Business Process Modelling and Analysis using BPMN

Contact Us for Dates
3 days practical workshop for up to 12 people.

Only £1185 per person

Contact us for Onsite Price

Business Process Modelling and Analysis is a crucial componentof Business Process Improvement (BPI) efforts. It is also a


Instructional Method Group discussion, visual presentation, group exercises, individual

Training Course Objectives

  • Identify your customers, people's roles and responsibilities
  • Model your current processes using Use Case and UML business process modelling techniques
  • Understand the current processes through business process analysis and identify areas for radical
  • Develop new business process alternatives through innovative thinking
  • Extend your processes to your customers and suppliers, and embed your organization's knowledge

Who it is for

Business and IT Managers, e-Business Analysts and Developers, Business Analysts, Systems Analysts, and teams doing BPR,

Training Course Prerequisites

  • Ideally attendees should appreciate some of the issues and challenges when completing process modelling.


Chapter 1 Process Improvement Lifecycle

  • Putting the team together
  • The process improvement lifecycle
  • The role of IT
  • Process enablers
  • Integration with the development lifecycle

Chapter 2 Preliminary Process Assessment

  • External factors
  • Identifying core and supporting processes
  • Setting up improvement targets
  • Identifying customers and stakeholders

Chapter 3 Business Process Models

  • Pros and cons of different modelling techniques
  • Process model components
  • Intro to use case scenarios
  • Business objects
  • Mapping the workflow

Chapter 4 Modelling Current Processes

  • Interviews and focus groups
  • Modelling conditions, triggers, events and business rules
  • Levels of abstractions
  • Modelling tips and techniques
  • Knowing when to stop

Chapter 5 Quantifying Processes

  • Deciding what and how much to measure
  • Measuring customer satisfaction
  • Measuring performance
  • Measuring efficiency
  • Analysing Current Processes

Chapter 6 Analysing activities

  • Identifying value-added activities
  • Analysing workflow patterns and constraints
  • Dynamic analysis - simulation
  • Identifying areas of improvement
  • Modelling New Process

Chapter 7 Generating new ideas

  • Documenting alternatives
  • Integrating performance measurement mechanisms
  • Capturing and representing process knowledge
  • Managing the modelling process

Chapter 8 Implementation Decisions

  • Enabling Technologies
  • Implementation Strategy: to purchase or develop inhouse
  • Evaluating alternatives
  • Justifying implementation
  • Developing a preliminary project plan
  • Top management buy-in

Chapter 9 Putting the New Business Process Models to Work

  • Mapping to systems requirements
  • Policies and procedures manuals
  • Models as tools for change management
  • Process management

Chapter 10 Selecting Methods/Tools

  • Method evaluation and selection and customisation
  • Modelling and simulation tools
  • Workflow management tools
  • Intranets and Extranets
  • Process and knowledge management tools

Chapter 11 What Works and What Doesn't

  • Avoiding pitfalls
  • Fostering a strong partnership between business and IT
  • Process and systems integration
  • Corporate Culture