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About KCI

Professional Services Firm
About KCI


Courses

Courses (71)

KCI provides applied management and professional development education in several disciplines. The extensive Portfolio of Seminars addresses a variety of business interests and needs. We provide various seminars and courses for public and in-house training.  These courses are focused on contemporary topics, issues, and skills needed by many organizations. Our courses are designed to provide a broad understanding and clear application focus for all participants.

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KCI On-line Courses

KCI On-line Courses (0)

KCI offers a series of on-line courses with very experienced professionals and educators to facilitate the best knowledge transfer of real-life experiences.  The courses offer tremendous insights into contemporary approaches to the areas of your interest.

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Course Experts

Course Experts (2)

KCI has various industry experienced and knowledgeable course instructors providing you with insights, tools, and techniques to improve your personal skills. 
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Business Analysis

Business Analysis (12)

Business analysis depends on the successful application of applying different types of analytics: financial, quantitative, and descriptive (qualitative).

KCI's courses are focused upon building the skills necessary to operating within an organization utilizing any of one of these skills.

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Information Technology (IT)

Information Technology (IT) (20)

Today's Information Technology (IT) and Management Information Systems (MIS) environments have to address the management of the entire organization's environment as a collection of interacting automated/manual information systems.  These systems are so critical to the "digital" organization that KCI has a series of courses designed to provide a comprehensive understanding of the key elements needed to manage IT or MIS.

Some of these offerings can be packaged into a designed certification program for your organization.

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Process Management

Process Management (6)

Process performance and improvement are two keys in improving an organizations's operations. They form the basis of efficiently and effectively delivery of both product and service to customers. Various approaches are used to accomplish focus on process performance and improvement.  Somoe of the areas include: process analytics, process modeling and mapping techniques, process management and project organization. 

KCI's course offerings provide the understanding which approaches provide the foundation for developing, implementing or improving an organizations' business processes and its overall performance.

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Enterprise Performance Management

Enterprise Performance Management (4)

Performance of the organization depends on setting direction and then executing to meet that direction. Organization or enterprise performance management includes the skills an disciplines you need to do both. Strategic business thinking is required to enable an organization to properly understand, assess, and make decisions on both direction and execution. Additionally major usage of technology, skills and policies will impact the organizational performance.


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Auditing and Risk Management

Auditing and Risk Management (3)

Auditing and risk management is a very critical element of maintaining today's organization. In the ever-changing business environment, encountering risk is inevitable. The ability to manage these increasingly significant risks now represent the difference between a thriving organization and one that is struggling to deal with the challenges facing it.  

KCI offers different courses focusing on practical forms of auditing and risk management approaches.  

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Architecture

Architecture (22)

Understanding the structure of an organization today means understanding  the relationships between the various elements of the organization, its partners, or other businesses. Each organization utilizes different viewpoints that are part of the normal operations of running the organization.  Looking at it from an architectural perspective, it may include: the business environment, the perceived market needs, product / service architecture, the process architecture, and supporting architectures. 

KCI courses address builiding the understanding of how to integrate these architectural perspectives.

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Process Management Certification:

Process management today has taken on an important place in improving the enterprise. Regardless of the approach to management and the use of management disciplines, processes remain at the core of the organization and its capability to deliver goods and services. These courses are directed for personal and staff development in the area of process management. Linking process performance to strategic direction and individual performance gives a complete picture of the impact of best practices and on strategies and the requirements of performance by workers. The emergence of case management in many industries such as health care, hospitality and other service and product industries requires a new understanding of how processes can be improved. Current methods of managing policies and procedures are also changing with the related use of process management and the application of automated tools. The core set of courses required for certification help prepare a staff for applying best practices to organization performance improvement.

  1. Essential business process mapping and modeling   *
  2. Advanced process mapping and modeling   *
  3. Essential Policy & Procedure Documentation and Evaluation   *
  4. Workflow and workflow management   *
  5. Process management with Visio – A hands - approach
  6. Process architecture and the link to strategy
  7. Effective use of process tools (analysis, modeling workflow, management)
  8. Essential process analysis, analytics and measurement
  9. CASE Management and its implications
  10. Effectively Managing and Implementing Policies & Procedures

 

Wednesday, 11 January 2012 10:37

CASE Management

The Implications of Case

Description:

The CASE management approach to processes is very different from the traditional view of process improvement and documentation. In CASE management the input is known and the desired outcome is known but the path to get between the two is not known until the process is executed. This is because there are a variety of sub processes that may be invoked in an order that is not known. Most of the sub processes are defined but a few may be developed on the way.

The classic example is the health care situation where a patient enters the emergency room and the condition is known and the desired outcome is to fix the patient. The path between will depend on the results of action during the evaluation of the situation. So a CASE is a process ‘built on the fly’ that is as you go though the analysis of the patient. Some paths will be incorrect and some will be correct. Another good example is customer service in certain industries where the path is again variable. Such is the case for a travel agent who presents options to someone and waits for an evaluative response to choose the next set of steps.

