Business Process Modelling and Analysis using BPMN
Business Process Modelling and Analysis is a crucial component of Business Process Improvement (BPI) efforts. It is also a critical but often overlooked activity in new systems development. Transitioning to e-Business mandates rigorous business process modelling. In this seminar, you will learn the skills necessary to lead your team through a breakthrough business process redesign. The course provides comprehensive coverage of the core notations in Business Process Modelling Notation (BPMN), and the course uses Enterprise Architect as the modelling tool, although alternative tools such as Visio or paper and pen can also be used.
Objectives
- Identify your customers, people's roles and responsibilities
- Model your current processes using Use Case and UML business process modelling techniques
- Understand the current processes through business process analysis and identify areas for radical improvements
- Develop new business process alternatives through innovative thinking
- Extend your processes to your customers and suppliers, and embed your organization's knowledge into your new business process
Prerequisites
- Ideally attendees should appreciate some of the issues and challenges when completing process modelling.
Contents
Process Improvement Lifecycle
- Putting the team together
- The process improvement lifecycle
- The role of IT
- Process enablers
- Integration with the development lifecycle
Preliminary Process Assessment
- External factors
- Identifying core and supporting processes
- Setting up improvement targets
- Identifying customers and stakeholders
Business Process Models
- Pros and cons of different modelling techniques
- Process model components
- Intro to use case scenarios
- Business objects
- Mapping the workflow
Modelling Current Processes
- Interviews and focus groups
- Modelling conditions, triggers, events and business rules
- Levels of abstractions
- Modelling tips and techniques
- Knowing when to stop
Quantifying Processes
- Deciding what and how much to measure
- Measuring customer satisfaction
- Measuring performance
- Measuring efficiency
- Analysing Current Processes
Analysing activities
- Identifying value-added activities
- Analysing workflow patterns and constraints
- Dynamic analysis - simulation
- Identifying areas of improvement
- Modelling New Process
Generating new ideas
- Documenting alternatives
- Integrating performance measurement mechanisms
- Capturing and representing process knowledge
- Managing the modelling process
Implementation Decisions
- Enabling Technologies
- Implementation Strategy: to purchase or develop inhouse
- Evaluating alternatives
- Justifying implementation
- Developing a preliminary project plan
- Top management buy-in
Putting the New Business Process Models to Work
- Mapping to systems requirements
- Policies and procedures manuals
- Models as tools for change management
- Process management
Selecting Methods/Tools
- Method evaluation and selection and customisation
- Modelling and simulation tools
- Workflow management tools
- Intranets and Extranets
- Process and knowledge management tools
What Works and What Doesn't
- Avoiding pitfalls
- Fostering a strong partnership between business and IT
- Process and systems integration
- Corporate Culture
