BPM Bootcamp: 

The BPM Bootcamp consists of two sessions BPM 101 and BPM 201.

NOTE: BPM 101 and BPM 201 qualify for Continuing Education Unit credits. Each course is equivalent of 0.1 CEU.

SEGMENT I
Understanding the Concepts, Context and Drivers of BPM

Key Concepts & Frameworks for BPM
• Applying Process Technology
• Virtualization & Componentization
• Orchestration versus Automation
• Context-Driven Processes & Process Management

Measuring the Value of BPM
• Understanding Benefits of Componentization
• Realizing New Value From Old Systems
• Identify Specific Payback Metrics
• Building a Business Case for Process Management
• Measuring the Value of Time
• Mapping Process Initiatives to Regulatory Compliance
• Demonstrating ROI for BPM

SEGMENT II
Techniques for capturing and documenting existing processes in your organization

Fundamentals of Process Mapping

In this one-hour course you will learn the basics of Simplified Process Mapping and how to create these maps with products such as PowerPoint and Microsoft Visio. We will discuss  the pitfalls and challenges of today's process mapping tools and techniques. Then we will introduce simple, practical principles that anyone can use to understand and document processes.

The program will walk you through the creation and best practices for 3 popular types of process maps: Basic flowcharts, Swimlanes and TaskMaps.

The methods described during this session have been designed for use by experts and non-experts alike. After attending this session, both experienced project managers and novices will be able to explain the pitfalls of traditional process mapping tools and understand the value of Simplified Process Mapping. You will be able to introduce the concept of Simplified Process Mapping so that your teams can produce their own process maps. 


Why process mapping is important today
• Governance
• Quality
• Efficiency
• Change

Goals for process mapping
• Creating “as is” processes
• Defining “to be” processes
• Moving onto Process analysis and process improvement

The role of Simplified Process Mapping

SEGMENT III

Knowledge discovery techniques
• Selecting the right opportunity
• Picking the process team
• Identifying subject matter experts
• Conducting individual interviews
• Using questionnaires and web surveys
• Facilitating workshops
• Using whiteboards versus software

Mapping your processes
• Ensuring “buy in” from participants in the working groups and teams
• Capturing required information
• Documenting the processes
• Determining your communication plan
• Continuous improvement (follow up)

Reviewing and verifying process maps

Creating the following popular types of process maps
          o Basic process maps (with PowerPoint and Visio)
          o Swimlanes
          o TaskMaps

SEGMENT I

Starting the analysis process
• Identify successful tasks and processes
• Identify unsuccessful tasks and processes
• Mark up areas that require change

What to analyze in "as is" process map
• Time
• Number of steps and tasks
• Efficiency
• Effectiveness of output
• Costs
• Use of materials and equipment
• Involvement of responsible and supporting roles

Questions to ask
• Do the Maps accurately reflect your existing processes?
• Are the page names and Task IDs logical and consistent?
• Are the Maps neat and easy to read?
• Do they highlight inefficiencies in the process you’ve documented?
• Are there tasks missing?
• Is the background data complete?
• Can you improve usability with hyperlinks?
• Does the map effectively illustrate what happens when tasks fail?

Reviewing analysis with team members
• Agenda and process for a review meeting
• Capturing change input information
• Documenting final analysis information 

SEGMENT II

What is Business Process Improvement (BPI)?
• Definition
• Where to use it

Getting started
• Determining process improvement goals and objectives
• Using the existing process analysis as a starting point
• Identifying areas of improvement in the existing processes
• Identifying tasks, resources, roles, guidelines and measurements

Facilitating a process improvement workshop
• Agenda for process improvement workshop
• Who should be at the meeting?
• Running the meeting and highlighting the areas of change
• Gaining agreement for the redesigned process
• Measuring "to be" process against goals and objectives
• Implementing tasks to continually monitor and improve results from work processes

Piloting the "to be" process
• Testing it
• Gaining feedback
• Refining and identifying additional improvements

Rolling out the change to the organization
• Ensuring acceptance
• Developing the training and support plan
• Transferring the process to the new "owners" 

The Organizational & Cultural Aspects of BPM
• Developing a Holistic View of Processes
• Bridging Partner and Customer Discontinuity
• Integrating internal competencies with process applications
• Selling Your Team & Management on Business-Driven Integration
• Interweaving BPM Technologies Into a Business Architecture
• Developing a Change Management Strategy for the Process-Driven Enterprise

SEGMENT III

Implementing BPM
• Conducting a Process Audit
• New Strategies for Process Improvement
• Exploring Industry Standards & Enterprise Architectures
• Leveraging Business Performance Management
• Building Key Performance Indicators
• Process Modeling & Methodology
• Integration: Systems, Processes & Partners
• Getting Started with a BPM Initiative

Business Case Studies & Industry Best Practices
• Managing Complexity With Context-Based Processes
• Introducing Process Management to Application Development
• Directing a Process-driven Corporate Culture
• Leveraging Business Process Outsourcing
• How to Build a Business Case for Process Orchestration

Process Management and Globalization
• A Framework for using Process Management in Sourcing
• Why BPM is the First Step in a BPO Initiative
• Using Process Management to Create Sourcing Governance

Preparing for the Future
• Business Opportunities
• Understanding Service-Oriented Software
• Composite-Applications and the Impact of Component Software
• Perspectives and projections on the future of Business Process Management
• What You Should be Doing Today
• Real-Time Enterprise: The Next Phase of IT