Introduciton to ABPMP BPM Common Body of Knowledge (CBOK)

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The presentation introduces the reader to the ABPMP Business Process Management (BPM) Common Body of Knowledge (CBOK). It should be used by those that want to know more about BPM and fast track their path towards the future BPM certification.

If you believe the topics mentioned in this presentation make you want to know more and share your ideas with people that also are as passionate about BPM as you are, please join the ABPMP. If you happen to be in Georgia, make sure to join http://abpmp.ga.googlepages.com/.

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Introduciton to ABPMP BPM Common Body of Knowledge (CBOK)

  1. 1. Atlanta, GA November, 19th 2008 Introduction to ABPMP Guide to the BPM Common Book of Knowledge™ Why is it so important to YOU? By: Filipe Pinto Chief Architect M2MSys®
  2. 2. Georgia Hom e of the Peach Process! Agenda  CBOK™ Introduction  A New Breed of Professional – The BPM Professional  What is the BPM CBOK™?  Why is the CBOK™ important?  Who created the CBOK™?  CBOK™ Knowledge Areas:  Business Process Management (Modeling, Analysis, Design, Performance Measurement, Transformation)  Process Management Organization  Enterprise Process Management  BPM Technology  News from the ABPMP Georgia Chapter!
  3. 3. •Why we need it? •What it is? •Why is it important?
  4. 4. Georgia Hom e of the Peach Process! A New Breed of Professional  “There is a new professional in the business world today, the business process professional. The work they do is critical to the future of competitive organizations today.”  “…business can’t wait for someone to tell them the “best” way to do this, they have to do this work today and there just aren’t enough knowledgeable skilled people to go around.” - Brett Champlin - President of the ABPMP BPM Strategies October 2006  The world needs to accelerate the formation competent BPM Professionals to overcome the enormous challenges ahead.
  5. 5. Georgia Hom e of the Peach Process! What is the BPM CBOK™?  BPM is a constantly evolving discipline.  BPM evolves based on practical experience and academic research.  BPM knowledge is assembled in books, articles, blogs, presentations, process models and best practices.  The BPM Common Body of Knowledge (BPM CBOK™) provides BPM Professionals a comprehensive overview of the issues, best practices and lessons learned commonly practiced as collected by the ABPMP.
  6. 6. Georgia Hom e of the Peach Process! Why is the CBOK™ important?
  7. 7. Georgia Hom e of the Peach Process! Who created the CBOK™?  The development and management of the Guide to the BPM CBOK™ is the responsibility of the Education Committee within the ABPMP.  At this time, the Guide will only be provided to solicit input from ABPMP professional members and recognized industry experts who are members of the ABPMP Education Committee Advisory Group.  Subsequent releases will be made available to the general public.
  8. 8. CBOK™ Knowledge Areas Process Process Process Process Process Perform. Trnsfrm. Modeling Analysis Design Mngmt.
  9. 9. Georgia Hom e of the Peach Process! Business Process Management • BPM is a disciplined approach to identify, design, execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results aligned with an organization’s strategic goals. • This section explains key concepts such business, process, customer value, the nature of cross- functional work, process types, process components, BPM lifecycle, critical skills and success factors
  10. 10. Georgia Hom e of the Peach Process! BPM.Process Modeling  Process Modeling enables people to understand, communicate, measure, and manage the primary components of business processes.  This section explains the purpose and benefits of process modeling, a discussion of the types and uses of process models, and the tools, techniques, and modeling standards.
  11. 11. Georgia Hom e of the Peach Process! BPM.Process Analysis  Process Analysis assesses the efficiency and effectiveness of business processes.  This section describes the use of process models and other process documentation to validate and understand both current and future state processes. A variety of process analysis types, tools and techniques.
  12. 12. Georgia Hom e of the Peach Process! BPM.Process Design  Process Design creates specifications for business processes within the context of business goals and process performance objectives.  It defines how the organization’s resources should interact with both internal and external processes.  It is the intentional and thoughtful planning for how business processes function and are measured, governed and managed.  This section explores process design roles, techniques, and principles of good design along with an exploration of common process design patterns and considerations such as compliance, executive leadership and strategic alignment.
  13. 13. Georgia Hom e of the Peach Process! BPM.Process Performance Measurement  This chapter is currently under development.  Key process performance definitions  Importance and benefits of performance measurement  Monitoring and controlling operations  Alignment of business process and enterprise performance  What to measure  Measurement methods  Modeling and simulation  Decision support for process owners and managers  Considerations for success
  14. 14. Georgia Hom e of the Peach Process! BPM.Process Transformation  Process transformation addresses process change. Process changes are discussed in the context of a business process lifecycle.  This section describes various process improvement, redesign and reengineering methodologies, including with the tasks associated with implementing process change.
  15. 15. Georgia Hom e of the Peach Process! Process Management Organization  The process management organization addresses the roles, responsibilities and reporting structure to support process-driven organizations.  This section defines the cultural considerations, the cross-functional-team-based performance of a process driven enterprise and defines the importance of business process governance, along with a variety of governance structures.  Introduces the BPM Center of Expertise/Excellence (COE).
  16. 16. Georgia Hom e of the Peach Process! Enterprise Process Management  Enterprise process management manages the enterprise process portfolio to ensure that it supports corporate or business unit strategies and provides a method to manage and evaluate initiatives. At its core, it is driven by the need to maximize the results of business processes consistent with business strategies and functional goals.  This section identifies tools and methods to assess process management maturity, it identifies several Business Process Frameworks and the notion of process integration.
  17. 17. Georgia Hom e of the Peach Process! BPM Technology  BPM is a management discipline supported and enabled by technology, which includes stand-alone tools to assist BPM professionals and workers in BPM related activities, as well as integrated Business Process Management System (BPMS).  This section describes the technologies available to support the planning, design, analysis, operation, and monitoring of business processes. BPM standards, methodologies and emerging trends are also covered.
  18. 18. Georgia Hom e of the Peach Process! Thank you!  Become a member of the ABPMP. As a member you will have free access to the BPM CBOK™  For more information about becoming Certified Business Process Professional (CBPPTM) please visit the ABPMP site – www.ABPMP.org  Visit the ABPMP Georgia blog to read about BPM topics pertinent to the Georgia BPM Professionals - http://abpmpga.blogspot.com/  Visit the ABPMP Georgia Website to know more about your local Chapter - http://abpmp.ga.googlepages.com/

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