09:30-13:00
In most organizations process change are numerous but not well aligned. Drivers for these changes can be traced to business performance gaps, governance and compliance risks, IT requirements needs, customer and competitor threats and inability to change quickly enough. Consequently, individual initiatives are not contributing to business value creation and the assets they deliver are not connected well enough internally to satisfy expectations. It is now apparent that piecemeal project approaches are not the solution and that process management has to become more strategic. Enterprise-wide, process-oriented Business Architecture’s time has come to bridge the gap and to ensure that, whatever may happen, the whole business and all of its capabilities can anticipate and respond in time. This half -day workshop will show you how to develop and let you practice building a Business Process Architecture that reflects the business drivers and strategic intent of the enterprise and defines the organizational capabilities required for the enterprise to realize its purpose. This Process Architecture will provide the basis for aligning the IT Architecture and the Human Capital Plans with the creation of business value and for the ongoing management of cross-functional processes as assets themselves.
09:30-13:00
This course provides an overview and a foundation for other courses in the BPTrends Business Process Management (BPM) Curriculum and Certificate Program. It offers a general discussion of the principles, concepts and techniques required to transform your business from a traditional, functional organization to a process-centric organization. The course introduces a systematic approach and methodology for planning, monitoring, measuring and managing your company’s business process performance and for redesigning and improving specific processes. In the morning session we will focus on a broad overview of BPM and a discussion of process work at the enterprise level. In the afternoon session we will focus on work at the process improvement level and on implementation issues, including BPMS. Who should attend This introduction to BPM is a must for everyone interested in business process improvement. It’s designed for business managers, business analysts, and practitioners involved in process-based change and the automation of process solutions. This course is the foundation for all other courses in the BPTrends BPM curriculum. It establishes a methodology, a common language, and a baseline for all other courses in the curriculum. What you will achieve
What you will learn
09:30-13:00
Research has shown that most BPM failures can be attributed to the failure of organizations to properly define and communicate the most basic process principles to the people in the organization. As a result there is a significant disconnect in perceptions about what a “process” is, the information related to process that must be identified, the appropriate techniques for communicating process information and how to analyze that information in a way that results in substantial improvements to process. This half-day seminar will focus on the fundamental building blocks of process, and process modeling and analysis. For those getting started this tutorial will provide you with the knowledge you will need to initiate process transformation. If you’re already experienced it will provide an overall comprehensive framework to pull together the components of BPM into a more integrated whole that is repeatable and shareable. Business Process Management (BPM) allows organizations to be flexible and to quickly adapt to changes in customer requirements and expectations, often initiated by competition or changes in regulations. In order to do this, people within the organization must be able to identify, model, analyze and design processes in an effective way.
14:00-17:30
SOA (Service Oriented Architecture) is no longer hype. Most organizations are designing or implementing one. But which organizations are doing it right, and which are losing themselves in too much technology? When designing a SOA, there are so many questions to ask. Should we drown in small, little services? Should we start with the business processes and design the SOA top down? How do we manage and control this highly distributed environment? What about governance? The list of questions is enormous. In this tutorial ten important guidelines are discussed that will help you set up a successful SOA. These guidelines are based on experiences in various real life SOA projects from many organizations.
14:00-17:30
This course provides an overview and a foundation for other courses in the BPTrends Business Process Management (BPM) Curriculum and Certificate Program. It offers a general discussion of the principles, concepts and techniques required to transform your business from a traditional, functional organization to a process-centric organization. The course introduces a systematic approach and methodology for planning, monitoring, measuring and managing your company’s business process performance and for redesigning and improving specific processes. In the morning session we will focus on a broad overview of BPM and a discussion of process work at the enterprise level. In the afternoon session we will focus on work at the process improvement level and on implementation issues, including BPMS. Who should attend This introduction to BPM is a must for everyone interested in business process improvement. It’s designed for business managers, business analysts, and practitioners involved in process-based change and the automation of process solutions. This course is the foundation for all other courses in the BPTrends BPM curriculum. It establishes a methodology, a common language, and a baseline for all other courses in the curriculum. What you will achieve
What you will learn
14:00-17:30
Even for an experienced facilitator, facilitating “process” sessions can be daunting. You can’t just walk in and ask “What are your business processes?” or you’ll get a bewildering array of tasks, procedures, functions, departments, systems, and subprocesses. And, of course, “What’s a business process?” If you do manage to discover a true business process, modeling it can be a challenge—you’ll have your hands full trying to keep the group from gravitating to every variation, exception, error, and piece of irrelevant detail. Luckily, there’s a way forward. This tutorial, backed up by 25 years of facilitation experience, will introduce some core facilitation techniques and then cover proven methods and agendas specifically for working with business processes. You’ll learn how to gather background information and prepare for the session, how to initiate it, how to facilitate the discovery of business processes, and how to keep the group moving while developing a process workflow model. Key topics:
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