CPP Training, BPM Training

The BP Group Certified Process Professional® (CPP) Program (8 Levels): Taking BPM training to an entirely new level

09:00 AM CPP Training

Steve Towers, Founder and CEO, BP Group James Dodkins, Board Advisor, BP Group

Become a Business Process Professional (CPP Master®) through learning and experiencing the most practical, successful and proven toolkit for process change. This premier series is designed for those seeking advanced professional skills in process management, process improvement, process alignment, customer centricity and innovation.

Certified Process Professional™ (CPP Professional™) – Levels 1&2: 2 days


Advanced Business Process Management - Alignment to Successful Outcomes

Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organization to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success.


Advanced Business Process Management – Process Optimization

Learn to apply process diagnostics to existing processes, calculate points of failure, and identify actions that can be taken to improve them. Develop a structured approach accessible by everyone in the organization to enable immediate and significant performance improvements. Create a sustainable operational and strategic method suitable for both dramatic and steady state improvements. Apply process diagnostics to any existing process or service.

Certified Process Professional Master™ (CPP Master™) – Levels 3&4: 2 days


Advanced Business Process Management – Process Innovation

Understand and create the Process Innovation Landscape to completely redefine the way processes are operated. By alignment with Successful Customer Outcomes we will uncover the true potential of the process, and in doing so consolidate triple crown wins i.e. simultaneously reducing costs, improving revenue and enhancing service. Establish the right measures for continued success and integrate these into corporate measurement systems e.g. balanced scorecard and strategy maps.


Advanced Business Process Management – Performance Management

We explore and make our territory Performance Management. Advancing beyond legacy approaches we review case studies and through hands-on exercises understand the changed perspective from advanced process management. Specific items covered include:

  • Align your Performance Management systems to achieve Successful Outcomes
  • Integrate Balanced Scorecard and Strategy Maps with advanced BPM
  • Link processes to enterprise business goal


  • Session attendees will learn how to:
  • Exploit process management for triple crown benefits with sustained high performance
  • Integration with and evolution to Lean Six Sigma and BPM approaches
  • Develop performance metrics for end-to-end processes
  • Link processes to enterprise business goal
  • Coach and align people for performance and process management
  • Improve business performance immediately (15-40% within 30 days) and
  • Establish a method to sustain continuous improvement (ongoing annual improvements 15-40%)


  • All materials electronically (for your own internal use) and online support
  • 6 BPM Toolkits (comprehensive templates and resources) to ‘take away’
  • Certification as a Certified Process Professional & CPP Master (CPP) Levels 1, 2, 3, 4 (Practitioner, Professional and Master)
  • CEMMethod(tm) and the associated SIX toolkits. 12 months license for distribution and updates
  • Ongoing resources (videos, webinars, articles) and Annual Refresher (direct and via interactive webinar)
  • Unique one to one telephone support (dedicated telephone number)

Steve Towers

Founder and CEO
BP Group

James Dodkins

Board Advisor
BP Group

BPM Training

09:00 AM Moving to a digital enterprise through BPM: A practical approach and best practices in process analysis, design and management

Daniel C. Morris, CBPP, CBA,, Vice President, Association of Business Process Management Professionals (ABPMP)

BPMand Business Transformation continue to evolve rapidly and expand aspractitioners increase the impact of the changes that are transforming the waycompanies work. Skilled processtransformation professionals are in demand and the demand is growing –especially for proven Architect level BPM practitioners.

Thisworkshop has two purposes. First, itwill help elevate attendees to an Architect level of proficiency in thebusiness transformation industry. Second, it helps prepare experienced practitioners to sit for theCertified Business Process Professional (CBPP™) certification test.

Theworkshop is two days long and will cover 12 areas of businesstransformation. The workshop is designedto be collaborative and attendees are encouraged to ask questions and presentchallenges they are dealing with or have dealt with.

Section1: BPM, iBPM and what it can do for a company

Foundation- Definition/description of the BPM discipline, what BPM, BPMS should be usedfor, and how they all fit together, iBPM and Wagile concepts

Section2: Business Process Management

Planningand set up - BPM, Process Transformation, Digital Transformation, Processimprovement, CI, PDCA cycle, BPM Cycle, how it all fits together anddifferences between CI/Business Process improvement/Business Transformation/Business Architecture/Enterprise Architecture/ Operational Excellence – when touse each/their strengths and weaknesses, project planning

Section3: Process Modeling

Howto model - Standardizing terms, defining tool capabilities, determiningmodeling standards and techniques, modeling in CI and Business Transformation,modeling to generate applications, BPMN, modeling levels and the level you needto go to in a project, model data collection and the alignment of data to anymodel symbol, rules, building current state models, future state models,simulation

Section4: Process Analysis

Gettingto the truth - what is process analysis, performance analysis, what toconsider, finding real improvement, techniques, critical success factors,evolving performance management, identifying key decisions, rules, policies,compliance requirements

Section5: Process Design

Creatingthe new design - collaboration, foundation, simulation baseline, questioningeverything, politics, design technical environment, model techniques andformats, information alignment between different models and formats, ITinvolvement, creating the comprehensive design/breaking it intocomponents/working with IT to make certain everything needed to generate/buildthe solution is in the models, solution simulation and iteration

Section6: Process Performance Management

Definingmeasurement objectives, determining what to measure, Inline workflowperformance measurement, reporting, breakpoint analysis, trend analysis,predictive analysis, intervention analysis, value stream modeling and analysis,measurement against goals, performance modeling approaches, simulation

Section7: Process Transformation

Fundamentalchange - Hammer, Deming, building the solution, breaking the design apart forIT application construction, recombining the solution components, model officesimulation, implementation, training, post implementation performancemeasurement, success analysis – targets, solution meets needs, solution isadopted

Section8: Process Organization

Perspectives– org/process/cost perspectives, definition of a process organization, how itis organized, goals, controlling change, the need for a BPM COE, collaborationBPM, Business Architecture, Enterprise Architecture,

Section9: Enterprise Process Management

HybridManagement structure – accountability for process excellence, matrixedoperation, end to end process view, support reuse, a new approach toapplication integration; applications that link together to provide aninformation and support flow

Section10: BPM Technologies

Overview- BPMS, modelers, rules engines, decision modelers, simulation, what they areand how they work

Section11: BPM and moving to a digital enterprise

Creatingthe future - what is Digital Transformation? Why this is important. What is feasible? BPMS with low code app generation, social app generation, and an abilityto leverage the cloud with Big Data, and more are changing everything in IT. Rearchitecting IT support. Applicationgroups. BPMS the core of the new IT support environment.

Section12: Increasing the relevance of BPM in the company

Impact– many companies are just getting started, stuck in CI, increasing the value ofBPM and BPMS, building the BPM evolution model and plan.

Daniel C. Morris, CBPP, CBA,

Vice President
Association of Business Process Management Professionals (ABPMP)