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.

BPM 102: Getting the Most Out of BPM Tools and Technology

Presented by Tom Dwyer, VP Research, BrainStorm Group and Editorial Director, BPMInstitute.org or faculty

Course Description:

In addition to a management discipline, BPM also provides a wide array of tools and technology. They not only allow a professional to document and analyze a company’s process requirements, but also provide a software platform for continuous process improvement.  These range from software for process modeling and simulation analysis to business rule definition and management, workflow automation, application integration, and business activity monitoring. Increasingly, these tools are being collected in unified BPM Suites (BPMS) that provide a complete cycle of process modeling, execution, and performance management – with no programming required!

This lesson builds on the previous day for those interested in the technology side of BPM. It explains the basics of BPM tools and technology and shows the student how to get the most out of their capabilities to improve the business. It also explains how these tools work together in a BPM Suite, best practices for matching the right set of tools to a company’s specific BPM needs, and which BPM Suite offerings are best suited for specific types of processes. The student will quickly understand the key features and benefits of tools for:

• Process modeling and simulation
• Process design
• Workflow management
• Business rule management
• Application integration and service orchestration
• Performance management, including business activity monitoring

Process Modeling, Analysis and Design: As Is, To Be

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.

Process Measurement and Metrics

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.

Methodologies and Approaches for BPM

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. This requires 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.

Process Modeling With BPMN

Presented by Tom Dwyer, Vice President, Research, BrainStorm Group and Editorial Director, BPMInstitute.org or faculty

Course Description:

The Business Process Modeling Notation (BPMN) is a standard for business process modeling, and provides a graphical notation for specifying business processes in a Business Process Diagram (BPD), It is based on flowcharting techniques similar to activity diagrams from the Unified Modeling Language (UML). The objective of BPMN is to support business process management for both technical users and business users by providing a notation that is intuitive to business users yet able to represent complex process semantics. The BPMN specification also provides a mapping between the graphics of the notation to the underlying constructs of execution languages, such as Business Process Execution Language (BPEL).

The primary goal of BPMN is to provide a standard notation that is readily understandable by all business stakeholders. These business stakeholders include the business analysts who create and refine the processes, the technical developers responsible for implementing the processes, and the business managers who monitor and manage the processes. Consequently, BPMN is intended to serve as a common language to bridge the communication gap that frequently occurs between business process design and implementation.

This course starts with the definition of BPMN, an explanation of its history and the principles behind its design. It then explains two groups of elements, including use cases and selected examples. Students are presented exercises and required to use a BPMN modeling tool to create the exercise answers.

Managing Process Change: Improvement through Transformation

Presented by: Brett Champlin, CCP, CDMP, Past President, Association of BPM Professionals

Course Description:

How do you manage business process change? 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 planning process change and developing a business transformation roadmap will help students be prepared to manage all of the change initiatives in their businesses whether they are tightly focused operational improvements or strategic, large scale multi-phased programs.

Advanced Facilitation Skills for Process Improvement Projects

Presented by Tammy Adams, Managing Partner, Chaosity LLC

Course Description:

Advanced facilitation skills are crucial to lead a team through improving a process and building consensus around change. During large-scale change it is important for all parties to reach a shared understanding of the purpose, objectives, scope, processes and improvements being implemented. While this can occur via multiple presentations and iterations, creating these deliverables through a series of collaborative work sessions ensures that you get agreement, commitment and support as you go.

This course is all about how to facilitate teams (virtually and face2face) through various deliverables needed to identify and implement change. Tammy Adams, Certified Professional Facilitator, Certified Quality Manager and author, will provide tips and techniques that you can immediately apply to your projects. These techniques will accelerate progress while building ownership of results.

Organizational Change Management

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 an opportunity to experience analyzing an organization’s optimization requirements for developing a change management program. 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.

BA 101: Introduction to Business Architecture

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.

Building a Business Architecture

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.

Data Architecture for Business Architects

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.

SOA 101: The Foundation for Cloud Computing

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.

SOA for Architects

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.

Designing Service Oriented Solutions

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. The course introduces the discipline of Business Decision Management (BDM) where business rules are managed in the context of Business Processes. 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 Rules driven Business Requirements: using the Decision Model to enhance business requirements based on business models and model based testing.”

Business Rules Driven 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.

Business Information Semantics & Rules

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.

Using Simulations to Increase Process Efficiency

Presented by Shelley Sweet, President, I-4 Process Consulting

Course Description:

Organizations always need to figure out how to do more with less. They need to be more productive with fewer people or scale to meet higher volume levels. There are many ways to optimize resources, increase services or production, and impact the bottom line. This course will show you how to streamline processes in service, office, engineering and production environments by 50-150%. Simulations give you the tools to test different models to determine the effectiveness and efficiency of each.

