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Business Process Management Training | By ex-Deloitte & McKinsey Consultants

Business Process Management Training in 100 re-usable Powerpoint slides | By ex-Deloitte & McKinsey Consultants | Downloadable at www.slidebooks.com | Includes Tools, Templates, Frameworks, Principles

1 of 44
Business Process
Management
Essentials
By Ex-
Deloitte &
McKinsey
Consultants
22
Aurelien Domont
Slidebooks Consulting
Managing Director
“ Increase your knowledge using our simple and
comprehensive Business Process Management
Training created by ex-Deloitte & McKinsey
Consultants ”
“ Show professionalism with well-designed
Powerpoint and Excel Premium documents ”
Purpose of this document
“ Save weeks of work by re-using our editable
Powerpoint and Excel templates ”
33
Business Process Management (BPM) Essentials - Agenda
1. Introduction of Business Process Management (BPM)
2. BPM Principles
3. Process Modelling
4. Process Analysis
5. Process Design
6. Case Study
7. Top 5 questions commonly asked during our training sessions
8. Top 5 useful BPM quotes
44
Business Process Management (BPM) Essentials - Agenda
1. Introduction of Business Process Management (BPM)
2. BPM Principles
3. Process Modelling
4. Process Analysis
5. Process Design
6. Case Study
7. Top 5 questions commonly asked during our training sessions
8. Top 5 useful BPM quotes
55
Business Process Management (BPM) definition
66
What BPM is and what BPM is not
What BPM is not
• BPM is not a packaged application; customization is
required to support an organization’s unique
business process requirements and needs
• BPM is not a complete solution; additional
components are required to integrate applications
and human interactions into the business process
(e.g. scanning, document management, reporting
etc.)
• BPM is not just process automation; decision points
must be defined and incorporated into the process
flow to provide control over execution of processes
across users and systems
What BPM is
• BPM supports the lifecycle of business processes
(design, deployment, execution, measurement,
optimization)
• BPM supports the orchestration of steps within the
business process and ensures proper interactions
between humans and applications
• BPM develops business processes that can be reused
in different context
Ad

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Business Process Management Training | By ex-Deloitte & McKinsey Consultants

