Business Process Modelling and Analysis using BPMN
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3 days practical workshop for up to 12 people.
Only £1185 per person
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Business Process Modelling and Analysis is a crucial componentof Business Process Improvement (BPI) efforts. It is also a
Layout
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.
Chapters
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