(BCP02) - Business Process Practitioner (London, March 22nd 2010)

Purpose:

This comprehensive and highly interactive 4-day professional programme 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 practical issues of business process transformation.

The key issues of strategy, people, process and technology are embedded in the BPM 8 Omega Framework which is designed to empower organisations to develop a comprehensive programme of process and customer centric change. 8 Omega provides individual organisations 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.

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 modelling and simulation process. The whole approach is designed such that delegates can successfully apply the framework, tools and techniques and strategic awareness in their own organisation.

Programme Designed for:

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

• Process analysts, process designers, process engineers .. all Process Professionals
• Management staff seeking to understand radical process change and its potential impact on their organisation
• 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 professional compliance of their operations and processes with corporate governance standards, and other statutory and audit requirements

Accreditation and Certification:

Designed as a discrete training and development programme 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 certification under the “Advanced Professional Qualifications for Business Change Professionals”, the BPTGroup accredited programme 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 programme will be empowered to:

• Demonstrate a clear understanding of how and why transforming business processes can help create agile, effective, competitive, high value-adding organisations
• Explain t he relevance of the process-centric approach to the modern organisation in its global business environment.
• Establish, through organisational 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 organisational 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 to fit the needs of their organisation, 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
• C onstruct, from customer information, an affinity map highlighting breakpoints, moments of truth and business rules
• Apply the impact severity matrix to inform the design of the TO-BE process
• C onstruct the resultant action plan in which business rules are clearly defined, breakpoints eliminated and moments of truth optimised 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 organisation 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 programme 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 organisation.
• To construct the resultant action plan the business rules are clearly defined, breakpoints eliminated and moments of truth optimised 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.

Course Programme:

DAY ONE

Course Introduction

- Why Business Process Management?
- BPM Programme Objectives
- The Reality of Process-Driven Change

• Why do Organisations need Business Process Management?

- BPM Self Assessment – How About You?
- Enterprise Business Process: the 8 Essential Principles of EBPM
- Change to a Strategy-Driven Integrated approach
- Overturning Traditional Mindsets and Structures
- The Keys to Successful BPM
- End-To-End Process Thinking
- Case Study
- Building Agile Organisations With BPM
- The Reality of Current Business Processes
- BPM Thinking Seeks To Organise Complexity
- Case Study
- 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 Organisation and Workflows
- Integrating Strategic, Tactical and Operational Dimensions
- Frameworks To Deliver BPM Strategy
- Seven Pillars of Success
- What Will Help You To Succeed
- Taking The Steps To Process Excellence

DAY TWO

- Baselining The Organisation – Maturity Audit Processes
- Enterprise BPM Maturity
- 8 Omega Maturity Levels
- BPMG BPX Maturity Matrix
- Process Management Framework
- 4 Dimensions, 8 Stages, 6 Roles
- The Framework
- Case Study in Syndicates
- From Framework To Generic Methodology
- The Eight Stage, Two Strand Generic BPM Project 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 1 st Point of Consensus
- Case Study
- 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
- Syndicate Exercise
- Interviews and Surveys
- The Interview
- Case Study
- Stage Three: Organisation & 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 Modelling Tools/Techniques

DAY THREE

- Case Study: Affinity Mapping - A Process Charting Structured Approach
- Stage Four: Techniques of Process Examination and Analysis
- Examining and Analysing Process Information
- Problem Analysis – Cause and Effect, Enablers and Dependencies
- Case Study: Enablers and Dependencies Exercise
- Visualisation: Definitions and Purpose
- The Process as a System
- Creative Problem Solving Techniques
- Case Study: 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 2 nd Point of Consensus
- Enabler 1 – Module One: 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 Options
• The Role of the Process Designer

- Case Study: 8 Omega Impact-Severity Matrix
- The Role of Quick Hits – Positive Impact or a Waste of Effort?
- Case Study: Process Redesign
- Processes – Their Type and Definition
- Processes to Support the Strategy: the 3 rd Point of Consensus
- Organisation for Process Integrity
- Requirements of the Organisation 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
- Case Study

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
- Case Study – 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
- Case Study: 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