Advanced Business Process Modeling, Analysis
and Design
4 Day Workshop
Speaker:
Kathy Long
Participants should
be experienced in process oriented projects. This session is intended for individuals
who have participated in process improvement projects and wish to expand or
confirm their approach. It is also designed for people who have had some previous
training in business process management or who have taken the IRM UK courses,
Business Process Management and Business Process Modeling, Analysis and Design.
This session is a critical success factor for anyone involved in changing the
business:
Business Process Management Team
Business Analysts
Systems Analysts
IT Strategists
IT Consultants
Enterprise Architects
Operations Managers
Project Managers
This is
a very intensive workshop-oriented session designed for experienced business
process analysts. It will equip participants with comprehensive, powerful and
practical skills. The seminar will be very broad, covering topics such as Balanced
Score Card, Activity Based Cost Management, Six Sigma, and the new Business
Process Modeling Languages all with a major focus on the diversity of approaches
an organization may pursue in implementing successful process improvement through
a well thought-out change management plan. Many of the workshops will be conducted
as facilitated process workshops under challenging conditions. It is designed
as the most comprehensive, consistent and cohesive session in the market place
today.
Knowledgeable and
experienced process improvement practioners are frequently frustrated by a lack
of resources and the true support from both management and the ‘grass roots’
of their organizations. They are ‘given’ process projects which have already
been inaccurately defined from a true process perspective and they are expected
to make these succeed. As a result, teams are spending as much as two-thirds
of their time in relatively non-valued activities such as organizing, planning
and acquiring resources for projects which have little chance of success. Process
improvement projects must be correctly defined and scoped initially in order
to be successful and because “people are the process”, resistance to change
is still considered the number one obstacle to process improvement project’s
success. Therefore, the people factor must be considered in “all” aspects of
these properly defined projects.
If you want to make your process improvement
projects even more successful, this course is a critical success factor. To
be successful you will need to:
Build a Balanced Scorecard to accurately assess
your organization’s performance
Incorporate “people” as the most important
aspect of success
Create the appropriate Activity Based Cost
measures for defining the “true” value of a process
Become an effective Facilitator
Understand and apply future trends in the interaction
between business and technology
Create business cases for change
This is the most comprehensive and intensive course
in the market. It will challenge all participants to push their comfort level
and will significantly increase their value to their organizations. You will
leave feeling confident in your abilities to handle all the complex issues involved
in completing successful process improvement projects. No other course or set
of courses will give you the cohesiveness and consistency of approach.
Ability to out pace
your competition through improved business performance
Understand the importance
of the people in the process
Develop a process culture,
ensuring more effective change management
Aligning the process
goals with stakeholder goals for more effective and efficient processes
Expand current knowledge
and skills
Gain an understanding
of a Balanced Scorecard concepts
Know what it means to
implement a Six Sigma approach
Understand the components
of Activity Based Management Systems and why they’re critically important.
Test your own personal
limits and enhance your value
Learn how to be an effective
facilitator
Develop an educational
program for your own organization to ensure change management success
Receive a workbook with
case study problems and solutions, which can be reused in the office.
Receive a reference
manual with more than 350 pages of practical process information.
Creating a Process
Culture
Defining Business Processes
Overview of a framework
for successful process-based change
Integrating re-engineering
and systems design and development
Levels of process competency
Developing a Change
Management Program
Components of change
Defining boundaries
and scope
Evaluating potential
“winners and losers” for change
Getting everyone on
board
Why do people resist
change?
Making sure resources
are available
Building a communication
plan
Building a continuous
change plan
Measuring Processes
Determining what to
measure
Defining measurement
criteria
Learning to focus on
the ‘right’ measures
Techniques for value-added
assessment
Understanding the significance
of ABC (activity based costing)
Designing measurement
techniques
Developing a
Balanced Scorecard Approach
Why organizations
use a Balanced Scorecard (BSC)
Relationship of
BSC to “traditional” measurement systems such as MBO
Understanding the
different perspectives
Financial
Customer
Internal process
Strategic
Establishing measures
to support perspectives
Making it work
Case
Study: Workshop 1
Developing a Balance Scorecard
Understanding
Value-Added Analysis
Which processes
impact customers and key strategic objectives?
Using tools to document
your processes
Identifying non-value-added
activities
Your processes:
Assets or Liabilities?
