BPM Training - 26 & 27 January 2017
Developing essential skills to become a Process Architect: A practical approach and best practices in process analysis, design and management.
BPM and Business Transformation continue to evolve rapidly and expand as practitioners increase the impact of the changes that are transforming the way companies work. Skilled process transformation professionals are in demand and the demand is growing – especially for proven Architect level BPM practitioners.
This workshop has two purposes. First, it will help elevate attendees to an Architect level of proficiency in the business transformation industry. Second, it helps prepare experienced practitioners to sit for the Certified Business Process Professional (CBPP™) certification test.
The workshop is two days long and will cover 12 areas of business transformation. The workshop is designed to be collaborative and attendees are encouraged to ask questions and present challenges they are dealing with or have dealt with.
Section 1: BPM, iBPM and what it can do for a company
Foundation - Definition/description of the BPM discipline, what BPM, BPMS should be used for, and how they all fit together, iBPM and Wagile concepts
Section 2: Business Process Management
Planning and set up - BPM, Process Transformation, Digital Transformation, Process improvement, CI, PDCA cycle, BPM Cycle, how it all fits together and differences between CI/Business Process improvement/Business Transformation/ Business Architecture/Enterprise Architecture/ Operational Excellence – when to use each/their strengths and weaknesses, project planning
Section 3: Process Modeling
How to model - Standardizing terms, defining tool capabilities, determining modeling standards and techniques, modeling in CI and Business Transformation, modeling to generate applications, BPMN, modeling levels and the level you need to go to in a project, model data collection and the alignment of data to any model symbol, rules, building current state models, future state models, simulation
Section 4: Process Analysis
Getting to the truth - what is process analysis, performance analysis, what to consider, finding real improvement, techniques, critical success factors, evolving performance management, identifying key decisions, rules, policies, compliance requirements
Section 5: Process Design
Creating the new design - collaboration, foundation, simulation baseline, questioning everything, politics, design technical environment, model techniques and formats, information alignment between different models and formats, IT involvement, creating the comprehensive design/breaking it into components/working with IT to make certain everything needed to generate/build the solution is in the models, solution simulation and iteration
Section 6: Process Performance Management
Defining measurement objectives, determining what to measure, Inline workflow performance measurement, reporting, breakpoint analysis, trend analysis, predictive analysis, intervention analysis, value stream modeling and analysis, measurement against goals, performance modeling approaches, simulation
Section 7: Process Transformation
Fundamental change - Hammer, Deming, building the solution, breaking the design apart for IT application construction, recombining the solution components, model office simulation, implementation, training, post implementation performance measurement, success analysis – targets, solution meets needs, solution is adopted
Section 8: Process Organization
Perspectives – org/process/cost perspectives, definition of a process organization, how it is organized, goals, controlling change, the need for a BPM COE, collaboration BPM, Business Architecture, Enterprise Architecture
Section 9: Enterprise Process Management
Hybrid Management structure – accountability for process excellence, matrixed operation, end to end process view, support reuse, a new approach to application integration; applications that link together to provide an information and support flow
Section 10: BPM Technologies
Overview - BPMS, modelers, rules engines, decision modelers, simulation, what they are and how they work
Section 11: BPM and moving to a digital enterprise
Creating the future - what is Digital Transformation? Why this is important. What is feasible? BPMS with low code app generation, social app generation, and an ability to leverage the cloud with Big Data, and more are changing everything in IT. Re architecting IT support. Application groups. BPMS the core of the new IT support environment
Section 12: Increasing the relevance of BPM in the company
Impact – many companies are just getting started, stuck in CI, increasing the value of BPM and BPMS, building the BPM evolution model and plan
Please note: That all fields marked with an asterisk (*) are required.