“I saw three advantages to doing process analysis this way:

1) the employees are doing real work in a team setting

2) the teams see different perspectives and feel like they're not the only one with this problem

3) we're driving a methodology through the organization and starting to get critical mass who knows and uses business process analysis.”

Jon Bain-Chekal,
Finance Project Manager
University of California, Berkeley

 

Corporate Training

Modeling, Analyzing and Improving Processes with BPMN

 Are you facing some of these challenges?

You know Business Process Management (BPM) is important but you are not sure how to get started

You need to coordinate several players in the process and you don’t know how to get them to see the problem together

You are worried that process modeling and analysis will take extensive investment and are not sure if it will get you the results you need

You can define process improvements, but are not sure you can get IT to understand and implement the business requirements.

The business is not trained to think through a precise process

Overview: A Structured Collaborative Approach Produces Focus and Results

If you are wondering how to focus your BPM efforts this course is for you. Process modeling can take 6 months and the analysis another 6 months after that. But it doesn’t have to. This course demonstrates a structured approach that gets results faster and more effectively. You will learn how to find and work with a sponsor, how to use three guiding lights to keep you on track with your critical objectives, and how to get the right cross-functional team to participate and work toward a common goal.

This course is oriented to individual or teams who will be engaged in modeling, analyzing and reviewing processes in their organization. Today, use of software tools is essential for sharing, preserving, and reusing the maps and analyses you create, and for aligning business and IT. This course goes beyond the traditional paper-and-yellow stickies approach to process modeling and improvement. We use a Visio-based BPMN tool with the training or apply the tools and techniques on paper in hands-on exercises in class.

Benefits

At the end of this seminar participants will know how to:

  • Select the right members of your process improvement team and charter the team for focus
  • Document your current state process in a common visual language (BPMN)
  • Analyze process diagrams to detect problems and suggest potential improvements
  • Build a visual analysis diagram which integrates your findings and shows leverage points for improvement
  • Use a creative process and specific rules for redesign to incorporate best practice principles into your to-be process
  • Describe proposed to-be processes in diagrams usable by both business and IT
  • Build models that will flow seamlessly to the next stages of modeling for implementation

Length: 2 – 3 days

Tool Example: 

Please click to enlargeOffer sub process in BPMN

Offer sub process in BPMN

 

 

Course Outline: 2 days 

  • A BPM roadmap: Getting everyone on the same page
  • Chartering
    • Creating a High Level Map
    • Developing the improvement targets and vision from the Sponsor
    • The process model team and roles
    • Getting baseline metrics
  • The Happy Path and significant exception end states
  • Building process models in swim lanes using BPMN at Level 1
  • Customer Experience and what’s “value added”
  • Evaluating the current process – employee pain points, time, waiting, bottlenecks, errors, rework, cost
  • Visualizing work and information flow problems on the model: A visual analysis diagram
  • Redesigning the Process -5 overriding rules for redesign and 17 techniques to get there

Course Outline: 3 days

  • A BPM roadmap: Getting everyone on the same page
  •  The Process Model Teams and Roles
  • Chartering
    • Creating a High Level Map
    • Developing the improvement targets and vision from the Sponsor
    • The process model team and roles
    • Getting baseline metrics
  • The Happy Path and significant exception end states
  • Building process models in swim lanes using BPMN at Level 1
  • Customer Experience and what’s “value added”
  • Quantitative Data – Where do you need it, how to get it and how to use it
  • Evaluating the current process – employee pain points, time, waiting, bottlenecks, errors, rework, cost
  • Standardization –How to build standard processes across units/functions; how to create standard templates to get the information you want; the importance of standard data definitions
  • Root Cause Analysis
  • Visualizing work and information flow problems on the model: A visual analysis diagram
  • Benchmarking and Best Practices
  • Redesigning the Process -5 overriding rules for redesign and 17 techniques to get there
  • Creative process to build the To Be model
  • Roles and Responsibility Charting
  • Reviewing business process redesign efforts_ what to look for, what to ask, how to coach