Allocating process
costs across multiple functional cost centers
Identifying the
“true cost” of your processes
Understanding the
true costs of your products and services
Prioritizing improvement
initiatives\
Scrutinizing opportunities
for incremental improvement, reengineering or other process-based strategies
Case
Study: Workshop 2
Selecting the Best Value-Added Process Project
The Six Sigma
Approach
How Six Sigma is
different
Predicting process
performance: Variation & probability
Normal variation
vs. abnormal variation
Statistical process
control (SPC)
Measuring improvement
Case
Study: Workshop 3
Utilizing Six Sigma
Process Improvement
and Facilitation – How Teams fit in
Advantages of teams
Defining roles for successful
teams
Ground rules for starting
and managing meetings effectively
How to evaluate a meeting
One-way vs. two-way
communication
Barriers to effective
communication
The art of listening
— guidelines to enhance listening skills
Discovering the
Process
Significance of a process
vision
The importance of process
boundaries
Identifying process
interfaces
Case Study:
Workshop 4
Defining Initial Parameter of Process Project (discovering your own group interaction
style)
Group Dynamics and
Decision Making
Group interaction styles,
problem-solving orientations, and decision-making styles
Conflict styles - how
to handle difficult situations that can arise in teams
Case
Study: Workshop 5
Defining Process/Project Scope (discovering your own method of dealing with
conflict)
Modeling Current
Process
Process Modeling concepts
Importance of modeling
“current” process
How to model the ‘real’
vs. ‘should-be’ process
Establishing modeling
standards
Best practices for modeling
process
Managing Complex Models
Understand and categorize
business rules
Case Study:
Workshop 6
Modeling Process (facilitated workshop)
Business Process
Modeling Style Variations
Top-down flow charts
– node trees
Flow process charts
Rummuler-Brache diagrams
Work flow diagrams
Process Maps
Activity Flow diagrams
What differentiates
each style
Why does it matter which
choice your organization makes
Case Study:
Workshop 7
Modeling Process
Analyzing Processes
Principles of Process
Analysis
Analyzing the Current
Situation
What can we learn from
"process models"
Key Steps of Process
Analysis
Prioritizing the focus
Identifying opportunities
for improvement
Determine
Current Process' True Problems
Directing the Focus
of the Analysis
Determine
Causes of Perceived Problems Conducting a process walkthrough Methods and Techniques of Analysis
Activity Flow diagrams
Constructing a CSF/
rocess Matrix
Identify and Document
Performance Gaps in Process Cycle Time
The Norm Situation
Reducing Variances
State change analysis
Analyzing flowcharts
Force Field Analysis
Decision Tables
SWOT: Strengths, Weaknesses,
Opportunities and Threats
Pareto Analysis: The
Pareto Principle in B A
Root-cause analysis
Conducting
an initial impact assessment of process changes
Case Study:
Workshop 8
Analyzing Real Processes (facilitated workshop)
Creating New Processes
Conducting Research
Benchmarking
Industry
Product
Functional
Process
Building evaluation
criteria
Case Study:
Workshop 9
Building the Evaluation Criteria
Breaking through the
creative barriers
Various Creative workshop
techniques
Brainstorming: A
Procedural Approach
Nominal Group Technique
Analogies
Excursions
Mind Mapping
Forced Relationships
Lotus Blossom
ASIT
Evaluating alternatives
Case Study:
Workshop 10
Developing Creative Alternatives (facilitated workshop)
Designing New Processes
Properties of a good
process
Guidelines for process
design
Documenting assumptions
Validating New Processes
Developing Scenarios
Advantages of Scenarios
Impact Analysis of New
Processes
Cost/Benefit and Risk
Analysis
Verifying IGOE’s
Verifying Assumptions
Creating Prototypes
Running Simulations
Translating the
Business Needs into Technical Requirements
Scenarios and business
rules
The new Business Process
Modeling languages
Building the Business
Case for Change
Defining the selling
points
Creating Cost/Benefit,
Risk Analysis & Risk Mitigation for both hard and soft issues
Making a phased approach
successful
Aligning CSF’s, stakeholder
objectives & values, vision and KPIs with the business case
Summary
Kathy
Long is a member of the Process Renewal Group. She has over
sixteen years of experience assisting customers with understanding and
improving their business performance through improved processes. She has
assisted clients with process improvement throughout Europe, the United
Kingdom, Scandinavia, Japan, the West Indies, Barbados, Canada, South
America and the United States. These projects have spanned industries
such as leasing, manufacturing, customer service, telecommunications,
banking, petrochemicals, government and retail. She has extensive experience
with process modeling techniques and the application of automated tools.
She is regarded as realistic practitioner who believes people are one
of the most important critical success factors to any process improvement
solution.
She has spoken at several
conferences around the world, including the National BPR Conference, Business
Rules Forum, the European BPR Conference and the Equipment Leasing Conference.
To date she has conducted over 300 seminars and has presented to over
10,000 professionals. Her seminars have been translated for audiences
around the globe.
