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Business Process Modeling, Information Gathering, Analysis & Design Workshop
(4 Day)

Back to Training Courses Course Uniqueness Learning Objectives Audience Outline

Course Summary

This workshop-oriented session is the most practical, real-world oriented course of its kind. It is also the longest running session on process modeling, analysis, and design in the world. It is the leading "how-to" for tactical aspects of process improvement project work.

Attendees have a unique opportunity to gain knowledge first-hand from an instructor who is one of the pioneers in training and consulting in business process. It is completely vendor-independent and based on knowledge gained from 20 years of consulting and training with hundreds of organizations around the world. No other offering is as complete or comprehensive in its approach.

Any organization that has been involved in a merger or acquisition or just wants to become more efficient, effective and adaptable in the current economic environment will benefit from the knowledge and skills that participants gain in this course.

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What Makes this Course Unique..

This course is based on practical real-world knowledge, not theoretical concepts. It is organized around a case study that will be developed by attendees in small-team intensive workshops. Attendees will gain practical knowledge and techniques that can be used as the basis for accelerating their own projects. The course utilizes a hands-on and business-oriented approach with technology discusses as a support mechanism. The content is comprehensive, in-depth and universally applicable, enable attendees to immediately apply what they learn to any process in any industry or organization. Past participants using these techniques have achieved improvements to process efficiency in excess of one thousand percent.

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Learning Objectives....

  • Communicate and sell process concepts and change in an organization
  • Understand powerful techniques for process modeling and analysis
  • Define and evaluate current organizational processes
  • Learn how to involve the business and technology groups in process improvement
  • Appreciate the importance of change management in process improvement
  • Gain insight into the various modeling notations, including BPMN
  • Obtain valid process information from various audiences
  • Prevent common pitfalls in process improvement projects
  • Properly manage the "people" aspect of process redesign

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Intended Audience....

  • Staff of organizations involved in mergers or acquisitions
  • Business Process Management (BPM) Team Members
  • IT Strategist
  • Business Analyst
  • Systems Analyst
  • Enterprise Analyst
  • Consultant
  • Process Analyst
  • Operations Manager
  • Project Manager
  • TQM and Six Sigma Project Managers and Team Members
  • Change Agents who must influence cultural and behavioral transformation
  • HR Professionals dealing with the introduction of new competencies and organization designs
  • Anyone involved in process change

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Course & Workshop Outline....

Introduction to Business Process Management

  • Defining a common language for business process
  • A clear, concise definition of process
  • Basic concepts of a process architecture
  • Introduction to a framework for successful process-based change
  • Integration of business process management with technology

Define Process Projects

  • Identification of process stakeholders
  • Defining a process performance strategy
  • Creating and controlling project scope
  • Getting the business & technology groups involved
  • Learning how to deal with fuzzy process projects
  • Understanding the unique aspects of process projects
  • Introducing change in an organization

     Case Study: Workshop 1 - Defining Project & Process Scope

Basic Concepts of Process Models

  • Identifying modeling standards
  • Defining IGOE's (Input, Guide, Output & Enabler)
  • Modeling the "right" process information
  • Documenting process quickly and accurately

     Case Study: Workshop 2 - Modeling Process

Information Gathering and Facilitation

  • Identifying sources of process knowledge
  • Building buy-in for change
  • Preparation for: Interviews vs. Facilitated Workshops
  • Gathering process information using facilitated workshops
    • Characteristics of excellent facilitators
    • Guidelines to enhance listening skills
    • Handling difficult situations
  • Obtaining process knowledge from specific audiences
    • Executives
    • External Stakeholders
    • Workers
  • Information gathering tools and techniques
    • Checklists
    • Documentation
    • Roles
  • Best practices

Case Study: Workshop 3 - Modeling Process

Modeling Notations

  • Defining types of process models
  • How and when to use BPMN
  • Modeling exceptions
  • Modeling ad hoc process
  • Understanding the relationship between processes and business rules
  • Creating process models that help sell change

Measuring Processes

  • Determining the appropriate measurements
  • Defining measurement criteria
  • Designing measurement techniques
  • Importance of balances measuring

     Case Study: Workshop 4 - Measuring Process

Analyzing Processes

  • Prioritizing the focus of analysis
  • Understanding how to use a good process model to identify opportunities
  • Performing gap analysis techniques
  • Utilizing Six Sigma analysis techniques
  • Implementing Use Cases
  • Finding "root cause" using different techniques
  • Identifying and Implementing "quick wins"

     Case Study: Workshop 5 - Analyzing a Process

Creating New Processes

  • Researching innovative process ideas
  • Benchmarking process information
  • Building evaluation criteria
  • Creating innovative solutions
  • Evaluating alternatives

     Case Study: Workshop 6 - Creating a Process

Designing New Processes

  • Defining the design team
  • Guidelines for process design
  • Method for creating completely new processes

Validating New Processes

  • Gaining by-in for process change
  • Developing and applying scenarios
  • Creating prototypes
  • Running simulations

Selection of Tools - Reference Section Only

  • Aligning process improvement activities with requirements
  • Aligning requirements with tool capabilities
  • Building the evaluation matrix
  • Sources for tool specific information

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