CASE management requires some different techniques, domain knowledge management concepts and tools to successfully analyze and improve the CASE process. A good example of the types of tools used are process mining tools that determine the typical or most common sequence of paths through a case.

Duration: 4 days

Wednesday, 11 January 2012 09:59

Effective Use of Process Management Tools

Using of Process Management Tools Effectively

Description:

Developing skills for BPM is usually done on the first project an enterprise undertakes. Often few or no tools are used or tools designed for other purposes such as graphic tools used for process mapping with no linkage to analysis tools or workflow. This adds risk to the project as the staff must learn anywhere from one tool to a suite of tools plus the methodology framework for the BPM project. The work may be performed by contractors or company staff or even by a tool vendor in some cases. Usually the framework for good process management is an afterthought and the resulting artifacts left in a chaotic state.

The tools used on a BPM project might include an analysis tool, a process modeling tool, a workflow tool and even a repository for saving the results. Positioning the skills at using BPM tools can be a great advantage in doing a BPM project or embarking on a larger BPM effort that requires the use of tools.

This course provides hands on work experience using a case study project designed to highlight the tools in BPM typical of those used today. Related issues such as analysis analytics, process modeling and mapping techniques, process management and project organization are covered as part of the lecture portion of the course. Examples of each artifact used in the course are provided along with a CD that contains trial versions of all products used in the class. This course uses extensive exercises based on a tools suite for BPM. The attendee should have some basic working knowledge of process mapping but no tools experience is needed.

Who should attend: Business process teams, Business planners, Process Analysts, Managers, Professionals, IT Specialists, Business Analysts and IT Architects.

Duration: 3 days

Tuesday, 25 October 2011 16:12

Workflow and Workflow Management

Understanding and delivering Workflow

Description:

Workflow is a key approach to improving business process and organizational performance today. The includes the three stages of performance improvement as supported by the International Society for Performance Improvement focuses on the Organization, the Processes and the Individuals that execute the processes. In this course the process execution is extended beyond the individuals through other enablers such as systems, policies, procedures, databases and other means of improving and supporting processes. Including all the enablers is the key to successful workflow implementation.

This course explains the most current approaches to workflow. It covers the core concepts in documenting and defining the workflows of the enterprise. The course includes the idea of performance excellence and the center of excellence for workflow. Analytics are included that relate workflows to the performance of the organization. Simple examples are provided of certain types of tools for workflow, performance analytics and enabler impact.

This course includes extensive exercises organized around a case study concept that the participant can use as a workflow project template in their organization. The techniques presented in this workshop provide a staff the means to increase value by starting projects with realistic skills and knowledge.

Duration: 5 days

Tuesday, 25 October 2011 16:10

Process Analysis and Analytics

Essential ways to do Process Analysis, Analytics and Measurement

Description:

Process analysis identifies the major process improvement opportunities in the business. Process analytics identifies which ones would have the best yield in terms of strategic performance to fix and the most impact on the strategic performance of the organization. Process measurement identifies if you are meeting the performance goals.

Issues such as process analytics, process modeling and mapping techniques, process management and project organization are critical to improving process performance. These topics are covered as part of the lecture portion of the course. Examples of each artifact used in the course are provided along with a CD that contains trial versions of all products used in the class. This course uses extensive exercises and some analytic tools for assessing impact and ranking process opportunities. The attendee should have some basic working knowledge of process mapping but no tool experience is needed.

Duration: 3 days

Tuesday, 25 October 2011 16:09

Hands on Business Process Management

Description:

Developing skills for BPM is usually done on the first project an enterprise undertakes. Often few or no tools are used or tools designed for other purposes such as graphic tools used for process mapping with no linkage to analysis tools or workflow. This adds risk to the project as the staff must learn anywhere from one tool to a suite of tools plus the methodology framework for the BPM project. The work may be performed by contractors or company staff or even by a tool vendor in some cases. Usually the framework for good process management is an afterthought and the resulting artifacts left in a chaotic state.

The tools used on a BPM project might include an analysis tool, a process modeling tool, a workflow tool and even a repository for saving the results. Positioning the skills at using BPM tools can be a great advantage in doing a BPM project or embarking on a larger BPM effort that requires the use of tools.

This course provides hands on work experience using a case study project designed to highlight the tools in BPM typical of those used today. Related issues such as analysis analytics, process modeling and mapping techniques, process management and project organization are covered as part of the lecture portion of the course. Examples of each artifact used in the course are provided along with a CD that contains trial versions of all products used in the class. This course uses extensive exercises based on a tools suite for BPM. The attendee should have some basic working knowledge of process mapping but no tools experience is needed.

