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Process cards

Process cards could be used for off-line modeling of processes in workshops:

Number of participants: 3-7 (best case, could be more or less, but than it may becomes inefficient)

Duration of modeling workshop: 3-6 h (best case, shorter meetings are to short for walk through, longer meetings are too hard for concentration)

Rules for modeling with process cards:

  1. Use for every task, event, gateway or object a own single card.
  2. Tasks are described with verb + object (e.g. approve request, unload truck, calculate price)
  3. Events are described “passive” in simple past (e.g. message received, request send, truck arrived) or with conditions (e.g. stock < 10.000 pcs) or with time expresions (e.g. 8.00, after 2 h, Monday morning). There are start, end and intermediate events.
  4. Objects are used for documents, digital information, physical things and so on (e.g. Request form, database table, a pizza)

Modeling procedure:

  1. Define start and end event for processes with all participants
  2. Workshop participants have 15 minutes to write down activities, gateways, objects and intermediate events. If there are more than one process and the group is big enough split into smaller groups and every group write down one process.
  3. Walk through every process with all participants. Per process one participant has to explain every single task in detail (What is done there, how is the work done, which objects are used, which conditions are relevant, etc.) All others ask questions and together the participants could immediately add new tasks, gateways, events and objects to enrich the process, but continue and focus on getting the walk through completed.
  4. Repeat step 3 until no more details are required.










You are interested into the template of the process cards (available as PDF) or you would like to have a small set of process cards for testing purposes. Please contact me:

Process modeling in workshops

Last week I explained how I manage to chair a process modeling workshop. Today I would like go into detail to the point of process modeling in workshops.

My goals for this are:

- easy to use and understand even for people which never thought about process modeling

- close to BPMN

- easy to transport

- visible for every participant of a workshop

I tried various things within the last years:

  • Using modelings tools with a beamer (not really off-line)
  • Using white boards and draw processes
  • Using static foils (e.g.
  • Using Post-It®s
  • Using facilitation cards with
    • magnets and white boards
    • with pin and pin boards
    • with tape and brown paper

In the end currently I prefer facilitation cards, because the are available in any company or easy to organize, available in many colors and big enough. But I struggled with the magnets, pins and tape. It often happens that after a few minutes of discussion right in the middle of the process some steps have to be added. It is really hard to take the cards of or shift the cards if they were attached to a wall. Or they drop because the pin is not long enough or the Post-It® do not stick well on dusty walls. Therefore i decided to switch into the horizontal.

Today I use tables.

All cards are arranged on the tables and the participants are staying around it. The cards can not drop, they are very easy to move and shift. Tables could be arrange to one very long row or a circle or or or. You have really enough space to work. The walls and brown papers are used for other stuff (like expectations, open topics, etc.).

Additionally after using facilitation cards fore a while I decided to design my own process cards, which are based on BPMN:

Task       Gateway      Event       BO

I printed those cards in postcard size on thick paper, they were really great. It is easy to mark necessary additional information, showing up the process flow and are more special than facilitation cards which has a positiv effect to the motivation of the participants.

You are interested into the template of the process cards (available as PDF) or you would like to have a small set of process cards for testing purposes. Please contact me:

Chair process modeling workshop

It’s not an easy job to ascertain as-is processes or to design to-be processes with a group of person within a workshop. Often the BPM Guerilla isn’t the subject matter expert. So he/she should  focus to chair the workshop. This means for instance:

  • keep all participants focused on results
  • feel and react on different moods of participants
  • moderate discussions
  • motivate to think outside the box
  • lot of other stuff

For me it is hard to focus on topics like mentioned above and in parallel do documentation, capture results and write facilitation cards.

Therefore I decided to let the participants work. I don’t write any cards. Only in very critical situations I write on flip charts to gain the participants attention and get all of them focused to single topics.

The most work is done by the participants. They are writing the cards.

In I have 3 areas for cards within a process workshop for:

  1. Expectations
  2. Open topics wall
  3. Process modeling canvas

The expectations are split into two areas: a) expectations regarding the workshop and b) expectations regarding the process going to be modeled. This could be a flip chart or brown paper or just the wall of the meeting room. Every expectation is written on a single card by the participants in the very beginning of the workshop.

The open topics are as well pinned to a flip chart or brown paper. They are added during the entire workshop. Every time a topic or questioned come up and it either deflects the participants or can’t answered directly it should be written down by a participant to a card and being attached to the open topic wall. This open topic wall is talked trough in the end of the workshop. Some topics are solved during the workshop automatically some others are still open and you should try to assign those open topics to a responsible person.

