How I Deliver Value To Your Business

This value chain of services forms the backbone of our consulting process. It fits many customers, and is very beneficial. Whether it will suit you, or we start elsewhere depends on what the pressing need is in your business world.

AIM: Get your business figured out! Documenting your main processes will really help you get control of your operations and focus on what’s really productive and important!

My light architecture approach focuses on rapid delivery of value for my clients!

I document your business through holistic business process, organisation and information modelling. I use the world standard for process modelling, Business Process Modelling and Notation (BPMN), which I am expert in. There are two approaches to documenting your business, and almost two axis too; so read on…

read on: 

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Perspective One: Approach

Approach #1: Tactical

The tactical approach tackles a specific process or area in your business. Some examples are the tendering process in construction, the planning process in local authorities or the marketing process for a business coach. Business pain can hopefully be turned into business gain with a bit of attention to people, processes and technology!

Approach #2: Strategic

The strategic approach fits with the Business By Design ethos. It's about linking your strategy with your operations. This can be done in business processes, but often branches out into other areas like organisational structure and roles; information models and databases, locations etc. This leads into the axis I mentioned...


Perspective Two: Focus

Axis #1: Process Focus

Efforts focused on process try to keep process as the main stream of inquiry. This takes place where a business says "Don't touch the organisation!" or "We have all our systems set in concrete". The more constraints, the more I focus on the process itself. Sometimes a process focus is very productive. I can generally see within a few days of a longer assignment if a process focus will achieve the outcomes the business is after. If not, I recommend a 'Business Architecture' approach.

Axis #2: Business Architecture Focus

A Business Architecture approach means we consider not just the process, but also Information, Locations, Organisation and Events. Strategic initiatives lean toward a Business Architecture approach simply because strategy involves all these elements. When I consult using a Business Architecture approach, I often use a holistic business modelling tool. I can discuss option with you when we engage.


Train Your Team

Training Where You Need It

Training sessions can be held where and where you want. Digital communication even makes it possible for me to train via web conferences.

Visual Training Methods

Visuals are important for good training. I take the results of organisation, process and information design and help your staff to rapidly understand what to do and why

Getting The Connection

Training That Really Connects!

Having a depth of experience in business improvement and a seasoned training background enables me to connect well at all levels of your organisation. I have trained people in local, state and federal government, airlines, building companies, software vendors and more.


Using The Best Notations

BPMN 2.0

BPMN is the world standard for business process modelling. I have many years experience in this amazing communication medium. The great thing is that although it concentrates mainly on PROCESS, it also provides for modelling of the other dimensions: ORGANISATION, LOCATION, INFORMATION and EVENTS.


UML provides a great notation for modelling information, organisation, locations and events. It is also important for modelling application architecture.


DMN is a modeling language and notation for the precise specification of business decisions and business rules. DMN is easily readable by the different types of people involved in decision management.


CMMN aids in the decision making process through suggestions, yet keeps humans firmly in the driver’s seat. CMMN is centered around living information and relationships, while traditional business processes are centered around a-priori defined activity sequences.


Improve Your Act

AIM: business process improvement gives you real benefit in areas of Operational Efficiency, Product and Service Quality and Customer Service Excellence. You direct the effort, preferably within a strategic context with definitive goals which I can assist you in defining. This is no poke around in the woods; but a serious effort to solve known and nagging problems.


An important component of business improvement is information gathering. In modern terms, it's part of DISCOVERY. Interviewing individuals provides a totally different dynamic to facilitating workshops; which is why I recommend both.


Modelling organisation, processes, information, locations and events with links to strategy demands a multi-faceted modelling framework. John Zachman was the trail blazer in this respect, and many frameworks have emerged since his multi-dimensional view emerged. My personal favourite, which fits so well with Zachman's work is The Open Group Framework (TOGAF).


Unify Your Systems

AIM: business process automation in the cloud is very cool and productive technology. It enables your business to hand around tasks to in boxes quickly and efficiently. But it’s more than document and information workflow. Business process automation enables decision making based on business rules. It can facilitate escalation of important matters and also integrate with your existing applications (depending on apps and hosting).

It's very tempting to take on board point to point integration, ewhicjh provides interfaces between applications. There are however a few problems with this practice that compromise the value of investment and organisational agility. I published a white paper on systems integration back in 2001, which looked at abstraction, application wrappers and caches, SOA service discovery and more. Within a year of that paper, Web Services were announced. There are however some things that companies miss when rushing in to use modern systems that can impact agility and performance. There is much that can be done from a Service Oriented Architecture (SOA) perspective to capitalise on your efforts at integration.


The biggest gain probably comes from taking a business process based approach to integration. This means choosing a process integration platform that can automate your document workflows and business processes, queuing tasks for human participants and reaching out to application participants to realise the entire process across your organisation and technologies.


Get Your Eagles Eyes

Get Your Eagle's Eyes

A business dashboard is sort of like a car dashboard. It gives you vital feedback to help drive the machine. Where does the dashboard get its information from though? You're in danger of bad dashboard data if: you have an inconsistent baseline, which can arise from inconsistent usage of systems by staff with good intentions! it's getting data from applications rather than processes - especially if the applications don't really match the strategic measure directly These two in my experience are the first places I look to start delving in to dashboard territory. I've been dealing with executive data on many occasions, going way back to the first dashboard I was involved in way back at K-Mart, perhaps in 1990! Life and experience are good teachers in this area.


Contact Me

The Process Expert helps Tasmanian and Australian mainland organisations with business transformation, focusing on Customer Service Excellence & Operational Efficiency. I work with senior management and operational staff to identify and target problems with a strategic, framework oriented approach that provides ongoing value to my customers.

I work closely with my clients. Feedback constantly shows they appreciate the skills, focus and consistency of an expert consultant. Results speak for themselves!

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Steve Barnes
The Process Expert
mob +61 483 891 835