Who should attend: Business process teams, Business planners, Process Analysts, Managers, Professionals, IT Specialists, Business Analysts and IT Architects.

Duration:     3 days

Tuesday, 25 October 2011 16:03

Essential Business Process Management

Essential Business Process Management

Description:

Process performance and improvement are two keys in improving business execution today. They form the basis of efficiently and effectively delivering both products and services to the customer. Today, enterprise transformation, integration and consolidation are sweeping organizations. Process understanding and analysis are a crucial foundation for e-commerce, e-government and enterprise excellence. A key result of process management is achieving a lean and more flexible organization.

Studies say that 75% of process projects don’t meet expectations or are considered a failure. Some projects have difficulty in deployment and some have difficulty due to uncertain scope. In any event, having a known process methodology, understanding the role of process analysis and connecting to the business strategic direction are all keys to a successful project. Analytics for process analysis are not the same as for design. Ranking processes, choosing the best yield strategy for process change and improvement plus managing the processes of the enterprise contribute to a greater opportunity for success.

New types of processes and process issues are constantly emerging creating a daunting task for most process projects. In addition there is the application of new enablers such as workflow technology, updated skills, policies and procedures and embedded technologies to complicate the effort. The projects may be for basic improvements or a complete enterprise transformation, understanding and applying the analytics of process analysis and mapping is the start of the process path. Areas discussed are:

  • Process Analysis
  • Process Management
  • Process Enablement
  • Process Management Support Technologies

Duration: 4 days

Tuesday, 10 January 2012 22:03

Management Disciplines

(5 Forces, Balanced Scorecard, Value Chain)

Description:

Any enterprise that operates in today’s ‘Flat World’ needs to characterize, identify and assess the forces that shape their organizations so that a successful direction can be established. There are two categories of pressure on an enterprise. Those two can best be described by the five competitive forces and the environmental forces that shape the landscape that surrounds the enterprise. Assessing the competitive and environmental pressures using these two categories provides an enterprise with an answer for the direction it might take. It is not enough to know what is going on with competitors but you must have the larger picture of the surrounding business environment. Add to that the scenarios that expose approaches, the decisions needed and alternatives in facing the competitive challenges in the market and you have a plan for success.

Not all the forces will have equal impact. Coupled with the environmental forces such as economic, social, legislative, market and technology an enterprise could suddenly find itself under considerable stress. These environmental forces impact all the competitors but may impact each of them differently and to different degrees.

Global competition from all sizes of organizations demands that an enterprise identify as many of the threats and opportunities as possible in setting their direction. Regional competition on top of the global competition increases the pressure on organizations today.

This course explains the 5 forces idea and provides a means of assessing competition along the five forces dimensions. The course also connects the concept to environmental scanning for a more complete understanding of impact on the business. Successful analysis along with scenario planning reduces the uncertainty most enterprises face in competing in today’s global business scene.

Duration: 4 days

Enterprise Performance Management Certification:

Performance of the organization depends on setting direction and then executing to meet that direction. Enterprise performance management includes the skills an disciplines you need to do both. Strategic business thinking is required to enable an organization to properly understand, assess, and make decisions on both direction and execution. Additionally major usage of technology, skills and policies will impact the organizational performance. This certification is designed to assist someone to be versed in various strategic areas with a focus on performance using those methods, techniques and disciplines typically used in most organizations. They include:

  1. Enterprise performance management   *
  2. Strategic Business Planning   *
  3. Management disciplines (5 Forces, Balanced Scorecard, Value Chain)   *
  4. Enterprise analysis and enterprise architecture   *
  5. Effective business integration
  6. Effectively using Balanced Scorecard – A Hands on Approach
  7. Competitive intelligence
  8. Mergers and Acquisitions Methods
  9. Benchmarking for Strategic Excellence

 

Tuesday, 25 October 2011 15:57

Benchmarking for Strategic Excellence

Benchmarking for Strategic Excellence

Description:

Benchmarking considers the performance concept, the technology, skills, motives and disciplines that management supports in the operation and direction of the enterprise. In this sense, it is much more than looking at the performance of processes even though this is an important component. Benchmarking is related to quality, best practices, and baselines of performance, attitudes and corporate learning. Integrating these concepts together gives management a potent tool for directing the performance of the enterprise.

This course is intended for people who want to put the ideas and concepts of benchmarking into effective use in their enterprise. The focus is on the understanding, organization and focus of the benchmarking effort in the enterprise. A key feature of this course is the differentiation of the different points of focus of benchmarking such as strategic, operational and financial. Added to this list is the idea of IT, cross industry and competitive benchmarking. Methods, motives and techniques for different types of benchmarking along with their core, shared components are covered. Further, the methods and methodologies needed to make benchmarking definitive are discussed in some detail. A short case study is used to help the attendee gain a sense of the effort involved with putting together a benchmarking effort.

Duration: 4 days

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