Monday, November 12, 2007 | 9:00am-5:00pm

Fundamentals of BPM

Artie Mahal, Senior Consultant, BPTrends Associates

All work in any organization is done through processes which are enabled by people and technology. Simply put, processes are "how work gets done," and the role of people defines "how we do the work". The organizational units of work, such as Procedures, Tasks or Work Instructions, are merely lower-level processes which have "parent processes". All processes, therefore, are interconnected through a series of complex interactions which, if not measured and managed well, will create inefficiencies and sub-optimized performance. To ensure this complexity is systematically understood and the processes are managed as a valuable asset, key concepts, principles and methods need to be implemented for gaining efficiencies in work effectiveness, people performance and technology investments. This one-day workshop will provide participants with an overview and discussion of the principles, concepts and techniques required to start the journey to transform your business from a traditional, functional organization to a process-centric one. It introduces a systematic approach and methodology for planning, monitoring, measuring and managing your company's business process performance.

This seminar will address…
• Understanding the Anatomy of business processes
• The Structure of the business processes and interdependencies among them
• Need for organizations to create their Blueprint of the business processes
• The Approach & Method to manage Process Assets for competitive advantage
• Discussion of do's and don't's in introducing a Process-Centric Discipline

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Monday, November 12, 2007 | 9:00am-12:30pm

Developing a Business Process Architecture & Program of Change

Roger Burlton, Founder, Process Renewal Group

In most organizations many key initiatives are not well aligned to business value creation and the assets they deliver are not connected well enough internally to satisfy customer expectations. It is now apparent that an enterprise-wide, process-oriented Business Architecture's time has come to bridge the gap and to ensure that, whatever may happen, the business and all of its capabilities can respond in time. This half-day seminar will show you how to develop a Business Process Architecture that reflects the business drivers and strategic intent of the enterprise and defines the organizational capabilities required for the enterprise to realize its purpose. This Process Architecture will provide the basis for aligning the IT Architecture with the creation of business value and for the ongoing management of cross-functional processes as assets themselves.

This seminar will address…
• Principles of Business Architecture
• Stakeholders and Relationships (Who Cares and Why)
• Developing the Process Architecture
• Stakeholder and Asset Lifecycle Approach
• Reference Framework Approach
• Alignment of other Architectures and Strategies
• Process to Technology Alignment
• Process to Organization Mapping
• Program Planning and Management
• Tools Support
• Small Group Case Study Exercises

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Monday, November 12, 2007 | 9:00am-12:30pm

Principles of Process Modeling

Kathy Long, Senior Consultant, Process Renewal Group

Research has shown that most "Process Improvement Project" disappointments result from the failure of organizations to properly define and communicate the most basic "process principles" to the people in the organization. As a result there is a significant disconnect in perceptions about what a "process" is, the information related to process that must be identified, the appropriate techniques for communicating process information and how to analyze that information in a way that results in substantial improvements to process. This half-day seminar will focus on the fundamental building blocks of process, process projects and process modeling and analysis. For those getting started this tutorial will provide you with the knowledge you will need to initiate process transformation. If you're already experienced it will provide an overall comprehensive framework to pull together the components of BPM into a more integrated whole that is repeatable and shareable. Business Process Management (BPM) allows organizations to be flexible and to quickly adapt to changes in customer requirements and expectations, often initiated by competition or changes in regulations. In order to do this, people within the organization must be able to identify, model, analyze and design processes in an effective way.

This seminar will address…
Principles of Business Process
• Definition of Process
• Building Block of Process

Defining Process Projects
• Techniques to Manage Project Scope Creep

Modeling Business Processes
• Identifying the "right" information
• Modeling Techniques

Analyzing Processes
• Analysis Techniques

Small Group Case Study Exercises

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Monday, November 12, 2007 | 1:30-5:00pm

Managing Resistance to Change in a BPM Environment

Stuart N. Simon, Senior Consultant, BPTrends Associates

Managers committed to Business Process Management typically have a clear vision of what needs to change; that is, the kind of organizational and structural changes that will lead to improved enterprise performance and superior customer value. However, knowing what strategies are needed is not enough. Managers need to understand how to bring these structures and changes about. Without the organization's commitment to change, BPM will fail to achieve its potential and may, ultimately, fail completely. In this half-day workshop, we will focus on how to understand and intervene with people's resistance to organizational change, and help them develop the commitment that is critical to the success of a BPM strategy.

This seminar will address…
• How to view change from the perspective of all parties involved
• A model for understanding the change process
• A root cause analysis of resistance to change
• A method for successfully intervening for change

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Monday, November 12, 2007 | 1:30—5:00pm

Innovative Techniques in Process Design

Kathy Long, Senior Consultant, Process Renewal Group

Roger Burlton, Founder, Process Renewal Group

Most process management techniques focus strongly on discovery and analysis of existing processes. Classical methods as well as Six Sigma and Lean have their roots in the assumption that you can analyze your way to improvement. These approaches in and of themselves, however, cannot lead to breakthrough thinking and a completely new business model. Innovation requires that different approaches be used that learn from the past but envision a different future with different styles, approaches and designs, unconstrained by existing rules. This session will examine some approaches that are proven and repeatable to conceive, model, test and validate novel approaches to realizing process opportunities. You will work in teams to innovate some classic process problems. Featuring two of the longest running BPM facilitators, it will also be fun.

This seminar will address…
• Improvement vs Innovation • Establishing the creative environment • Establishing clear and common expectations. • Some Unstructured Techniques: Brainstorming, Nominal Group Technique, Scamper • Some Structured Creative Techniques: Lotus Blossom, Acceptance, TRIZ • Modeling and testing new ideas