BPMInstitute.org also offers our world-class training at your location. Our instructors come to you.
As you know, training is the key to establishing a common vocabulary, developing the necessary skill sets and creating executive awareness.
Only BPMInstitute.org offers existing and custom training courses to ensure our training fits your needs.
Custom Courses: We customize courses to meet your specific requirements including lab exercises, training modules etc.
Through two-, three- or four-day courses, custom training ensures that employees become immediately productive. The introduction of new architectures, new methodologies, and best practices require a "hands-on" training approach to ensure that employees properly adapt. We can also define a complete multi-course training curriculum.
BPM 101: Introduction to Business Process Management
Presented by Tom Dwyer, VP Research, BrainStorm Group and Editorial Director, BPMInstitute.org or faculty
Course Description:
BPMInstitute.org defines Business Process Management (BPM) as the deliberative, collaborative, and increasingly technology-aided definition, improvement and management of a firm's end-to-end enterprise business processes in order to achieve three outcomes crucial to a performance-based, customer-driven firm: 1) clarity on strategic direction, 2) alignment of the firm's resources, and 3) increased discipline in daily operations.
BPM 101 is the first course of the BPM curriculum. It provides an overview of BPM as both a management discipline and as a set of enabling technologies, and establishes the foundation for the courses that follow. The course teaches the student the key concepts, terms, methodologies, techniques, and technologies in BPM. It describes what a process is, what process modeling, analysis and design are, and what process management is. It provides an overview of the tools and technologies used to support the BPM discipline including process modeling tools and a BPM platform known as a Business Process Management Suite. Students will learn about the practices and the technologies that are making "process thinking" a new approach to solving business problems and continuously improving organizational performance.
Presented by Tom Dwyer, VP Research, BrainStorm Group and Editorial Director, BPMInstitute.org or faculty
Course Description:
Modeling, analysis and design skills are essential to BPM success. In this course you will acquire a solid understanding of practical techniques for modeling, analysis and design.
The section of this lesson on modeling provides insight on how to depict business processes via maps and models in order to prepare for the analysis and improvement of business process performance. You will learn the significance of creating the right context for process modeling and the definition of clear boundaries.
The section on analysis examines various perspectives for analysis, including a focus on time, quality, and cost. You will learn the importance of concisely capturing process issues, methods of prioritization, and the value of impact analysis.
The section on design examines the properties of a good process, and outlines essential design principles. You will learn the key components of a solid process design, the pitfalls to avoid and the key elements in making the transition to implementation.
Analyzing the "As Is" and Creating the "To Be" Process
Presented by Daniel J. Madison, Owner, Value Creation Partners or Shelley Sweet, President, I-4 Process Consulting
Course Description:
Process mapping and analysis can be an extremely powerful diagnostic tool for your organization. By analyzing the flow of work and information you will not only find process issues, but also uncover structural problems, poor controls, and people issues. You will learn to tap into employee frustration to fix processes and get to the root cause of quality and timeliness issues.
In analyzing the "as is" process, five lenses of analysis are used. The five lenses of analysis are customer satisfaction, worker frustration, time, cost, and quality. Each lens reveals aspects of the process that are either working or not. Each lens is linked to a specific improvement methodology such as lean, six sigma, activity based costing, and reengineering. You will learn to use the appropriate tool based on the goal of your effort.
Often people are unaware that process design principles exist. Design principles are distilled best practices from world-class organizations. The author has identified 38 design principles from the past 15 years of research. These design principles apply to work flow, information flow, and job design. By using these powerful design principles, you will be able to create processes that are exceptionally fast, dramatically cheaper, and that produce very high quality products or services. Instead of automating a bad process, use the tools and techniques to dramatically improve a process. Learn to optimally combine process design principles and information technology.
Presented by Tom Dwyer, VP Research, BrainStorm Group and Editorial Director, BPMInstitute.org or faculty
Course Description:
Process measurement skills are essential to BPM success. In this course you will acquire a solid understanding of practical measurement techniques as applied to the analysis and design of business processes.
Determining what to measure and defining clear measurement criteria are at the basis of success in process measurement. This session presents key concepts and tools on the basic principles of process measurement, and how to apply these principles at both the organizational level and the business process level. You will learn how to apply process measurement to both the analysis and design of business processes, and what are the critical success factors and the pitfalls to avoid. Participants will practice key process measurement skills on case studies and apply these to their own organization through connections exercises.
