This course is suitable for business analysts, business managers and members of their team, business change managers and project managers.
At the end of this course the delegate will be able to demonstrate knowledge, understanding and application of Modelling Business Processes principles and techniques in the following areas:
– The role of business process modelling in describing how an organisation carries out its internal processes; the hierarchy of process models and techniques to describe them; and why this is a key skill of the business analyst in supporting change
– Modelling core business processes at an organisational level
– Modelling business processes at the process level, showing all the elements involved from triggering events to process end-points
– Documenting and analysing tasks
– The use of gap analysis in improving business processes
The Context for Business Processing Modelling:
– The purpose and benefits of business process modelling
– The three levels of the business process hierarchy; organisation, process and task level
– The importance of the process view versus the functional view of an Organisation
– The use of the POPIT model in assessing the impact of a new process design
– The use of pilot, phased, direct changeover and parallel running to implement business change.
The Organisational Context for Business Processes:
– The construction of an organisational level model of business process for a given business scenario
– How to construct an organisational model for a given scenario (Paul et al, Business Analysis, 3rd Edition)
– Distinguish between the external and internal elements of an organisational model
– The processes on the organisational model support the delivery of the value proposition
Modelling the Business Processes:
– The construction of a business process model for a given business scenario, using the following elements: Actors / Swim lanes / Tasks / Decision points with guard conditions / Start and end points / Process flows / Forks and joins /
– Explain why using a standard notation set is important
– Distinguish between the terms process, task and step and describe how they relate to each other
– Demonstrate that a task typically involves one person (actor) at one place at one time (OPOPOT), and that it is represented as a single ‘box’ on a process model
– Based on a given business scenario, identify external, internal and time-based business events
– Explain the difference between internal performance measures and customer expectations of performance.
– How to construct a task description for a given business scenario, which includes a number of different elements
– Demonstrate an ability to document the steps and business rules within a task, using UML activity diagram notation, or structured English
Improving Business Processes:
– The following approaches to improving business processes: task automation; removal of gaps and disconnects; process re-engineering
– The need to challenge business rules and assumptions when improving business processes
– The areas of a business process that may contribute to unsatisfactory performance from a given scenario
– The use of business scenarios in identifying combinations of conditions that the improved business process will need to handle
– How to conduct a gap analysis on a given ‘to be’ business process model, in order to identify the functional requirements for the IT system support for that business process.
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The team are so friendly and pleasant to work with, everyone is very professional and keen to help us. Building a relationship over the past couple of years helps us to feel like the Alpha team are even more able to understand our needs and provide more proactive solutions.