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The modelling business processes training course follows the official BCS syllabus for Modelling Business Processes that leads to BCS accredited examination. The course is designed for those looking to develop their understanding of and expertise in modelling business processes and those looking to gain the Certificate in Modelling Business Processes.
The course uses trainers with real world experience to ensure that delegates receive practical information that will be usable immediately on business process projects and improving their practices for business process management.
The format of the exam is a one hour, open book written exam, based on a business scenario. The pass mark is 50%.
Session 1 - Context for Business Process Modelling
We examine some definitions of a business process and consider the purpose of business process modelling. A framework for business process modelling is introduced. The session looks at various forms of business process model and explains how to create a hierarchical structure of business processes. The functional view of an organisation is contrasted with the process view and the advantages of the latter are explained.
Session 2 - Organisational Model of Processes
We describe how to create an organisational view of processes which considers them in the strategic context of the organisation. The session explains how to identify end to end processes and how to create a ‘process map’ that demonstrates the relationships between the processes. We end by considering the all-important topic of delivering value to customers and examine the components of a value proposition.
Session 3 - Modelling the Business Processes
Having now identified the end to end business processes, this session demonstrates how to model the structure and workflow of an individual process in terms of its component tasks. We use a modelling technique based on the Rummler Brache approach and look at the elements associated with this technique. We then use these elements to create a ‘process model’ in the form of the ubiquitous swim lane diagram. We then use our knowledge of the modelling technique to model the current implementation of a business's processes; this is the so called ‘As-Is’ model. The last part of the session considers process measures and timelines for business processes.
Session 4 - Documenting Tasks
Having identified the component tasks of a process and their relationships within that process, we consider ways of documenting the detail of the tasks in terms of their components steps. We also look at how to document business rules and how to measure the performance of the task.
Session 5 - Evaluating and Improving Business Processes
In order to evaluate processes we describe how to get to their essence. We then see how to analyse the process workflow and its component tasks by examining a number of typical problem areas. The last part of the session introduces the topic of process improvement and we see how to use our modelling technique to create a model of the improved process – the so called ‘To-Be’ model.
Session 6 – Transition
The final session explains how to move from a model of the processes to discovering the requirements for an improved process. We consider the tasks and see how to define the interface between the work of the human operator and the supporting computer application; our approach employs the use case technique. The session then describes implementation issues and how they may be managed and overcome.