Establishing Business Process Governance and Centers of Excellence
Course Description:
As process management begins to blur the traditional boundaries of the organization, a more transparent and accurate decision making process is necessary.
This course builds a comprehensive understanding of how to best address this challenge with a focus on developing a firm understanding of the emerging roles of process owner, process council, and the process office.
This course develops the essential elements that are needed to successfully justify, launch and to then evolve the process office in your organization. It will describe the mission and charter for a Center of Excellence (CoE) and present advice for successfully establishing a CoE.
Emphasis on establishing credibility and delivering tangible value shapes the basis for the session.
Presented by Michael Melenovsky, Editorial Board Member, BPMInstitute.org
Course Description:
Embracing a set of methods and standard approaches are critical for accelerating BPM adoption across an organization. This advanced course is designed to expose the student to a broad array of methods used during different phases of a BPM program. The course is also is meant to demystify much of the hype around using Six Sigma and Lean while managing business processes. Throughout the course case studies are presented to guide the student through the best use of approaches such as iterative and water-fall, and techniques such as the use of work-out-sessions and face-to-face interviews. The course places special emphasis on business-facing process discovery, modeling, simulation, and deployment techniques. The goal is to instill confidence within the student regarding where and when to best apply any given method or tool. Since the course is focused on process management methods the student should have a basic understanding of BPM prior to attending. This basic understanding can be obtained by attending BPM 101.
Using BPM Discipline with Six Sigma & Lean Methodologies
Presented by Marvin Wurtzel, President, Marvin M. Wurtzel & Associates, Inc.
Course Description:
To provide students the ability to create a Customer focused – Process Enabled Enterprise. Thisrequires a business process framework, established enterprise architecture, creating "real-time" business intelligence, and a link between continuous improvement projects and key business processes. Most businesses need to evolve from a bottoms-up Six Sigma (DMAIC) approach, to a strategic framework that will set the foundation for growth, accountability, and performance management.
We teach you apply Business Process Management to build the framework that creates strategic alignment. We help you to identify metrics for the business processes that are aligned with business goals. Then your organization can identify performance gaps that have a major impact on the customer experience and on achieving desired business results. Six Sigma methodology can then be applied to prioritize the critical projects and close the gaps.
Business Process Management includes a set of tools to document, measure, assess/monitor, and control processes. It establishes ongoing accountability for managing entire cross-functional processes to satisfy customer Critical to Quality (CTQ's) and process goals, and explicitly ties the results of the Key Process Indicators (Y's) to the strategy of the organization.
Presented by Bruce Silver, Principal, Bruce Silver Associates
Course Description:
Traditionally, process modeling has relied on proprietary tools and methodologies, raising the cost and limiting shared understanding. Today we have a widely accepted standard for process modeling, the Business Process Modeling Notation (BPMN) from OMG, with near-universal adoption by modeling tools. BPMN looks a lot like traditional swimlane diagrams, but adds powerful new features that allow exception handling – the hidden cost of real-world business processes – to be modeled explicitly in the diagram.
This course shows process modelers how to use BPMN correctly and effectively - to document existing processes, to analyze and improve processes, and even to collaborate with IT in executable process design. Creating “effective” models - those that stand on their own, clear and complete from the diagram alone, without accompanying explanation - depends on more than knowing the catalog of BPMN shapes and symbols. It requires understanding BPMN’s hidden assumptions about basic concepts - What exactly is a process? What do sequence flows and message flows really mean? What does BPMN mean by starting, completing, sending, and receiving? You won’t find the answers in the BPMN spec, but they are critical to using BPMN effectively.
But that alone is not enough. Effective modeling also requires a methodology, starting from a blank page and progressing to a complete diagram. And it requires a style guide, a set of rules and best practices for making diagrams clear from inspection. This course provides those as well.
How do you manage business transformation? Is there a one-size fits all approach or do you need a set of tools? What is a best-practice approach to managing process change today? From Improvement to Reengineering, this course will cover the major methodologies used to implement process transformation and examine the challenges, benefits and risks of each approach. A strategic framework for developing a business transformation roadmap and planning process change will help students be prepared to manage change efforts in their businesses.
Advanced Facilitation Skills for Process Improvement Projects
Presented by Tammy Adams, Managing Partner, Chaosity LLC
Course Description:
People are key to process improvement. Not only are they the holders of knowledge about how processes work, where they fail, and how they could be made better; they are also the determining factor in whether the resulting changes are adopted or rejected. For these reasons, learning facilitation skills to better elicit information, guide group discussion, and lead process improvement work sessions are crucial. Good facilitation helps the team to draw on its' knowledge, wisdom, and experience to build better quality solutions.
Whether you are running a large-scale cross-organizational improvement effort, implementing a green belt project, or incrementally improving how your department works, you’ll benefit from this 1-day workshop led by Certified Professional Facilitator Tammy Adams. She will provide specific techniques and associated "Do's and Don'ts" for both face-to-face and virtual meetings that you'll be able to immediately apply to significantly improve your projects.
Developing Business Process Models in the Real-World
Presented by Ken Orr, Founder and Chief Scientist, The Ken Orr Institute
Course Description:
This course is intended to provide the student with a clear understanding of the nature of business process modeling in real-world situations. The seminar itself deals with real-world problems and how to express/document them so that users, business analysts and IT developers can all come to a similar understanding of what both the as-is and the to-be business process models are. Following such leaders in business process modeling as Rummler-Brache, Mr. Orr provides the student with hands-on experience in developing a series of diagrams from specifically developed case study information. In the seminar, Mr. Orr takes the basic business process diagramming techniques and shows how they can best be used in working with end-users and managers in a step-by-step approach. Finally, Mr. Orr will share with the students his view of how business process management fits with business architecture, data architecture and application architecture (service-oriented architecture).
Presented by: Deborah Turturici, Senior Business Architect, Collaborative Consulting,
Marilyn Martin: Director Business Architecture Practice, Collaborative Consulting and Carrie Manzella: Business Data Architect, Collaborative Consulting
Course Description:
Change is the heart and soul of business optimization. Yet many business optimization initiatives struggle in achieving success and up to 70% fail for one key reason – a failure to recognize and manage the impact of the changes on the organization. This training class introduces participants to different concepts of organizational change management and provides strategies for mitigating organizational risks for any initiative. Through practical examples, case studies and exercises, participants will take away a clear understanding of the dynamics of organizational change, and a toolkit of pragmatic change management practices for their projects and organizations.
Presented by David Heidt, Managing Partner, Enterprise Agility
Course Description:
What does Business Architecture mean to your organization? Most organizations lack a well articulated blueprint of their business. While everyone can see their small piece of the puzzle, no one has visibility into the enterprise as a whole. This in turn constrains the organization’s collective ability to visualize the root cause of critical issues and rapidly craft viable solutions. To address this lack of enterprise visibility, organizations must be able to visualize their business through formal business architecture.
How do you enable a business architecture to create value for the organization? What pieces need to be in place to ensure its success? What skills and techniques need to accompany a successful BA effort? These questions and many others need to be carefully considered while embarking on the journey of creating a business architecture within your organization.
An organization’s business model, goals, organizational structure and other constraints need to be considered when looking at how business architecture can become a value added, business focused discipline within the organization. This course addresses these questions and considerations by discussing business architecture fundamentals and the array of different ways that today’s organization’s moving ahead with their BA efforts.
Students are provided a perspective on the various goals, approaches and components of a business architecture. Take-aways include insight into a how organizations have measured the value and maturity of a BA and potential roadmaps for increasing BA maturity.
Presented by Ralph Whittle, Co-Author of Enterprise Business Architecture: The Formal Link between Strategy and Results
Course Description:
The Building a Business Architecture Using Value Chains and Value Streams class describes an approach and method for building an architecture of the business. It explains how to build and integrate your customer centric cross-functional processes, sometimes called value streams or capabilities, with the IT architectures and the value chains found in the corporate strategy. It formally captures your intellectual capital in an “architectural type” blueprint or model of the business that is available for strategic and tactical analysis. Consequently, the business and IT teams can work in harmony with the insight gleaned from the Business Architecture to create higher profits, superior customer service and a competitive advantage for their enterprise.
The Business Architecture is the parent logical architecture and nexus from which one can unite, derive and integrate all of the architectures of the enterprise in a formal and disciplined manner. These include the IT, Security and Organization Architectures. One can also use the very same BA to direct and guide process design/improvement, software development, and package configuration initiatives, resulting in higher levels of efficiency and lower levels of rework in any software or systems life cycle. Guided by the strategy, this new and expanded view of the enterprise provides keen insight into innovative thinking, thereby improving enterprise performance.
Presented by Ken Orr, Founder and Chief Scientist, The Ken Orr Institute
Course Description:
Data Architecture for Business Architects is a class based on some of the leading edge thinking of some of the leading researchers both outside and inside Wells, Fargo. This course addresses an integrated way of talking about (modeling) Business Value Chains, Value Streams and Business Processes and Information (Data) Architecture. More and more, organizations are taking these ideas and applying them to their organizations to help improve the basic their business processes and providing a roadmap for working with their IT organizations to come up with improved IT systems to enhance their business processes. “Data Architecture for Business Architects” is a course intended to provide a framework for those working on the business side to analyze and structure the business needs in a more structured and coherent manner.
The course outlined is a 1 day course developed expressly for Business Architects to help them analyze their (current (as-is) and future (to-be) business architecture (including: business value chains, stakeholders, value streams and business processes) and data architecture (overall semantic data architecture, individual data architecture components.
Business Architecture / IT Architecture Alignment: Cross-Disciplinary Alignment Strategies for Business & IT
Presented by William Ulrich, President, Tactical Strategy Group, Inc.
Course Description:
Most organizations lack a well articulated blueprint of their business. While everyone can see their small piece of the puzzle, no one has visibility into the enterprise as a whole. This in turn constrains the organization’s collective ability to visualize the root cause of critical issues and rapidly craft viable solutions. To address this lack of enterprise visibility, organizations must be able to visualize their business through formal business architecture. Yet, this is only one piece of the puzzle.
Just as the business functions within a series of silo-based vacuums, information technology implements various aspects of the business within a parallel series of silo based application and data architectures. Where there is no blueprint of a business, there is no corresponding blueprint of how the business relies on and is intertwined with IT architecture. As a result, it is difficult to determine the impact of key decisions, deploy cross-functional initiatives, optimize key resources and funding, and streamline communication and deployments between business and IT. Strategic and tactical requirements drive solutions that are then reflected in the future state business architecture. The future state business architecture, in turn, allows IT to more concisely articulate the future state IT architecture. Business and IT can then craft a collaborative approach for keeping business and IT synchronized through various business / IT transformations.
Presented by: Tom Dwyer, Vice President, Research, BrainStorm Group and Editorial Board Member, SOAInstitute.org
Course Description:
Recent tactical success in the utilization of Web services has brought renewed attention to a strategic commitment to Service Oriented Architectures (SOA). Early adopters have been investing in SOA for the past five years but now the development of more rigorous methodologies and technologies, and the maturing of standards, are making SOA accessible to everyone. SOA is an example of a software architecture. It can be defined as a software design and implementation methodology for creating loosely coupled, coarse-grained business services. These business services can be independently developed and combined into higher value business processes.
This course starts with an explanation of the business drivers for SOA including selected vertical industry initiatives. It will explain the basic concepts of SOA, including business services, a service contract, a service registry and an enterprise service bus. It will describe SOA Governance, Management and Security - and their role in designing SOA for the enterprise. It will introduce SOA design and development using a model-driven methodology and the process of creating composite applications. It will explain strategies for successfully deploying SOA - including example case studies - to demonstrate the benefits, costs, and risks of the SOA approach. Lastly, it will review approaches to expanding SOA throughout an enterprise.
Presented by Alex Rosen, Vice President, Enterprise Architecture Solutions, MomentumSI
Course Description:
Defining a Service Oriented Architecture (SOA) is the current challenge of many enterprise IT organizations. The emergent popularity of Web services, and the ease of implementation, has muddied the waters, as many have adopted an incremental approach to SOA via Web services, without first thinking through the larger architectural issues. This course sets the context for describing an SOA from an architectural perspective, coming to grips with the reality of this emerging technology, and providing a detailed understanding of the elements that comprise SOA, as well as techniques and practices for creating organization-wide software integration solutions using SOA concepts.
Service Oriented Integration: Standards, Technologies, and Best Practices
Presented by: Max Dolgicer, Managing Director, International Systems Group (ISG), Inc.
Course Description:
IT managers have been under increasing pressure to migrate a portfolio of independent "stovepipe" applications to an integrated set of business services that can be aligned with changing business requirements and support new business processes faster and with reduced cost. Today, corporations have to choose from a number of integration products such as Integration Brokers, J2EE Application Servers, and Web Services tools – that have quite different capabilities, never mind different architectures and standards. However, these tools address only partially the challenges that corporate IT is facing: how to systematically and efficiently build and integrate applications using a unified approach, unified architecture and - where feasible – a single platform for application development and integration.
