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4-Day Workshop

Advanced Business Process Modeling, Analysis and Design

Click here for an in-house quote request or for further information regarding in-house training.

Overview
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.

Learning Objectives
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.

Benefits to Your Company

  • 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

Benefits of Attending

  • 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.

Workshop Outline

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
  • Balancing the needs of a team to ensure success
  • Facilitation tips

Defining the scope of the process and the project

  • Understanding process components
  • Documenting IGOE's (Input, Guide, Output & Enabler)
  • Techniques for defining and controlling scope

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

Audience
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

In-House Training
If you require a quote for running an in-house course, please contact us with the following details:

  • Subject matter and/or speaker required
  • Estimated number of delegates
  • Location (town, country)
  • Number of days required (if different from the public course)
  • Preferred date

Please contact:
Jeanette Hall
E-mail: jeanette.hall@irmuk.co.uk
Telephone: +44 (0)20 8866 8366
Fax: +44 (0)1923 828 770

Speaker: Kathy Long
Process Renewal Group
Kathy Long

Speaker Biography

Kathy Long is a member of the Process Renewal Group. She has over seventeen years of experience. She has spoken at several conferences around the world, including the BPM Conference, Enterprise Architecture Conference, the Business Rules Forum and the European BPM Conference. To date she has conducted over 500 seminars and has presented to over 10,000 professionals around the globe.