Five-Day Business Process Innovation & Management

Format:

The course is presented as a combination of practical exercises in an instructor-led classroom environment (physical- or on-line classroom) Approximately 12 hours of practical exercises for the delegates to test each new tool or technique in the classroom environment. This workshop is split over two weeks due to the depth and intensity of training.

Pre-requites:

 At least two years of working experience  Business Analysis and Process Analysis experience would be advantageous  Knowledge of the SDLC would be advantageous

Audience:

Business- & Process Analysts as well as IT practitioners interested in innovating businesses, business areas, or selected business processes (practitioners whose goal it is to shift the organisation to a new level and apply a framework for structuring an organisational approach to process-centric change and continuous improvement) Also, the course is aimed at Analysts, Product Developers or any information systems or business professionals actively involved in producing a business requirements definition or process development or process improvement/ engineering. No Information Technology (IT) experience is required.

Training Calendar & Registration Download Course Information

Course Description:

If one looks at how he revolutionised the music industry you’ll see that he was able to first establish what people wanted and only then figured out how to give them what they wanted. People did not want a better experience at the CD Warehouse like a quicker way to find a cd OR have coffee while listening to the CD. Steve also realised that people did not necessarily want all the songs on a CD, but maybe only one. Steve was able to define their needs (“what”) described by the following user story:

  • As a music lover, I want one song and I want to buy it now (regardless of where I am, i.e. in my car at my home….) so that I can start listening to it immediately (and don’t have to wait for an appropriate time to drive to the cd warehouse).

  • Steve then looked at “how” he can enable these needs – he utilised design aspects (how) such as mobile devices, and cloud- & online payment solutions

  • Therefore, to effectively analyse any area of the business, the Business Analyst needs to understand the difference between what is required and how it will be implemented. This course focuses on ensuring that a Business/ Process Analyst understands the most appropriate modelling technique to define the accurate, complete, concise and complete business requirements (what) that are to be used as a basis for developing business solutions.

    We’re finding ourselves in the 4th Industrial revolution, therefore performing Business Process Analysis and Innovation without looking at automation opportunities is a nebulous exercise. So we ask ourselves what can we automate? We can automate process steps, we can automate the data on the move, we can automate the data at rest (Information Analysis).

    We, therefore, don’t just reengineer or create the TO-BE by merely looking at wastes (i.e. lean and six sigma) we need to look at automation opportunities, and specifically data on the move, data at rest, and the associated business rules.

    Reengineering the procedures only won’t yield the required benefits.

    Business Process Innovation & Management typically follows two stages, AS-IS Design (how it works today) and TO-BE Design (how it could work tomorrow). In between the AS-IS Analysis and the TO-BE Design, a key step involving discovering the What is involved (we discover the true needs and remove all other unnecessary steps). The TO-BE Design then involves adding the How (mobile devices, and cloud- & online payment solutions) to the What (As a music lover, I want one song and I want to buy it now (regardless of where I am, i.e. in my car at my home….) so that I can start listening to it immediately (and don’t have to wait for an appropriate time to drive to the cd warehouse)

    Businesses that have implemented our Business Process Innovation & Management (BPI&M) methodology are already seeing solid returns on their investment through improved productivity and efficiency along with a reduction in time and costs. By applying a business process management approach, companies can automate their manual processes and cross the boundaries between people, systems and technology.

    Format:

    The course is presented as a combination of practical exercises in an instructor-led classroom environment (physical- or on-line classroom) Approximately 12 hours of practical exercises for the delegates to test each new tool or technique in the classroom environment. This workshop is split over two weeks due to the depth and intensity of training.

    Pre-requites:

     At least two years of working experience  Business Analysis and Process Analysis experience would be advantageous  Knowledge of the SDLC would be advantageous

    Audience:

    Business- & Process Analysts as well as IT practitioners interested in innovating businesses, business areas, or selected business processes (practitioners whose goal it is to shift the organisation to a new level and apply a framework for structuring an organisational approach to process-centric change and continuous improvement) Also, the course is aimed at Analysts, Product Developers or any information systems or business professionals actively involved in producing a business requirements definition or process development or process improvement/ engineering. No Information Technology (IT) experience is required.

    Training Calendar & Registration Download Course Information

    Course Description:

    If one looks at how he revolutionised the music industry you’ll see that he was able to first establish what people wanted and only then figured out how to give them what they wanted. People did not want a better experience at the CD Warehouse like a quicker way to find a cd OR have coffee while listening to the CD. Steve also realised that people did not necessarily want all the songs on a CD, but maybe only one. Steve was able to define their needs (“what”) described by the following user story:

  • As a music lover, I want one song and I want to buy it now (regardless of where I am, i.e. in my car at my home….) so that I can start listening to it immediately (and don’t have to wait for an appropriate time to drive to the cd warehouse).