Service Oriented Architectures promise to improve every aspect of integration. Seamless B2B interactions, allowing companies to establish new business relationships and processes without the tedious grunt work that is usually involved when incompatible applications need to exchange information. The same should be true for integration behind the firewall, where legacy systems and packaged applications can now interoperate using standardized interfaces and protocols.
Presented by: Mike Rosen, Editorial Director, SOAInstitute.org
Course Description:
Service Oriented Architecture (SOA) has emerged as the dominant architectural style, especially for enterprise solutions. The potential benefits of SOA in terms of flexibility, agility, cost, and time to market have secured its position, and most software organizations are planning to or are currently adopting SOA. But is the marketing hype just setting up SOA to deliver another major disappointment (remember ERP, BPR, Objects, Components)? Gartner is already reporting that SOA has entered the dreaded “Trough of Disillusionment”. Well,…Not if we can help it!
Most of the organizations that we see are struggling with a few major questions regarding SOA.? For example, what is the relationship between BPM, Business Rules and SOA? Where does one leave off and another begin? And, more importantly, What makes a good service? How do you design service interfaces?? How big should a service be? What are the important characteristics of a service? What are the different types of services and the relationships between them? How do services fit into end-to-end enterprise solutions?
Business Rules and BDM 101: Incorporating Business Rules and Decisions into BPM, BDM and SOA
Presented by Larry Goldberg, Managing Partner, Knowledge Partners International & Barbara von Halle, Founder, Knowledge Partners International
Course Description:
This intensive business rule tutorial is specifically targeted at both non-technical and technical audiences and is excellent for entire project teams. Attendees may be those involved in purely business-oriented business rule projects or projects targeted for system development. Aimed at project managers and key project people, this tutorial is the fastest and simplest way to get started on a business rules project, following KPI’s acclaimed STEP approach to business rules. It is the only business rules course supported by a step-by-step reference book and based on the industry standard KPI Rule Maturity Model (RMM). The course introduces the discipline of Business Decision Management where business rules are managed in the context of Business Process Management. Organizations need not purchase any new software (rule repository software or business rule engine software) to produce the deliverables in this course. This course is deliberately integrated with and references the BPMInstitute.org course that focuses on Business Process Management using this approach: “BPM with a Business Decision Management Approach: integrating business rules with business process in a comprehensive approach to Business Requirements.”
Presented by Larry Goldberg, Managing Partner, Knowledge Partners International
Course Description:
This tutorial provides a powerful way to enhance existing models-based Business Requirements methods – adding a new model called the Decision Model to the catalog of business requirements. This significantly improves requirements in classic waterfall, unified method projects, and Agile Methods. The course is deliberately integrated with and references the BPMInstitute.org course that focuses on “Business Rules 101: Incorporating Business Rules into BPM, BDM and SOA”. This intensive business rule tutorial is specifically targeted at both non-technical and technical audiences and is excellent for entire project teams. Aimed at business analysts, business engineers, testers, project managers, key project people, and business- and solution-architects. Developers concerned with the quality and alignment of their code with requirements would find it valuable. The course also includes material for the serious Agile method team.
This tutorial begins with a review of – if you have attended the BR101 course – or an introduction to the Decision Model, a platform-, and technology-independent model of business rules. You will learn that the Decision model:
Modernizing Requirements Gathering: Reshaping the Approach to Business Analysis
Presented by David Heidt, Managing Partner, Enterprise Agility
Course Description:
Today's conventional approach to requirements analysis and engineering is limited in its value as organizations attempt to address demands for increased innovation, rapid product and service rollout, outsourcing and new technology enablers such as BPMS, business rules engines and SOA.
Additionally, the agile development movement and IT-centric methods for analyzing and designing software solutions don't accurately represent how business processes, rules, events, knowledge and human to system interaction fit together. This prevents the creation of a cohesive business solution design that can be understood by the business analysts and their stakeholders.
The inability to preserve business concepts throughout the business/IT change lifecycle leaves the business community to continually rely on their IT counterparts to understand the details of how their business operates, resulting in a cycle of rework that is incompatible with agility.
This one-day course provides students with an introduction to defining requirements and representing business behavior scenarios at a level above technical software designs. It provides business analysts a way to make a transition from their "go-between" role for business and IT to a valued advocate for the business that has an instrumental role in designing key aspects of a business solution with a service-based product mindset.
Advanced Process Management Principles – Key to Sustainability
Presented by Andrew Spanyi, Managing Director, Spanyi International, Author of More for Less: The Power of Process Management and Business Process Management is a Team Sport: Play It to Win!
