Module 1: The Context for Business Processing Modelling

What is business process modelling?
• Why model business processes?
• Benefits of carrying out process modelling

Importance of modelling business processes
• Comparing the functional and process views of organisations
• Enabling business improvement and refinement
• Facilitating large-scale system changes and integration

Creating effective process models
• Performing detailed analysis
• Modelling the as-is process
• Identifying improvements and the to-be process
• Involving stakeholders in process modelling

Creating a hierarchy of business processes
• Organisation
• Process
• Task

Process modelling and Business Analysis
• Supporting requirements engineering
• Reinforcing the business case
• Helping with downstream testing

Module 2: Using an Organisational model for processes
• The strategic context for business processes
• Mapping process relationships
• Building an organisational view of processes
• Delivering value to customers and the value proposition

Module 3: Modelling Business Processes

Business process modelling techniques
• Identifying actors
• Specifying the start and end point in the process
• Clarifying tasks, process flows, rules, and decisions

Modelling the as-is business process
• Events that trigger business processes
• External business events
• Internal business events
• Time-based business events

Identifying outcomes from business processes
• Timelines for business processes
• Business process measures
• Internal measures
• External measures

Module 4: Documenting Tasks

Identifying tasks
• One person, place, and time
• Documenting steps to complete the tasks

Documenting business rules
• “If … then … else” statements
• Decision tables
• Decision trees

Measuring task performance

Module 5: Evaluating and Improving Business Processes

Identifying problems with the as-is business processes
• Measuring performance: time, quality, and resource usage/cost
• Determining target and actual values
• Aligning with corporate strategy and tactics as well as customer needs

Improving the process
• Using problem diagnosis techniques
• Process improvement techniques

Modelling the improved process
• Checking for quality and completeness
• Supporting development of the Requirements Catalogue

Module 6: Transitioning to the “to Be “Process

Implementation strategies
• Creating a pilot
• Deploying implementation strategies

Planning the transition
• Simulating and refining the to-be process
• Estimating resource usage
• Realising benefits

Decommissioning the as-is process
• Supporting the transition
• Enabling cultural change
• Supporting stakeholders through the change process
• Sustaining continuous improvement