  • 2. 22 Aurelien Domont Slidebooks Consulting Managing Director “ Increase your knowledge using our simple and comprehensive Business Process Management Training created by ex-Deloitte & McKinsey Consultants ” “ Show professionalism with well-designed Powerpoint and Excel Premium documents ” Purpose of this document “ Save weeks of work by re-using our editable Powerpoint and Excel templates ”
  • 3. 33 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 4. 44 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 6. 66 What BPM is and what BPM is not What BPM is not • BPM is not a packaged application; customization is required to support an organization’s unique business process requirements and needs • BPM is not a complete solution; additional components are required to integrate applications and human interactions into the business process (e.g. scanning, document management, reporting etc.) • BPM is not just process automation; decision points must be defined and incorporated into the process flow to provide control over execution of processes across users and systems What BPM is • BPM supports the lifecycle of business processes (design, deployment, execution, measurement, optimization) • BPM supports the orchestration of steps within the business process and ensures proper interactions between humans and applications • BPM develops business processes that can be reused in different context
  • 7. 77 What are the main macro processes in a company?  Order-to-Cash  Procure-to-Pay  Application-to-Approval  Claim-to-Settlement  Issue-to-Resolution
  • 8. 88 Example of a simple process Warranty? Parts StoreService Dispatch Technician Call Centre Customer Customer
  • 9. 99 What are the benefits of applying BPM? • Improve customer service and retention • Reduce staff and office overhead numbers • Process business critical activities faster • Reduce the number of errors and exceptions • Reduce overall IT costs • Reduce duplications • Increase visibility into operational efficiencies and bottlenecks • Reduce business risks $
  • 10. 1010 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 11. 1111 You can download this training by clicking on the image below:
  • 12. 1212 BPM top 3 Principles 1. Be outcomes focused vs. tasks focus 2. Business Process Management requires collaboration 3. BPM enables to focus on effectiveness and efficiency BPM Principles
  • 13. 1313 1. Be outcomes focused vs. tasks focus Start (input) Outcomes (output) Activities
  • 14. 1414 1. Be outcomes focused vs. tasks focus Start (input) Outcomes (output) Activities Primary focus
  • 15. 1515 2. Business Process Management requires collaboration For the realisation of a product or service several departments are involved Siloed organization Silos sub-optimize processes and overall business performance
  • 16. 1616 2. Business Process Management requires collaboration For the realisation of a product or service several departments are involved Siloed organization Collaborative organization Silos sub-optimize processes and overall business performance Be aware of the fact that everyone is a part of a larger entity
  • 17. 1717 3. BPM enables to focus on effectiveness and efficiency BPM helps increase Organizational Performance by improving Effectiveness and Efficiency Higher Efficiency Focus on doing things right (the “How”)
  • 18. 1818 3. BPM enables to focus on effectiveness and efficiency BPM helps increase Organizational Performance by improving Effectiveness and Efficiency Higher Efficiency Higher Effectiveness Higher Organizational PerformanceX = Focus on doing things right (the “How”) Focus on doing the right thing (the “What”)
  • 19. 1919 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 20. 2020 There are 3 key types of processes Input (raw materials) Primary processes Output (Product or services) Control processes Secondary processes (e.g. Finance) Secondary processes (e.g. HR) Goals Key performance Indicators
  • 21. 2121 You can download this training by clicking on the image below:
  • 22. 2222 What is a process model? “ A process model specifies the behavior of a process and has a graphical representation of the possible sequence of activities. ”
  • 23. 2323 Example of a Process model using the standard modelling convention “BPMN” (Business Process Modeling Notation)
  • 24. 2424 What are the objectives of creating a process model? • To describe the current way of working (As-Is situation) • To re-design processes (To-Be situation) • To serve as a ‘blueprint’ for implementation of a standardized way of working • To measure the performance of a process • To determine roles & responsibilities • To define risks and controls Process Models objectives
  • 25. 2525 How to build a process model? • Each process consists of: - a start and an end Start End
  • 26. 2626 You can download this training by clicking on the image below:
  • 27. 2727 How to build a process model? • Each process consists of: - a start and an end - one or more tasks Task Start End Task
  • 28. 2828 How to build a process model? • Each process consists of: - a start and an end - one or more tasks - sequence flows defining the routing through the tasks Task Start End Task
  • 29. 2929 What is a task? A task is a unit of work. A task can be executed in one go by the same resource (e.g. a person), at the same place, at the same time, without interruptions. A task is well-defined: input, transformation and output Task Start End Task
  • 30. 3030 What is a task? A task is a unit of work. A task can be executed in one go by the same resource (e.g. a person), at the same place, at the same time, without interruptions. A task is well-defined: input, transformation and output Task Start End Task The name of a task usually includes a verb + noun (e.g. Register application)
  • 31. 3131 What is a trigger? Task End Task • Sometimes a task can not be directly executed after the previous task, but has to wait for some ‘trigger’ to happen instead • According to BPMN, triggers are modeled as events (represented as circles), in which the internal marking specifies the type (e.g. message, timer, etc.) Task
  • 32. 3232 What is a trigger? Task End Task Email • Sometimes a task can not be directly executed after the previous task, but has to wait for some ‘trigger’ to happen instead • According to BPMN, triggers are modeled as events (represented as circles), in which the internal marking specifies the type (e.g. message, timer, etc.) • An example of a BPMN model with triggers is given below Task Every day at 12am
  • 33. 3333 •Process mapping uses various symbols such as: = = = =A task A decision gateway A system A document = The flow direction = = Process start Process end Other examples of symbols commonly used
  • 34. 3434 Task Task Business Unit A Business Unit B Business Unit C Closed questionTask Yes Task No Process Map Title Note: For complex processes, other IT tools should be used instead of Powerpoint. IndustryPrint is the most commonly used Task Start End Example of process involving a decision and 3 Business Units
  • 35. 3535 Example of a parallel routing process Task A Task B Start + And-split Task D Task C + And-join Task E End
  • 36. 3636 Example of a parallel routing process Task A Task B Start + And-split Task D Task C + And-join Task E End Parallel routing process
  • 37. 3737 What is the biggest pitfall of process modeling? 1. Using the wrong type of gateways, e.g. decision gateway instead of parallel gateways 2. Writing process models from top-to-bottom instead of left-to-right 3. Not following strictly the rules of the BPMN notation 4. Spending lots of time to produce detailed models that nobody uses
  • 38. 3838 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 39. 3939 Key business analysis principles No business process improvement or change activity can be undertaken without the use of business analysts and/or business analysis techniques You must never attempt to change a business process without first analyzing the business impact of the change in detail Most projects failures do not stem from technology, but from a lack of skilled Business analyst 1 2 3
  • 40. 4040 Business Process Analysis Description Most common starting point is when something is not right in the organization: • A meta problem: there are process duplications in the organization • A business problem: The customer waiting time is too long • A micro problem: some user interface screens are confusing The Business Analyst needs to: • Evaluate the current situation and the root cause of the problem by reviewing any documentation and interviewing workers • Document current process using a process model (see previous chapter) • Recommend improvements When to use: • When you have already clearly identified a specific process or process for improvements
  • 41. 4141 Business Process Management (BPM) Essentials - Agenda 1. Introduction of Business Process Management (BPM) 2. BPM Principles 3. Process Modelling 4. Process Analysis 5. Process Design 6. Case Study 7. Top 5 questions commonly asked during our training sessions 8. Top 5 useful BPM quotes
  • 42. 4242 What is the purpose of process redesign? • Identify possibilities for improving the design of a process: As-is Process To-be process
  • 43. 4343 What is the purpose of process redesign? • Identify possibilities for improving the design of a process: Descriptive modelling of the real world (as-is) Prescriptive modelling of the real world (to-be)
  • 44. 4444 The remaining 70 slides are on www.slidebooks.com You can download this training by clicking on the image below: