Course Description

Purpose:

This comprehensive and highly interactive 4-day professional program introduces a balanced approach to the design and management of business processes in all sectors. The objective is to develop and equip business change professionals with the skills necessary to address the strategic, tactical, and operational (practical) issues of business process transformation/management. The key issues of strategy, people, process, and technology are embedded in the BPM 8 Omega Framework which is designed to empower organizations to develop a comprehensive program of process and customer centric change. 8 Omega provides individual organizations with a systematic means of blending new and existing methodologies, tools, and techniques into a unique structure designed to deliver their specific process change requirements.

Using a practical and effective case study, delegates will make effective use of business and process analysis/design skills, building into these the perspective of the end-to-end process, viewed thru the customer's eyes. The course examines the advantages and disadvantages of mapping the AS-IS and focuses on the benefits of determining customer and business process needs and expectations prior to engaging with the modeling and simulation process to develop the ideal TO BE process. The whole approach is designed such that delegates can successfully apply the framework, tools, techniques, and strategic awareness in their own organizations.

Program Designed for:

This four-day program is designed to serve the needs of diverse interests:

Process analysts, process designers, process engineers; all process professionals
Management staff seeking to understand both incremental and radical process change and the potential impacts on their organizations
Operational process and business change managers, process sponsors, owners, and other stakeholders
Information Technology staff seeking to fully engage with the design and development of lean, end-to-end business processes
BPM technology vendors wishing to add value to their technology applications and client services
Organizations needing to show the professional compliance of their operations and processes with corporate governance standards, and other statutory and audit requirements such as SOX, BASEL II, Bill 198, etc.

Accreditation and Certification:

Designed as a discrete training and development program in its own right, this course also meets exacting standards for accreditation and certification purposes. Besides attendance certification, a post course assignment can be undertaken. Successful completion will earn CPM-P "Certified Process Manager " Practitioner certification under the Advanced Professional Qualifications for Business Change Professionals, the BPTGroup accredited program which itself is an integral part of the Exeter University Business School (soon to be launched) Masters Degree in Business Process Management.

Learning Outcomes:

Delegates on this program will be empowered to:

Demonstrate a clear understanding of how and why transforming business processes can help create agile, effective, competitive, high value-adding organizations.
Explain the relevance of the process-centric approach to the modern organization in its global business environment.
Establish, through an organizational maturity audit, the gaps between current and aspirational business vision/strategy, appropriate technology, processes, people and their skills, as the basis for developing and applying a Business Process Framework.
Use the 8-Omega Framework to structure an organizational approach to process-centric change.
Identify and define business and process needs from the customer's perspective.
Link the strategic issues of change to end-to-end process design through the requirements definition process.
Be able to take a generic Process Transformation Methodology and tailor it to fit the needs of their organization, making best use of existing business change expertise plus various course-acquired skills which together will deliver cross-functional, end-to-end, value-adding processes.
Construct, from customer information, an affinity map (process map) highlighting breakpoints, moments of truth and business rules.
Apply an impact severity matrix to assist in the design of the TO-BE process.
Construct the resultant action plan in which business rules are clearly defined, breakpoints eliminated, and Moments of truth optimized thus providing the business perspective that the IT and technology people can model, simulate, and use in the development of the most effective applications
Capture performance measures - Process KPIs and Activity Measures - related to strategic business objectives.
Based on knowledge of the power and authority networks in an organization define how effective communication and consultation significantly assists successful design, development, and implementation of process change through consensus and ownership of both the process of change and the end results.
Begin developing a performance measurement, implementation, monitoring, and ongoing improvement program to ensure that the benefits of effective change can be demonstrably achieved and perpetuated as the business environment evolves.

Course Delivery:

We employ a structured workshop format in which delegates are divided into small teams of three or four members with a maximum of four teams and ¦
We use a project-based generic methodology that acts as the delivery mechanism that shadows the 8 Omega framework.
Each phase of the workshop builds on the previous one, starting with a review of the case-study material.
All teams work independently and progresses the case study through its phases.
As the case study progresses, the teams receive additional information and coaching.
The teams work towards a mapped view of an effective process that delivers product and service quality to the customer and business efficiency and effectiveness to the organization.
To construct the resultant action plan, the business rules are clearly defined, breakpoints eliminated and moments of truth optimized to provide a value-adding experience for the client.
This provides the business perspective that the IT and technology people can model, simulate and use in the development of the most effective applications

Each delegate is provided with a comprehensive manual including copies of slides used in presentations and notes to provide detailed backup information at selected stages in the course. The manual is also designed to act as a reference manual for application purposes after course completion. Upon completion of the course, each team presents their findings and action plan to the other delegates who act as senior management. This course will prepare the delegates to plan, organize, manage, and implement business transformation in their own organizations.

