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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.

Wednesday, 11 January 2012 10:37

CASE Management

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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

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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

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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

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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

Written by

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

Written by

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