Switzerland BPM Workshop

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The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces.

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Switzerland BPM Workshop

  1. 1. CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2 3 4 5 Zurich: 23 - 24 May 2013 About Steve Course Benefits Feedback Registration Contact UsIdea behind the workshop Follow UsThe worlds leading companies have come to realize that only when their customers are successful, willthey be successful. In pursuit of their market leadership not only they need to spend time to look insidetheir business to know how things are getting done but also look outward to get deep understanding oftheir customers. It is a fair guess to say that a massive chunk of corporate resources go into such efforts,whether it is in IT, finance, sales, marketing or operations.One of the first people to describe processes was Adam Smith in Although many in Western economies are in ahis famous (1776) example of an English pin factory. He state of denial, we are undergoing the greatestdescribed the production of a pin in the following way: ”One man reorganization in the business world since thedraws out the wire, another straightens it, a third cuts it, a fourth Industrial Revolution. If you somehow haventpoints it, a fifth grinds it at the top for receiving the head: to make noticed it yet, there is a loud and clear wake-upthe head requires two or three distinct operations: to put it on is call in the air that can be heard everywhere. Its called globalization, and its being brought to youa particular business, to whiten the pins is another ... and the by three billion new capitalists from China, India,important business of making a pin is, in this manner, divided and the former Soviet Union.into about eighteen distinct operations, which in somemanufactories are all performed by distinct hands, though in No matter what industry you are in, no matter howothers the same man will sometime perform two or three of successful you are, its time to get ready for thethem”. The result of labor division in Smith’s example world as it will be --a world where your customersresulted in productivity increasing by 24,000 percent, i.e. have new choices from a sea of suppliers from across the globe.that the same number of workers made 240 times as manypins as they had been producing before the introduction of --Peter Fingarlabor division. Executive Partner, Greystone Group Author of Extreme Competition: Innovation and the Great 21st Century Business Reformation The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces. The business process management (BPM) market at $1.0 billion in Invented the phrase Business 2005 is expected to more than triple to $3.8 billion by 2012. The Process Management (BPM) in 1993 services oriented architecture (SOA) market at $450 million in 2005 is expected to grow rapidly through 2012, reaching $3.2 billion Established the worlds first globalAbstraction level for processes - source wiki (source : http://www.researchandmarkets.com/). BPM community in 1993 Co-created the worlds first AdvancedOne of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two- BPM Method - 8 Omega in 2004day program by Steve Towers will focus on how to do design and implement efficient and effectivebusiness processes. Received the Lifetime Achievement Award at Gartners San Diego in 2007Learn from the lessons from decades of real experience with real (and successful) BPM initiatives fortaking BPM from promise to practice. This will be great primer for beginners and will provide new insight & morefresh ideas for people with experience in BPM. Rest assured, you will never think about business in
  2. 2. the same way again.If you are traveling, you may like to attend the program city near you Have you got your FREE Copy yet? “In Search Of BPM Excellence : Straight from the thought leaders (2006)” Enterprise BPM in April 2013 Steve Towers. Poland Ghana Russia What you will Learn? Enterprise BPM in May 2013 How to embed Business Process Management within an organization to France Denmark Belgium ensure a continuous business process involvement culture. South Africa Switzerland Practical tools, explanations and assistance in the successful implementation of a BPM project. Several case studies to illustrate various steps and aspects of the framework. Step by step how to conduct a process improvement and redesign project. Complete cycle of business Process Mapping and links Seven "rules" for effective Process Modelling Avoiding the red herring of Process Notations How Six Sigma is part of BPM and how BPM and SOA merge WHAT, WHY and HOW about true process improvement. more Enterprise BPM Workshop » Ghana » Poland » France » Russia » Denmark » Switzerland » Belgium » South Africa Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  3. 3. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Course Overview The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level. This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver! Uncover Process Improvement opportunities in just hours Identify Actions that will reduce process inefficiency by 30% to 60% within 90 days of deployment Delight your Customers (making them your biggest advocates) through Successful Customer Outcomes Innovate to compete, set the market trend and even dominate your industry The Certified Process Professional program builds your competency in delivering these essential benefits in literally everything you do. Unleashing the power of process in your organization today. A dynamic and comprehensive approach to creating and managing enterprise processes that deliver sustained high performance, encompassing the full range of management systems and practices. Content based on the experiences of hundreds of companies and the BP Group (www.bpgroup.org) networks ongoing research. Course Outline - Level one Tell a friend Introduction to Advanced Business Process Management – Process Optimization Upcoming Webinars Learn to Apply process diagnostics to existing processes, calculate causes of work and Invented the phrase Business Wed, Apr 24, 2013 points of failure, and identify actions that can be taken to improve them. Develop a Process Management (BPM) in 1993Enterprise structured approach accessible by everyone in the organisation to enable immediateArchitecture - and significant performance improvements. Create a sustainable operational and Established the worlds first globalEssentials for strategic method suitable for both dramatic and steady state improvements. BPM community in 1993Decision Makers • Apply process diagnostics to any existing process or service. Co-created the worlds first Advanced Thu, Apr 25, 2013Tips & Traps - • Understand and identify moments of truth, breakpoints and business rules BPM Method - 8 Omega in 2004Architecture driven • Determine the magnitude of the points of failure performance factor and causes Received the Lifetime AchievementIT