERE FOR MORE INFORMATION  ABOUT COURSE AGENDA & PRICING


Measuring Processes
This two-day course provides valuable insights into, and practical tools for the discovery, definition and management of effective process performance measures. 

2015
Brisbane / Melbourne – 18-20 June
Sydney / Perth – 25-26 June
Auckland– 29-30 October
2016
Brisbane / Melbourne – 19-20 May
Sydney / Perth – 26-27 May
New Zealand – 2-3 June

CLICK HERE FOR MORE INFORMATION  ABOUT COURSE AGENDA & PRICING   


Our interactive teaching approach means we have limited places available for each session. 
If you have any further questions regarding the course or the registration process, please do not hesitate to contact us (training@leonardo.com.au). We look forward to hearing from you.


REGISTER TODAY  FOR THESE BPM COURSES

Topics: News

Ambidextrous BPM: An interview with Prof Michael Rosemann

Daniel Weatherhead on April 2, 2015

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Prof Michael Rosemann is not surprised to see BPM on the list of management disciplines that are going through the so-called trough of disillusionment. For too long now, its practitioners have used BPM only to exploit existing business processes. It’s time to start exploring too – and make BPM exciting again!

Following the lineage of Business Process Reengineering, Systems Thinking and Quality Management, BPM has come of age as a management discipline. Deeply rooted in the continuous improvement movement, BPM has proven its value for improving business processes. But does BPM have what it takes to drive innovation and breakthrough thinking as well?

Michael Rosemann: “We know how to model, analyse, automate and streamline processes. We understand how BPM can help us to overcome identified problems within a process. In fact, the related capabilities can nowadays be regarded as a commodity. But, so far, BPM as a discipline has not been good at supporting and driving ‘opportunity-driven’ – instead of problem-driven – initiatives. I believe that this must be the next area of interest for the BPM discipline to remain relevant within organizations looking for innovative approaches.”

“Both process exploitation and exploration deserve a place in the business process office’s service portfolio.”

Exploitation and exploration

Business ‘ambidexterity’ is the balancing act between exploitation and exploration: the former focuses on ensuring transactional excellence with a concentration on net cost reduction, the latter is centred on transformational excellence targeting net revenue generation. And organisations need to be able to do both at the same time, even if they require different capabilities.

“Process exploitation is about inside-out, reactive, problem-driven process management. Exploitation examines a process and fixes what is broken. I call this an organisational hygiene factor: it doesn’t excite customers or managers, but it’s a precondition for staying in business. Process exploration, on the other hand, is often driven by outside opportunities (e.g., emerging technologies) and is proactive. It has the potential to deliver tremendous added value, and high levels of customer delight, by offering new services or innovatively transforming existing services. And it poses a new and exciting challenge for BPM practitioners and researchers. However, while current BPM methods, tools and techniques support process exploitation well, process exploration is still in its infancy.”

“As an example, consider designing a new process for the annual lodgement of income taxes. A classic BPM approach to improving this process would be to analyse the process, look for the shortcomings (e.g., bottlenecks, rework), and then reactively improve these broken parts of the process. Contrast this with a ‘process explorer’, who looks at available technologies, established practices in other industries and takes an outside-in perspective on taxation. He or she might envision real-time taxation just like ‘real-time insurance’ and then work from there to fundamentally rethink the process and related services. The process explorer works backwards from a strategy-driven (and hopefully exciting) vision of the future, while process exploitation is focused on the (frustrating) current weaknesses of a process. Today, this type of breakthrough thinking usually occurs without involvement of the business process office.”

“Take new exciting technologies such as the Internet of Things or social media – BPM professionals need to complement their existing toolkit with approaches that help them to translate such emerging new opportunities into entire new process experiences. This requires a shift in thinking from ‘pain points’ to ‘opportunity points’”

The outside-in perspective

To help usher in this next phase of BPM, Michael sees Customer Process Management (CPM) as a way of tapping into private processes with value-adding services. The better these services blend in with a customer’s private processes, the better they will be received. In other words, the birth-to-death-value chain as the ultimate business process and the ultimate form of customer-centred process design.

“Exploration and outside-in thinking promote both looking at the entire experience of going through a process rather than merely at the detail of the process or the process outcome. Take my own organisation, Queensland University of Technology: in the past, our customers’ expectation was to come to the campus, pay for a course, sit in classes, do assignments, an exam, and (ultimately) graduate. Now, using process experience thinking, the challenge is not to improve in-class lectures, but to create a new service experience, in which, by means of mobile and context-independent learning, students take micro-courses when and where they want and pay incremental fees (‘pay as you learn’).”

Embedding ambidextrous BPM

A process explorer could be characterised as a highly extroverted individual – a future thinker, capable of crafting a process vision detached from any obstacles or practical objections, and finally turning this vision into reality. In a way, he/she translates (technological) opportunity into (new) process design. To make all that work, process explorers need to be able to interact with all kinds of people in the organisation.

Michael believes that most business process offices in organizations are currently populated by more analytical, inside-out thinking profiles due to the traditional focus of BPM on strong modelling and analytical capabilities. So it’s very likely that process exploration needs to be performed by other people, and presumably the organisation will need other tools too.

“The ambidextrous organisation tells us that you need dedicated people with the right skill set for the process exploration job. Process innovation and exploration already exist, but they’re usually unstructured and they hardly ever come from a BPM team’s initiative. Nevertheless, both process exploitation and exploration deserve a place in the business process office’s service portfolio. To truly embed ambidextrous BPM, business process offices should attract the right profiles and make exploration part of their service offering to the business.”

Striking a balance between exploration and exploitation

So, how to devote optimal attention to both process exploitation and exploration? “I believe that’s strictly strategy-driven. Those organisations that get their competitiveadvantage from cost-effectiveness, efficiency, etc. will probably lean more towards exploitation. On the other hand, the organisation that is losing market share will need to look more towards exploration, as they have to find new ways to shake up the market by identifying unexplored customer needs and creating new services.”

Moving BPM out of the trough of disillusionment will be a major challenge for all BPM practitioners in the coming era of process thinking and business transformation. But at least we know it will be an exciting journey – with ambidextrous BPM at the centre of the movement!


 

 

TransformingThroughProcessThis interview has been published in a book - Transforming Through Processes. The publication presents a series of twelve short interviews with inspiring practitioners and academics sharing insights in the world of process and transformation. 

More information about this publication is available here.

 

Follow Professor Roseman on Twitter - @ismiro

 


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Topics: BPM - Business Process Management