To harness the work done in organizations, and to increase productivity, it is essential to understand how to model business processes. This course explores the need for modeling business processes, how process modeling is one part of a larger framework for achieving higher quality through Business Process Management, the essential steps to process modeling, and the critical success factors for making the effort successful. It provides a practical framework for understanding and modeling business processes and describes how to develop a variety of process model types.
The most common process modeling standards are taught, assuring you the maximum applicability to your environment. Last, it provides valuable facilitation tips and techniques to help ensure that your modeling sessions stay focused, and are viewed as successful by all involved.
At the end of this course the participants will be able to:
Contribute to business process improvement initiatives
Develop the skill to gather the right information to build a business process model
Accurately capture and map the details of a business process using models
Apply best-practice business process analysis and modeling techniques
Improve, design, and optimize the work of the organization through process modeling and analysis
Contribute to the competitiveness of the organization through operational excellence
Design digitally-enabled processes using the BPMN technique
Business Managers
Business Process Owners
Process Analysts
Process Designers
Operations Managers
Business and Systems analysts
Information Technology Professionals
Process Project Team Leaders and Members
Quality management Specialists
Business Process Management Framework
Benefits of Process Modeling
How process models are used
Supporting Business Objectives
Process terminology
Types of Process Models
Discussion
Exercise
Staying focused during process mapping
Preparation for modeling/elicitation sessions
Roles and responsibilities of key stakeholders
Importance of process scope and techniques to prevent process scope creep
Pre- and post-conditions
The Scope Diagram
The Supplier/Input/Process/Output/ Customer (SIPOC) Chart
Introduction to case study and workshop
Using Variations Lists to help frame processes
Workshop
Definition of a process map
Swim lanes; a different view of a process map
Process mapping notation
Developing scenarios
Primary and alternate paths
Three-part workshop
Definition of a process map
Frequently found mapping problems and how to correct them
Inputs and outputs: to show or not to show
Supporting process details in the text
Workshop
Facilitating process mapping sessions
Process Mapping roles
The partnership between Facilitator and Scribe
Setting the stage with participants
Eliciting What vs. How
Workshop: Process mapping facilitation practice and feedback
Activity diagrams, a different type of process model
Purpose of UML Activity Diagrams
UML Notation Equivalents to ISO
Purpose of BPMN notation
BPMN Equivalents to ISO
Additional BPMN symbols and their uses
Tips for working with multiple standards
Workshop
Concurrent business modeling for complete requirements
Balancing data and process
State transition model
Interaction model
Workshop
Balancing Data and Process
Short exercise
Using BP Models to help find and document business rules
Because supervisory levels are the link between the executive and senior management levels, achieving the organization's objectives, increasing productivity and overall performance of the organization, affects the effectiveness and efficiency of supervisors' performance.
And because of the skills of supervisors in any organization in need of continuous development, and to acquire advanced tools and methods that reflect on the deepening of these skills and activate their role in motivating individuals working, and push them to commit to the goals of the organization.
You need this conference to learn about supervisory skills and advanced methods, to be able to play an effective and supervisory role in your organization.
In every organization, care is taken to manage risks, by seeking to eliminate those that can be removed, and reducing and managing the remainder. Part of this process involves developing robust contracts which apportion risk equitably and include a structure of indemnities with contractors, supported by a comprehensive insurance regime. In addition, it is important that contract personnel understand contractual risks and what insurance can (and cannot) do to remove the financial consequences of such risk; always remembering that insurance only mitigates the effect of risk, it does not make the risk itself go away.
A truth about life is our interdependence. Everything we accomplish within an organization is through the efforts of people working together. In spite of our technological advances, our competitive advantage lies in our ability to work effectively with other people.
This course is designed to provide leaders and professionals with a set of transformational tools and techniques to help them maximize their own and their team’s creative potential in a strategic context. Its starting-point is self-discovery: participants will work on the inside first and then focus outwards to impact on the world of business.
A company plan gives the entire organization a vision and a course to follow. All employees inside a corporation must have distinct objectives and adhere to the organization's direction or mission. This vision can be provided by a strategy, which also keeps people from losing sight of the objectives of their organization.
Inspirational leadership is a highly creative and intrinsically interpersonal activity to which people positively respond. As a leadership style, it demands that leaders employ their strengths with effect, where behaviors and values are paramount and where trust is established. This structured program seeks to explore the personal traits that make leaders inspirational in the context of their organization's strategy and culture. It offers a learning experience in which tools and techniques are employed to build leadership capability and a strategic response to the challenges of the role.