migration & of work performance factor of the process. Award at Gartners San Diego in 2007modernization • Calculate the points of failure causes of work performance factors then graph itroadmap on the maturity scales. more • Identify actions that can be taken to improve the process. • Identify actions that will significantly reduce the process points of failure and causes of work of the process. Have you got your FREE Copy yet? • Identify actions that can be completed in less than 90 days (often much less). “In Search Of BPM Excellence : • Analyze the benefits versus cost (resource/time/degree of change) for each Straight from the thought leaders (2006)” action Steve Towers. • Clearly identify “low hanging fruit” – actions that require minimal investment versus return • Apply process diagnostics to a customer focused (SCO) process. What you will Learn? more How to embed Business Process • Determine the points of failure performance and causes of work performance Management within an organization to process factors. Feedback on Steve • Conduct the risk assessment on the business and customer including ensure a continuous business process involvement culture. • Identify actions that can be taken to improve the process. Practical tools, explanations and "Exceptional and life assistance in the successful Review the various techniques and approaches to improving process (useful transforming. This training • internal materials) implementation of a BPM project. should be on every corporate Several case studies to illustrate Understand and apply the Customer Expectation Management Method agenda" • (CEMMethod) as an Advanced Process Management approach various steps and aspects of the CIO Pharmaceutical, Florida framework. Step by step how to conduct a "I took BPM training back in process improvement and redesign December, and Steve Towers Course Outline - Level two project. was the instructor. The training Complete cycle of business Process was simply fantastic, because Advanced Business Process Management – Process Alignment to Successful Mapping and links Steve has that rare ability to Outcomes Seven "rules" for effective Process connect with his trainees. Not Develop the insights and techniques to align all processes with successful outcomes, Modelling only did I walk away from the and in doing so create the capability for the organisation to win the triple crown i.e. training with a new perspective Avoiding the red herring of Process reduce costs, improve revenue and enhance service. Go beyond the triple crown into Notations on Business Process the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave How Six Sigma is part of BPM and Management, but I walked approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and
  4. 4. approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and how BPM and SOA mergeaway with an invaluableanalysis tool." convinces the Lead team for immediate success. WHAT, WHY and HOW about trueSenior Systems Analyst, • Understand the concept of Successful Customer Outcomes and review recent process improvement.Barclays Bank case studies of global champions. more • Define Successful Customer Outcomes for any process, product or service. more • Create the 7 step action plan for crafting Successful Customer Outcomes. Enterprise BPM • Develop the SCO mind map for any process, product or service. Workshop • Understand the substantive difference between customer wants, desires and » Ghana » Poland needs. » France » Russia Learn how to identify clearly customer needs and expectations (even when the » Denmark » Switzerland • » Belgium » South Africa customer doesn’t know it themselves) • Understand Current and Future State Process Models • Develop a Current State Process Model – individual, team and enterprise wide. • Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer Expectation Management Method (CEMM) and the Advanced Process Management approach to analyse the Current State Model • Assess the Risk factors (organisation and customer) identified in Current State Modelling • Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive performance improvement • Prepare a Risk Assessment Profile that informs the Future State • Develop and substantiate an Action Plan to mitigate risksConsulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite ConsultingResources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  5. 5. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Why is this workshop important? Does the following strike a chord? Let’s consider the following all too common scenario – “As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re- structure and optimise therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?” Why are there still massive opportunities to improve business performance in companies that have been through many previous rounds of restructure and traditional optimisation? • Although now starting to change, most companies have not yet appreciated that the business world is going through the greatest reorganisation since the industrial revolution, therefore not changing their approach to change, making the mistake that the approaches that served them so well in the last years will endure. The information age which started in the second half of the 20th Century is quickly morphing into the customer age with massive implications – opportunities for those who address but significant issue for those who fail to react quickly enough. There are many case studies which illustrate Tell a friend where this is happening. Change in Customer Behaviour Upcoming Webinars Invented the phrase Business Wed, Apr 24, 2013 • The customer base whether it be the corporate or the individual consumer Process Management (BPM) in 1993Enterprise now has access to choice at unprecedented levels. We can obtainArchitecture - information or advice on almost anything at the press of a button and Established the worlds first globalEssentials for whereas we used to be restricted to either what or where we buy, the BPM community in 1993Decision Makers world has become a global supermarket for pretty well every product or Co-created the worlds first Advanced Thu, Apr 25, 2013 service available. Economic globalisation has compounded the problem as BPM Method - 8 Omega in 2004Tips & Traps - trade barriers between nations and regions are effectively dismantled. InArchitecture driven some industries supply effectively exceeds demand with the only apparent Received the Lifetime AchievementIT migration & Award at Gartners San Diego in 2007 differentiator being price. The view that customer focus should be packingmodernizationroadmap in as much of what a customer wants into a product/service without killing more the cost base is fortunately a complete fallacy. The companies who align their structures, processes and capability most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell more than their competitors. Customers are becoming more Have you got your FREE Copy yet? informed about alternative