  • Steve then looked at “how” he can enable these needs – he utilised design aspects (how) such as mobile devices, and cloud- & online payment solutions

  • Therefore, to effectively analyse any area of the business, the Business Analyst needs to understand the difference between what is required and how it will be implemented. This course focuses on ensuring that a Business/ Process Analyst understands the most appropriate modelling technique to define the accurate, complete, concise and complete business requirements (what) that are to be used as a basis for developing business solutions.

    We’re finding ourselves in the 4th Industrial revolution, therefore performing Business Process Analysis and Innovation without looking at automation opportunities is a nebulous exercise. So we ask ourselves what can we automate? We can automate process steps, we can automate the data on the move, we can automate the data at rest (Information Analysis).

    We, therefore, don’t just reengineer or create the TO-BE by merely looking at wastes (i.e. lean and six sigma) we need to look at automation opportunities, and specifically data on the move, data at rest, and the associated business rules.

    Reengineering the procedures only won’t yield the required benefits.

    Business Process Innovation & Management typically follows two stages, AS-IS Design (how it works today) and TO-BE Design (how it could work tomorrow). In between the AS-IS Analysis and the TO-BE Design, a key step involving discovering the What is involved (we discover the true needs and remove all other unnecessary steps). The TO-BE Design then involves adding the How (mobile devices, and cloud- & online payment solutions) to the What (As a music lover, I want one song and I want to buy it now (regardless of where I am, i.e. in my car at my home….) so that I can start listening to it immediately (and don’t have to wait for an appropriate time to drive to the cd warehouse)

    Businesses that have implemented our Business Process Innovation & Management (BPI&M) methodology are already seeing solid returns on their investment through improved productivity and efficiency along with a reduction in time and costs. By applying a business process management approach, companies can automate their manual processes and cross the boundaries between people, systems and technology.

    Five-Day Business Process Innovation & Management

    Introduction

    Steve Jobs was a brilliant innovator as he could think outside the box. If one, however, analyses how Steve (maybe unknowingly) was able to be such a great innovator one realises its because he could separate what people want from how they get it.

    Course Outline and Learner Description

    Course Outline & learner outcomes:

    BABOK KNOWLEDGE AREA

    • Requirements Analysis And Documentation
      • Task: Analyze User Requirements
      • Task: Verify Requirements
      • Technique: Process/Flow Models
    • Requirements Elicitation
      • Technique: Document Analysis
      • Technique: Interface Analysis

    After completing this course the delegate will be able to:

    • Perform analysis (process- and information analysis) in a structured approach and know what deliverables are required i.e. Process models, Entity Relationship Diagrams (ERDs), Data Specifications- and dictionaries. Start analysing in a structured top-down approach using engineering disciplines
    • Understand the phases and deliverables within the Systems Development Life Cycle (SDLC)
    • Understand the difference between the traditional Waterfall approach to the SDLC vs the Agile approach
    • Understand the difference between the Business Requirements-, Functional- and Technical Specification
    • Getting support for your process initiatives
      • Aligning business processes with business strategy
      • Selecting processes for improvement
      • Define a Business Case for BPI Projects
      • Creating the process vision
      • Apply the Drivers to Corporate Culture Changeability to implement a change management plan for Business Process Management.
      • Understand the Implementation Issues surrounding BPI
    • Determine which models are the most appropriate to use, flow charts, data flow diagrams (DFD), entity relationship diagrams (ERD), functional decomposition, object orientation, narrative text etc.

    To summarise, the learner will be shown the purpose of any BPI&M program is to develop Business Process improvement as a key strategy and management tool capable of supporting the organisation’s Mission/Vision/Goals and Objectives. BPI&M’s goal is to dramatically improve the quality, availability, effectiveness and cost-effectiveness of Business processes. BPI&M is focused on completely Understanding the customer’s needs, identifying how best to meet those needs and then inventing the value stream of processes to get you there. It is also about looking at a continuous improvement programme post-implementation.

    The objective is to provide attendees with the necessary perspective, knowledge and skills to understand the essential elements and benefits of identifying the processes, mapping them, optimising them and implementing them so that they are effectively monitored, managed, controlled and improved.

    Concepts are taught with practical exercises which are performed in the classroom environment with the assistance of a skilled facilitator/ trainer.

    Each delegate will receive:

    • Training Material Hand-out
    • A case study example of the deliverables required from the analysis effort.
    • Certificate of Completion

    Who We Work With

    • AlexanderForbes
    • Rhodes
    • Bestmed
    • Anglo American
    • DataCentrix
    • Enviroserv
    • FirstRand
    • Sasol
    • FTP
    • MTN
    • Omnia
    • PEP
    • SABS
    • Sasol
    • StandardBank
    • SunCityResort