Lucidchart users, partners, admins, and industry experts gathered in downtown Seattle to learn, be inspired, and discover better ways to work visually. One of our guest speakers was Bret Coffman, Business Process Architect at Vulcan, Inc., who shared how he uses Lucidchart to manage and navigate complex business processes. Read the full event recap here: https://www.lucidchart.com/blog/lucidchart-connect-seattle-recap

1. 1

2. 2
Why I Love Business Process
S u b t i t l e : H o w I F e l l i n L o v e w i t h
L u c i d c h a r t
B r e t C o f f m a n – b r e t c @ V u l c a n . c o m
V u l c a n B u s i n e s s P r o c e s s A r c h i t e c t
N o v e m b e r , 2 0 1 8

3. 3
Why do I love process

4. 4
• Process work is viewed
as an unwanted “task”
• Process docs take time
• Process software is
expensive and complex
• How to Share?
A Cultural Pivot
People first over process!
Find a way to make
process fun and easy.

5. PreviousNext
5
How do I help
some of the best
Technologists in the
world manage a global
series of processes for
one of the highest net
worth individuals in the
world?
Answer: Process
Library and a company
wide process framework
APQC Process Framework
https://www.apqc.org/

6. 6
The Process Framework is a important
because it is the “blueprint” for a Business
Process Model ‘Repository’ or Process Library.
It is a map of the structure for the Business Process
Model Repository that can then be used to store,
locate, access, and navigate through enterprise
process categories, relationships, models and
diagrams.
The Process Library

7. 7
We will be managing by process when:
We agree on what our processes are
We know how the processes interact
what each process delivers
how each process produces it’s deliverables
what skills are required for each process
how well each process performs
We can measure effectively and manage by these facts
We have an owner for each process
Goals of a Business Process Framework

8. 8
Benefits of a Business Process Framework
It is time to start actively managing your Business Processes.
Common Frame of Reference
Integrated views of processes
Consistent method of organization
Persistent storage of process information
The models are available to everyone
The models are in a consistent format
A new powerful information resource for the organization to use in many new ways that were
Previously not available, feasible or kept in Tribal Knowledge repositories

9. 9
Features of Business Process
Architecture - Clarification Points
1. Business Process is NOT Systems Architecture
2. Application Process is not Business Process
3. BPA should Represent Key Points of View
4. BPA Supports Process Innovation Methods
5. BPA Supports Process Management
6. The Business “Blueprint” or lack thereof can be revealed
during process documentation
7. A Business Process Framework is the best way to define
your Team’s Processes

10. 10
Are you doing
Process Re-Design?
Process Re-engineering?
Process Improvement?
Are you implementing
Workflow Automation?
Document Management?
Form Submission?
Task Management?
Do you know
your Core
Processes?
Support Processes?
Control Processes?
Status Processes?
Have you
segmented your
processes by
type?
Activity, Task, Operation, Method
Process Transformation Questionnaire
When planning a process improvement initiative, it's critical to focus the effort on solving business
problems. Here are 5 questions business leaders to ask before making the effort to begin Process
Transformation with a team. Each answer changes the method of process improvement.
Where will your
processes live?
Do you have a team Process Library?

11. 11
Build the Organizing Structure (the Framework)
• information model
• structural hierarchies
Build role-based Views
• cross-structural perspectives
• consistent levels of granularity
Define Notation to express those views
• the diagrams & the objects that appear on them
Define techniques to develop the models
• and the transitions between views
Build a Process Repository

12. 12
S O A R T O N E W H E I G H T S
F I N D N E W I N S I G H T S
G A I N K N O W L E D G EBenefit of the Process Repository
With a Business Process Model Repository in place:
Project teams will have a place to store the business models
they create for future reference
The models can be integrated into an enterprise wide view
The models can be used in defining systems requirements
Process’s information is available to anybody, anytime
The models can be used in change management
The models can be used as reference guides
The repository can be used to do impact analysis
The models can be used in business planning
The models can be used in IM planning
The models can be used in training

13. How the columns interact to define the
Business Management Perspective
From a Business Scoping Perspective, this
framework then drives the need for the following
LISTS:
(What) – List of Businesses & Programs
(How) – List of Key Business Processes
(Where) – List of Locations
(Who) – List of Roles & Responsibilities
(When) – List of Key Business Events
(Why) – List of Missions & Goals
PURPOSE
PEOPLE PLACE
PROCESS
PRODUCT
PERIOD
From a Business Management Perspective, this framework then drives the need for the following sets of definitions:
1. (What) Inventory Definition 2. (How) Process Definition 3. (Where) Distribution Definition 4. (Who) Responsibility Definition 5. (When) Timing Definition 6. (Why) Motivation Definition

14. Domain Layering
Hierarchy and Layering of Domains for a team gains clarity during Business Process Modeling.
Note that there are 18 well know Architectural / Business Frameworks.
An understanding of your Domain Layering can guide which Framework is best for your Enterprise
Business Domain
Innovation Domain
Operations Domain
Technical Domain
4321

15. 15
G A I N K N O W L E D G E
S O A R T O N E W H E I G H T S
F I N D N E W I N S I G H T S
Plan for Change
Business Domain Technology Domain
PROCESS
PLACE
PRODUCT
PEOPLE
APPLICATION
DISTRIBUTION
DATA
INTERFACE
Business Models Technical Models
Strategic
Plans
Innovation
Technology
Advancement
Business
System
Opportunities

16. Domain modeling gives you perspective
and views on your Enterprise Architecture
OPERATOR Working System
BUILDER Applications Specification
DESIGNER Requirements Model
OPERATIONS Process Improvement
BUSINESS Business Redesign/Reengineering
ENTERPRISE Strategic Planning
Business
Domain
Technology
Domain
PURPOSE
PEOPLE PLACE
PROCESS
PRODUCT
PERIOD

17. Procedural Model
Operations Model
Workflow Systems Model
Technical Specifications
Measurement & Control
Business Model
WHAT/
INPUTS &
OUTPUTS
HOW/
PROCESSES &
TASKS
WHERE/
FACILITIES &
EQUIPMENT
WHO/
ROLE &
SKILLS
WHEN/
EVENTS &
DURATION
WHY/
MOTIVATION &
METRICS
BUSINESS
SCOPE
BUSINESS
MODEL
LOGICAL
PROCESS MODEL
WORKFLOW
MODEL
SPECIFICATION
PRODUCTION
ENTERPRISE
VIEWS
DIRECTOR/
OWNER VIEW
ANALYST/
DESIGNER VIEW
BUILDER/
MANAGER VIEW
OPERATOR
VIEW
MONITOR
VIEW
Business Process Framework
Business
Domain
Technology
Domain

18. Standards Instructions
FormsSkills
ACTIVITY
PROCESS
SUB-PROCESS
TASK
What’s your process “stack” and where does it fit into
your Architectural ‘layers’?

19. Words of Wisdom
Notes from Enterprise Architecture w/ Business Process Modeling as a goal.
“a chair in a room,
a room in a house,
a house in an
environment, …”
“Always design a
thing by considering
it in its next larger
context…”
“an environment
in a city plan.”

20. 20
H o w
To b u i l d
A p r o c e s s
F r a m e w o r k