options. They are more likely to change allegiance. They are more likely to rebel if they don’t get what they “In Search Of BPM Excellence : perceive they want/need. This applies to all industries whether we are Straight from the thought leaders (2006)” selling insurance products or building submarines. Steve Towers. Pace of Change in Producing New Capability What you will Learn? more • The pace of change and accelerated technology advances means new How to embed Business Process products/services or variants are being produced increasingly quicker as Management within an organization to Feedback on Steve most companies try to compete in this new but constantly evolving ensure a continuous business process involvement culture. landscape. We observe this every day and its placing a huge pressure on Practical tools, explanations and our organisations. This increased capability/reduced price and reduced "Exceptional and life assistance in the successful time to market is now a factor in virtually every one of our industries. We implementation of a BPM project. transforming. This training should be on every corporate have to compete, because if we don’t then the customer base will quickly Several case studies to illustrate agenda" find those organisations that can and they will stop buying. Most various steps and aspects of the CIO Pharmaceutical, Florida companies address this by using traditional techniques to produce framework. better/cheaper/faster without realising there are huge opportunities sitting Step by step how to conduct a "I took BPM training back in process improvement and redesign “under their nose” if only they could look at their business through a December, and Steve Towers project. different “set of glasses”. was the instructor. The training Complete cycle of business Process was simply fantastic, because Mapping and links Steve has that rare ability to Our Company Structures Seven "rules" for effective Process connect with his trainees. Not Modelling only did I walk away from the training with a new perspective • Most companies have a functional structure with “division of labour” Avoiding the red herring of Process on Business Process fundamental that has changed little since the industrial revolution. Notations Management, but I walked Functional silos grow and change over time to address the demands placed How Six Sigma is part of BPM and
  6. 6. away with an invaluable on them within the company. The original consequence of ‘labour division’ how BPM and SOA mergeanalysis tool." was a 240 times productivity improvement. The fundamentals of company WHAT, WHY and HOW about trueSenior Systems Analyst, process improvement. structure still exist largely unchanged today and have now become theBarclays Bank more biggest reason why companies are underperforming or failing. more 98% of the workforce of most organisations have either no contact with the customer or have only a limited understanding of the customer, their drivers and what he/she really needs. Under the existing division of labour Enterprise BPM principles, why should they? They have to do a job within the company and Workshop either answer to or deliver something to somebody else within the » Ghana » Poland » France » Russia company – the concept of “the internal customer”. Over time the demands » Denmark » Switzerland on the functional silos change – this may be to improve quality, reduce » Belgium » South Africa defects or improve a service to what the internal customer states is required. Because 98% of the workforce are divorced from the customer base then the only measures of success that can be used is the requirements for improvement as defined internally. Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out” thinking looking at process change in the traditional domain. Companies traditionally have tried to combat this by using “voice of the customer” and other techniques which leave only very limited insight – the problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!! Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or please the people we are answerable to – the internal customer then we are doing lots of things that do not contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s inefficiency that none of the existing performance improvement methodologies have been able to identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply not contributing to what the customer needs adding complexity, cost and ultimately service. What is Outside-In Enterprise BPM? • Outside-In is a method of managing an organisation by delivering Successful Customer Outcomes. An Outside-In company is seeking to align every aspect of their company to the achievement of a Successful Customer Outcome. Achieve this and the misalignments described above disappear. The Successful Customer Outcome Framework contains the SCO’s that a company chooses to deliver to its customers. There may be other SCOs identified that the company may choose not to deliver for many reasons. The process of understanding and delivering to the SCO framework underpinned by an alignment of every aspect of the company to its achievement defines a future state that the organisation can move to in under a year if it so desires. Examples of Companies who have adopted Outside-In thinking • Companies such as Apple, Virgin, SouthWest Airlines, Best Buy, Hallmark Cards are examples of companies who have adopted OI thinking and risen to the top of their respective markets. What you receive • Exploit process management for triple crown* benefits with sustained high performance • Develop performance metrics for end-to-end processes • Link processes to enterprise business goal • Coach and align people for performance and process management • Realign people systems for a process environment • Achieve the tactical and strategic payoffs of process *triple crown = enhancing customer service, reducing costs and enhancing revenue concurrently What you get • Hands-on instructor-led WORKSHOP by world recognized Coach • All Materials electronically (for your own internal use) and online support • Certification as a Certified Process Professional (CPP) Levels 1-2 (practitioner, professional ) • SIX Practical toolkits to use and takeaway immediately • Membership in the worlds premier Process & Professional business club
  7. 7. • Simply the most ADVANCED TECHNIQUE for process improvement; typically producing extraordinary improvement results on processes in LESS THAN 90 DAYSConsulting BuyEnterprise Architecture Center of Excellence Ask the Architect Credits Online Learning LicensesBusiness Process Management Application Rationalization Webinar Licenses Online ConsultingEnterprise SOA Architecture Assessment Workshop Registration Onsite ConsultingResources Useful LinksArchitecture Gallery Architect Skill Quiz Why iCMG Site MapShort Videos E-Learning Architecture Awards 2013 CareeriCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy

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