Who Should Attend
●Business Process Analysts and Enterprise Analysts who need a solid business
process management framework to work within
●New and experienced Business Analysts who need practical tools and techniques
that will help them model business processes at various degrees of granularity in
the context of their role
●Project Managers who have responsibility for projects with significant business
process change impact
●Any other roles responsible for analysing and documenting their organisation's
business processes
Prerequisite
N/A
Course Objectives:
●Understand in which contexts business process modelling is performed
●Conduct a business process discovery assignment to elicit existing business
processes in the context of a previously defined scope
●Follow a logical framework to analyse the current state business process and derive
a future state business process model using various techniques
●Present these processes using the BPMN 2.0 (Camunda)
●Identify effective measures that will contribute to understanding the performance
characteristics of the processes and surrounding enablers and constraints
●Understand that business process modelling initiatives happen in the context of a
strategy requiring change and risk management.
DAY 1
Module 1
BPM and BPMN
●What is BPM and BPMN?
○BPMN Core Structure
○Components of a Business Process: Sequence of Activities
○Components of a Business Process: Collaboration between Participants
○Components of a Business Process: Interactions between Participants
○The Basics
○Design Elements
○Business Process Diagrams (BPDs)
○Simple vs. Complex Business Processes
○Understand the Diagram Elements
○Overview of Flow Objects
○Overview of Connecting Objects
○Overview of Pools and Swimlanes
○Overview of Artifacts
○The Essential How To: Identify the Steps in the Business Process
○Levels of Precision: Different Depth for Different Purposes
○Precision 1: Business User
○Precision 2: Business Analyst
○Precision 3: Architect/Developer
●How does BPM help organisations integrate processes across departments
●Why should BPM and BPMN be used in organisations?
○Common vocabulary and language for systems communication
○Holistic view of organisation
○Value stream mapping - reducing idle time and increasing automation
○Improving service delivery - Optimisation
○Design/Systems Thinking Approach to problem solving
●Case studies and examples
Module 2
Planning and Scoping
●Planning and scoping for process modelling
●Stakeholder identification and analysis
●Where to start?
●Practice scoping your processes
●Discover the contextual elements of a business process using IGOE’s
●For Business Users:
○Basic Notation
○Process Defined
○Choreography Defined
○Collaboration Defined
○Process Topologies
○Artifacts
○Swimlanes
○Text Annotation
○Flow Objects
○Connecting Objects
○Activities
○Tasks as Work Completed
○Verb Noun Pattern
○Gateways
○Events
●For Business Analysts
○Intermediate Notation
○Call Activities
○Task Types
○Event Types
○Triggers and Behaviors
○Data Object Types
○Sub-process Types
○Gateway Types
○Frequently Used Patterns
●For Developers
○Event Triggers in Detail
○Looping
○Gateways Expanded
○Error Handling
○Patterns in Error Handling
○Compensation Events
○Transactions and Outcomes
○Conversations
○Message Flows
○Choreographies
○Pools as Domains of Control
Module 3
Defining Metrics
●Define SMART metrics to assess the performance of processes, considering not
just the workflow but also external influential factors
●Assess processes through the four lenses: time, cost, quality, risk
●Define process related performance metrics
●Assessing the current state business process
●Discover leverage points through SWOT, value stream mapping and process
enablers
●Identify leverage points by evaluating related process enablers
DAY 2
Module 4
Modelling the as-is and to-be
●Develop future state process ideas using various techniques
●Develop a future state process model
●Move from a hand-off diagram to a more detailed level diagram (service level and/or
task level) by asking the right questions or performing a token test
●Create a service level view process model
●Hands-on exercise: Participants will be asked to diagram an as-is and
to-be for one of the processes in their respective departments
Module 5
Identify Business Process Improvements (BPI)
●What needs to change?
●Identifying pain points
●Getting Buy-In
●Lean/Agile Techniques for BPI
Module 6
Perform Gap Analysis
●Understand the need for gap analysis to develop an implementation plan for the
new process
●Perform a gap analysis on a given case study
Module 7
Implement, Monitor and Evaluate Business Processes
●Get an overview of the remaining phases of the business process lifecycle
●Feedback loops
●Functional monitoring
●Technical monitoring
●Process monitoring (VSM)
●KPI’s, SLA’s, etc