BCS Certificate in Modelling Business Processes Training

Modelling Business Processes Course Outline

• The Context for Business Processing Modelling

  What is business process modelling?

  • Why model business processes?
  • Benefits of carrying out process modelling

  Importance of modelling business processes

  • Comparing the functional and process views of organizations
  • Enabling business improvement and refinement
  • Facilitating large-scale system changes and integration

  Creating effective process models

  • Performing detailed analysis
  • Modelling the as-is process
  • Identifying improvements and the to-be process
  • Involving stakeholders in process modelling

  Creating a hierarchy of business processes

  • Organization
  • Process
  • Task

  Process modelling and Business Analysis

  • Supporting requirements engineering
  • Reinforcing the business case
  • Helping with downstream testing

• Using an Organizational model for processes

  • The strategic context for business processes
  • Mapping process relationships
  • Building an organizational view of processes
  • Delivering value to customers and the value proposition

• Modelling Business Processes

  Business process modelling techniques

  • Identifying actors
  • Specifying the start and end point in the process
  • Clarifying tasks, process flows, rules, and decisions

  Modelling the as-is business process

  • Events that trigger business processes
  • External business events
  • Internal business events
  • Time-based business events

  Identifying outcomes from business processes

  • Timelines for business processes
  • Business process measures
    • Internal measures
    • External measures

• Documenting Tasks

  Identifying tasks

  • One person, place, and time
  • Documenting steps to complete the tasks

  Documenting business rules

  • “If … then … else” statements
  • Decision tables
  • Decision trees

  Measuring task performance

• Evaluating and Improving Business Processes

  Identifying problems with the as-is business processes

  • Measuring performance: time, quality, and resource usage/cost
  • Determining target and actual values
  • Aligning with corporate strategy and tactics as well as customer needs

  Improving the process

  • Using problem diagnosis techniques
  • Process improvement techniques

  Modelling the improved process

  • Checking for quality and completeness
  • Supporting development of the Requirements Catalogue

• Transitioning to the “to Be “Process

  Implementation strategies

  • Creating a pilot
  • Deploying implementation strategies

  Planning the transition

  • Simulating and refining the to-be process
  • Estimating resource usage
  • Realizing benefits

  Decommissioning the as-is process

  • Supporting the transition
  • Enabling cultural change
  • Supporting stakeholders through the change process
  • Sustaining continuous improvement