Business Process Modeling
To harness the work done in organizations, and to increase productivity, it is essential to understand how to model business processes. This course explores the need for modeling business processes, how process modeling is one part of a larger framework for achieving higher quality through Business Process Management, the essential steps to process modeling, and the critical success factors for making the effort successful. It provides a practical framework for understanding and modeling business processes and describes how to develop a variety of process model types.
The most common process modeling standards are taught, assuring you the maximum applicability to your environment. Last, it provides valuable facilitation tips and techniques to help ensure that your modeling sessions stay focused, and are viewed as successful by all involved.
Learning Objectives
- • Describe the purpose and benefits of Business Process Modeling.
• Describe the components of an industry-standard Business Process Management framework and how Business Process Modeling fits into it.
• Describe at a high level the Business Process Management (BPM) framework and match where the process models from this course are used in each.
• Discuss the essential business process modeling components, steps and ingredients that are necessary for success.
• Discover appropriate elements of processes that need to be documented.
• Understand the different views business processes can depict, including “as-is” and “to-be” process maps.
• Use process maps to discover, document, and communicate about processes.
• Describe the importance of setting process boundaries and how that can make your modeling more productive.
• Develop a variety of clear and consistent process models, understanding when to use each. These include:
o Scope diagram
o SIPOC: Input/Process/Output chart
o Process map using ISO standard symbols
o Swim lane diagram
o Process map using BPMN standard notation and Activity diagrams using UML standard symbols
o Hierarchy (function-process) model
o Value Chain process model
• Create primary and alternate paths in models, and use a technique to help focus on each when appropriate for maximum productivity.
• Work effectively with the key stakeholders involved in each process modeling session.
• Use basic facilitation techniques.
• Understand the relationship between business process modeling and automating business processes.
• Develop models used to check for completeness and consistency of balanced data and process.
Who should attend
Process analysts, business analysts, project managers, business process owners, general business staff, and anyone who needs the skills to understand, model, and manage business processes.
Prerequisites
Some basic understanding or exposure to process concepts. The Watermark Learning course Business Process Management Foundation satisfies this prerequisite.
Format, Material and Duration
To help assimilate the tools and techniques learned, there is a mixture of individual and group exercises throughout the course. A lively role play and case study help reinforce concepts learned. Students need to be prepared for a high level of participation. Each participant receives a comprehensive student guide complete with examples and workshop solutions.
Duration:
2 Full days / 4 Half-days
Both our Traditional and Virtual classes use the same materials.
• Comprehensive study guide with PowerPoint slides and detailed notes to serve as both an in-class guide and on-the-job reference.
• Example case study running throughout the course.
• A second workshop case study designed to give practice in applying business case skills.
• Workshop solutions that serve as an example business case.
• Comprehensive business case template to use on the job to jump-start your real-life business cases.
• Class discussions and exercises to reinforce the information presented.
Course Outline
- Business Process Modeling (BPM) Concepts
• Business Process Management Framework
• Benefits of Process Modeling
• How process models are used
• Supporting Business Objectives
• Process terminology
• Types of Process Models
Framing the Process
• Discussion
• Exercise
• Staying focused during process mapping
• Preparation for modeling/elicitation sessions
• Roles and responsibilities of key stakeholders
• Importance of process scope and techniques to prevent process scope creep
• Pre- and post-conditions
• The Scope Diagram
• The Supplier/Input/Process/Output/ Customer (SIPOC) Chart
• Introduction to case study and workshop
• Using Variations Lists to help frame processes
• Workshop
Process Mapping
• Definition of a process map
• Swim lanes; a different view of a process map
• Process mapping notation
• Developing scenarios
• Primary and alternate paths
• Three-part workshop
Refining Process Maps
• Definition of a process map
• Frequently found mapping problems and how to correct them
• Inputs and outputs: to show or not to show
• Supporting process details in text
• Workshop
Effective FacilitationTechniques for Process Modeling
• Facilitating process mapping sessions
• Process Mapping roles
• Partnership between Facilitator and Scribe
• Setting the stage with participants
• Eliciting What vs. How
• Workshop: Process mapping facilitation practice and feedback
UML and BPMN notation
• Activity diagrams, a different type of process model
• Purpose of UML Activity Diagrams
• UML Notation Equivalents to ISO
• Purpose of BPMN notation
• BPMN Equivalents to ISO
• Additional BPMN symbols and their uses
• Tips for working with multiple standards
• Workshop
Process Maps in Requirements
• Concurrent business modeling for complete requirements
• Balancing data and process
• State transition model
• Interaction model
• Workshop
Automation and Enterprise Process Modeling
• Balancing Data and Process
• Short exercise
• Using BP Models to help find and document business rules
• Short exercise
• Managing Business Processes and Automation
• Identifying and organizing processes
• Hierarchy function/process model
• Value Chain models
• Workshop
Business Process Design
• A Case for Design
• Process Design Principles
o Power to the People
o Static versus Dynamic Design
o Designing Out Ambiguity
o Lean Techniques Applied
o One Page Procedures
o Prototyping
• Three Objectives of Process Design: Optimize Time, Optimize Quality, and Optimize Process Output Value
• Time optimization Techniques
• Exercise
• Quality Optimization Techniques
• Exercise
• Value Optimization Techniques
• Exercise
• Common Design Flaws
• Business Rules
• Workshop
Transformation Processes
• Case Study Discussion
• Transformation Philosophies
• Exercise
• Identify and Address Obstacles
• Organizational Change Management Curve
• Motivation – What makes people tick?
• Change Tools and Methods
• Results from BPI as Inputs to Projects and Requirements
• Importance and Components of a Control Plan
• Consulting Tips: Best Ways to Recommend Change
• Adapting presentation to audience
• Use of an A3
• Workshop
Certification and Exam
Certification:
You will receive a certificate of participation.
Exam
None