Last but not least there is the process modeling canvas. This should be used to create the processes.Every single activity of a process is written on a single card. As well this is done by the participants. So they feel more connected to their processes and more responsible for the result. I rarely intervene into their modeling, only if they really make syntactical mistakes.  Then they are arranged to show up the process flow. Currently I prefer tables, because it is the most flexible. You could rearange entire table within your meeting room to arrange order of processes. You could move and shift cards more easy than if they were pinned to a wall, just grab them with your outstretched arm and move plenty of cards at once to add a card in the middle of the process. Try this with pinned cards ;-)

It is important that the cards are laid down in the right order without any chance to interpret it wrong (e.g. “Oh, I will lay this card somewhere over here, because there is no space at the right place”). One or two weeks later you can not remember the right order anymore.

At the end of an Workshop I take photos of all areas and create a “photocol” and send it to all participants latest the next day.

Next time I’m going to discuss the process modeling within the workshop in more detail.

Define your goals for 2015

Even if you are working as BPM Guerilla without any concrete goal or strategy given by your boss you should set your strategy and goals for yourself! Think about your company and yourself and set up a list of topics what you would like to achieve this year.

As well think about a strategy which is bigger and more long lasting than the goals you are going to write down. Because in case of any circumstances a goal have to be changed or replaced it is good to have a general position to quickly decide and change your acting without loosing the central theme. This will make your more self confident and trustful.

All of your goals should support your strategy. It is important to write down all this stuff and add to every goal a deadline! For the year planning split the year into quarters and map the goals to the quarters. So every three month you should have completed some of your goals. This will motivate you to stick to your goals!

Some topics regarding goal definitions is:

  • Goals should be defined in best case with SMART criteria (
  • Goals should support your strategy
  • Think about your personal and corporate goals
  • If you would like to think really big try the “Business Motivation Model” of OMG (Tip: could be used prior process design as well ;-) )
  • Last but not least: Speak about your goals with others! Tell them about your goals, what reasons are behind and when your are going to reach the goals. This will make you feel more obliged to your goals.

What the hell is a BPM guerilla?

The idea for this blog was born after a community get-together of the “BPM Club” organized via Xing business network. They mentioned that many of us are engaged in doing BPM but having no official mission of his/her management. The weeks after I did a research regarding “BPM guerilla” and found this:

Well one of the first results is a expert paper of IDS Scheer written by Prof. Dr. Scheer and P. Klueckmann (Link) . There is a paragraph about BPM Guerilla vs. BPM Governance which fits really good to my personal view on this topic.

I understood BPM Guerilla as somebody who is in love with BPM, knowing the advantages and trying to get others involved into the process thinking and having no official order of management to implement BPM. I do know that BPM is not the one and only solution for everything, but in a strongly functional oriented business world we could improve many things.

Well myself I’m having a semi-concrete order from management to ramp-up BPM. The scope of my mission is not fully clear, due to not having a common understanding of BPM. So I use this freedom to work in a way I think it would be the best for my company. I have the feeling in Europe BPM is more than just automation of processes within workflow engines. It is as well a kind of management method. Currently I’m trying to combine both parts: Teaching management in thinking process orientated and try to involve IT-Development to build process oriented applications or use workflow engines. But from my current position I’m not able to instruct anybody to be process orientated. So I have to convince my internal customers due to consulting in several projects without shouting the BPM philosophy from the rooftops. That’s the points why I’m thinking I’m a BPM Guerilla. Working undercover and sprinkle BPM in homeopathic doses in all of my projects. Until now it is working really great ;-D

New BPM blog – my agenda for 2015

After several years of blogging about business process management on I would like to start something new. Well, it’s again a BPM blog but I would like to change the way of writing articles. On one hand side I try to publish my articles in English language now. Hopefully in a readable way as well for natural speakers. On the other hand I would like to post more and shorter articles. The content should be directly related to practical work with BPM and I think my 10 years experience in BPM is a good basis for this. Neither I’m going to discuss the very details of BPMN 2.0 specifications in a scientific way, nor I’m willing to write about basics for BPM noobs.

My intention is to collect practical tips and tricks round about the daily Business Process Management. So here is the basis of topics for my 2015 agenda:

  • Survive as BPM Guerilla
    • Promote that BPM is sexy and find allies
  • Methods and Tools
    • Techniques and Apps for BPM Guerillas
  • Conducting Workshops
    • Showing ways of being different and enjoy work
  • BPM Guerilla soft skills
    • Be prepared for your customers

The next post will be a short overview about “What in hell is a BPM Guerilla?”

Stay tuned!