This program will help you find opportunities to reduce cost and increase revenue for your own organization. The learning experience will be active and hands-on. Using an office simulation scenario, we will identify wastes– at specific steps, in between steps, and those due to unclear accountabilities. Many of these wastes are not easily visible, but reduce process efficiency by 70%. Then we will use a Business Process Management computer simulation and test different models to see which wastes we confirm and which new ones we find.

Developing Process Improvement Initiatives with Your BPMS

Presented by Michael Lim, Managing Partner, Magnolia Consulting Group

Course Description:

Are you realizing the promise of BPM and of your BPMS investment? Many companies expected that purchasing a BPMS tool would facilitate the transformation to a process-centric organization by instigating a series of process improvement initiatives. Unfortunately, a majority of companies are not seeing this promise and need best practices to make the goal a reality. In this course you will learn how the tools can be used to help develop a corporate BPM Initiative.

The course introduces the three pillars that define BPM and how to leverage an initial investment to implement a successful project. Moreover, it will review, in detail, how to transform a BPM project to an initiative. The course leverages customer case studies and surveys to uncover the current state of BPM. It will introduce six principles to achieve successful BPM Initiatives. This interactive course will form teams and define how to create a Process Initiative based on these new principles.

Business Decision Maturity Model (BDMM): The Executive Tool for Achieving Organizational Business Decision Maturity

Presented by Larry Goldberg or Barbara von Halle, Managing Partners, Knowledge Partners International

Course Description:

This course is specifically for business and I/T executives and architects interested in aligning business objectives with optimum business decision management practices. Its premise is that “The quality of a business is related not only to the quality of its business processes and software infrastructure but also to the quality of the business decisions that drive both of these."

Business Decision Management itself is gaining momentum, according to Harvard Business Review (Tom Davenport, “Make Better Decisions,” HBR, Nov 2009).

The course begins by explaining the critical nature and implications of business decisions on the integrity, success, and survival of a business, both in normal and chaotic times. After explaining the three characteristics that contribute to the business value of a business decision, the course introduces the BDMM. The BDMM defines the maturity levels for the process of managing important business decisions, in software and otherwise.

Map, Analyze, Improve Your Process: A Learning Lab

Presented by Shelley Sweet, President, I-4 Process Consulting

Course Description:

If you are wondering how to focus your BPM efforts this course is for you. Process modeling can take 6 months and the analysis another 6 months after that. But it doesn’t have to. This course demonstrates a structured approach that gets results faster and more effectively. You will learn how to find and work with a sponsor, how to use two guiding lights to keep you on track with your improvement objectives, and how to get the right cross-functional team to participate and work toward a common goal. This course is a learning laboratory where you will practice-- mapping your as-is process, selecting the right analysis tools for your efforts, redesigning an improved to-be process using 17 critical rules, and how computer simulation will help you in your recommendations. This structured approach will accelerate your BPM effort and significantly increase the likelihood of successful implementation. The approach focuses your efforts and lets you know what is required for every process, what the specific needs are for your process, and what is just nice to have.

This course is oriented to individuals or teams who will be engaged in modeling and analyzing processes in their organization. It provides a structured methodology for process mapping, analysis, and improvement expressed in a basic form of BPMN easily understood by business users. It is closely aligned with other BPM Institute offerings in process modeling, measurement, analysis and design . Today, use of software tools is essential for sharing, preserving, and reusing the maps and analyses you create, and for aligning business and IT. We discuss different tools in the training, and you can use them in exercises in class.

Moving Up the BPM Maturity Curve

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:

If you are wondering how to focus your BPM efforts this course is for you. Process modeling can take 6 months and the analysis another 6 months after that. But it doesn’t have to. This course demonstrates a structured approach that gets results faster and more effectively. You will learn how to find and work with a sponsor, how to use two guiding lights to keep you on track with your improvement objectives, and how to get the right cross-functional team to participate and work toward a common goal. This course is a learning laboratory where you will practice-- mapping your as-is process, selecting the right analysis tools for your efforts, redesigning an improved to-be process using 17 critical rules, and how computer simulation will help you in your recommendations. This structured approach will accelerate your BPM effort and significantly increase the likelihood of successful implementation. The approach focuses your efforts and lets you know what is required for every process, what the specific needs are for your process, and what is just nice to have.

This course is oriented to individuals or teams who will be engaged in modeling and analyzing processes in their organization. It provides a structured methodology for process mapping, analysis, and improvement expressed in a basic form of BPMN easily understood by business users. It is closely aligned with other BPM Institute offerings in process modeling, measurement, analysis and design . Today, use of software tools is essential for sharing, preserving, and reusing the maps and analyses you create, and for aligning business and IT. We discuss different tools in the training, and you can use them in exercises in class.

Understanding Cloud Computing and Its Value Proposition in BPM

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.

The concepts and technologies of Cloud Computing can be applied to BPM to lower the barriers to its adoption. Those barriers to BPM adoption include cost, resource availability, technology limitations and company culture.

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 the concept of "BPM in the Cloud", explain its value proposition and describe an approach for deployment. 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.