Course Description:
What do leaders want? In a word – RESULTS! And that is precisely what process management can deliver when practiced at the enterprise level.
BPM is not just about technology. It is first and foremost about improving organizational performance. Major initiatives will only be optimized if senior leaders are engaged in applying process management principles and practices at the enterprise level. To make this happen, as many practitioners have learned, requires transforming traditional thought models and behaviors to look at the value that the business creates for customers systemically.This is easier said than done.
This is an advanced course and will be of most value to those participants who have a strong base of practical experience. This interactive workshop presents essential principles from a non-technical perspective with a focus on management behavior.
The session will address specific business practices needed to optimize results in the definition, analysis, design and implementation of process improvements as well as for ongoing process management. It will examine what is needed to create executive engagement and enthusiasm, and illustrate what actions are needed by the senior team to leverage organizational capability through business process thinking.
Presented by Jim Rhyne, Software Renovation Consulting
Course Description:
Is your enterprise defining a business transformation led by value chain analysis or a balanced scorecard? Are you having trouble finding data to serve as measures? Are you missing business data from your warehouse? These are symptoms of missing business information architecture. Business information architecture is an aspect of a business blueprint. It defines and relates the terms that business people use to talk about business information, and it ties those terms to the logical data architectures defined by IT people.
Business information architecture provides a common vocabulary of business information terms within the business architecture, across multiple lines of business and between business and IT. It allows a direct analysis of the information transformations needed to support a business transformation initiative. The linkages between terms in the vocabulary provide support for information impact analysis. The vocabulary can also be linked to other aspects of the business architecture such as business processes, business capabilities, organization, value chains, and so forth. Such linkages support a more thorough analysis of transformation impact. Finally, the vocabulary can be linked to IT information models, allowing the business and IT organizations to jointly plan for change. In addition, this linkage can be used to identify information needed for business but not provided, and information provided but not needed.
The course will introduce the primary components of business information architecture: the formal definition of the vocabulary and the linkages to other aspects of the business architecture. Examples are used to illustrate the methods for the creation of the business information architecture and for keeping it synchronized with the evolution of the business.
Presented by Tom Dwyer, Vice President, Research, BrainStorm Group and Editorial Board Member, SOAInstitute.org
Course Description:
Enterprises large and small are drawn by the advantages of Cloud Computing – e.g. pay-for-use, self-service, elastic scalability and the elimination of hardware management – resulting in very low barriers to technology bentry and exit and high agility. Significant innovations in virtualization, and distributed computing, as well as improved access to high-speed Internet and a weak economy, have accelerated interest in Cloud Computing. Cloud Computing is a style of computing in which dynamically scalable and often virtualized resources are provided as a hosted service over the Internet i.e. the cloud. These services are broadly divided into three categories: Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS) and Software-as-a-Service (SaaS). Users need not have knowledge of, expertise in, or control over the technology infrastructure in the "cloud" that supports them. The goal of cloud computing is to provide easy, scalable access to computing resources and, IT and business services.
This course starts with the definition of Cloud Computing and an explanation of the business drivers for it, including use cases and selected vertical industry initiatives. It will explain the basic concepts of Cloud Computing and the three categories: IaaS, PaaS and SaaS. It will describe Cloud Service Governance, Management and Security – and their role in designing Cloud Computing for the enterprise. It will introduce Cloud Computing design and development using a model-driven methodology and the process of creating Cloud Services. It will explain strategies for successfully deploying and managing Cloud Computing – including example case studies – to demonstrate the benefits, costs, and risks of the Cloud Computing approach. Lastly, it will review approaches to expanding Cloud Computing throughout an enterprise.
Presented by Shelley Sweet, President, I-4 Process Consulting
Course Description:
Simulation provides an inexpensive way of experimenting with a real process to see how changes in roles, steps, flow, and environment impact process efficiency, customer value, and costs. Simulation can help with
Identifying how bottlenecks effect workflow
Feasibility analyses
Creating a business case for which improvements to do first
Looking at constraints in a process
Conducting cost-benefit analysis
Prototyping the future state process
Testing implementation without disrupting the real environment
This course uses a live simulation and a computerized simulation as laboratories for participants. The live simulation enables us to see what happens in the real world – how delays, interruptions, customer inquiries, meetings, schedules, forms, and the physical environment impact processes. Participants, much like real employees, act as observers and make recommendations for change.
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