Course Program:

DAY ONE

What is Business Process Management and how it differs from
Business Process Reengineering
BPM Program Objectives
The Reality of Process-Driven Change
Why Organizations need Business Process Management
BPM Self Assessment
Enterprise Business Process Management:
The 8 Essential Principles of EBPM
Changing to a Strategy-Driven Integrated approach
Overturning Traditional Mindsets and Structures.
The Keys to Successful BPM End-To-End Process Thinking
Introduction of Case Study
Building Agile Organizations With BPM
The Reality of Current Business Processes
BPM Thinking Seeks To Organize Complexity
BPM Benefits and Opportunities.
BPM: Driving the Concept of Added Value
8 Omega Framework and Generic Methodology
Obstacles and Issues in the Implementation of BPM
Lack of Goal Alignment
Business Process v Functional thinking
Functional Organization and Workflows
Integrating Strategic, Tactical, and Operational Dimensions
Frameworks To Deliver BPM Strategy
What Will Help You To Succeed
Taking The Steps To Process Excellence

DAY TWO

Baselining The Organization-The Maturity Audit Processes".
Enterprise BPM Maturity
8 Omega Maturity Levels
BPMG BPX Maturity Matrix
Process Management Framework
From Framework To Generic Methodology
A Project-Based Approach to
Process Analysis & Design
Process Ownership

Stage One: Define and Shape the Process Project

Setting Process Project Objectives
Defining and Managing Scope:the 1st Point of Consensus

Stage Two: Data Gathering and Fact Finding

Key Process Data Gathering Techniques
Role of the Workshop in Process Analysis & Design
Types of Process Workshops
Workshop Facilitation Skills
Interviews and Surveys:

Stage Three: Organization & Process Mapping/Modelling Techniques

Why, How, What, Why Process Map
Where Models May Be Used
The Process of Process Mapping
As Is & To Be “ Design Principles
Charting, Mapping and Modeling Tools/Techniques

DAY THREE

Affinity Mapping - A Process Charting Structured Approach

Stage Four: Techniques of Process
Examination and Analysis

Examining and Analyzing Process Information
Problem Analysis “ Cause and Effect, Enablers and Dependencies
The Process as a System
Creative Problem Solving Techniques
Moments of Truth, Breakpoints and Business Rules.
Making the Transition “ Moving from Discovery and Analysis to Design and Validation
Process Requirements Definition and Management Requirements Management - the 2nd Point of Consensus
Enabler 1 “ Managing Power and Politics
People and Politics in the Transformation of Process
Visible and Tangible Commitment From the Top
Process Owners, Sponsors, Stakeholders and the Process Change Professional

Process Governance Structure

Stage Five: Process Redesign and Related Issues

Process Design and the Value Chain

Process Design and Development Option

The Role of the Process Designer

Impact-Severity Matrix
The Role of Quick Hits “ Positive Impact or a Waste of Effort?"
Process Redesign
Processes “ Their Type and Definition
Processes to Support the Strategy: the 3rd Point of Consensus
Organization for Process Integrity
Requirements of the Organization Structure"

Leadership and Operating Styles in BPM

Empowerment and the Issues of Authority, Responsibility and Accountability

Designing and Measuring “ Business Process Service Quality The Service Quality Revolution"

DAY FOUR

Own Your Key Processes in BPO

Stage Six: Implementation of Process Change

The Change Adoption Process
Change Culture Markers
Accepting Ownership of Change
Change Process Structure
Implementation Enabler 2: Presentation and Communication “ Selling Process Change"

Communications on the BPM Journey

Stage Seven: Process and Performance Measurement & Management

Effective Performance Measures
Metric, Measure, Indicator
Business Performance Reporting
Effective Performance Measurement Systems
Key Performance Indicators
Managing Performance Process Cycle

Performance and Process Measurement Exercise

Stage Eight: Monitor, Maintain and Continuously Improve

Delivering Strategic Change: The Role of the Change Professional
The Need for Professional Competence
The Skills of Making Change Happen
From Control Through to Improvement Work on Action Plan Team Presentations Course Wrap Up

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