The 4-day Accelerated Certification program by FCB Partners provides an immersion in the Hammer methodology for process improvement. Each day focuses on a different element: process strategy, design, performance, and leading enterprise transformation. The program combines coursework with individual projects for process owners and professionals to develop. It aims to overcome organizational fragmentation by integrating work through a process-focused approach.

1. Accelerated Certification
Walter Popper and Steve Stanton
May 12 - 15, 2015

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Hammer Certification
Process integrates work and
overcomes the consequences of
organizational fragmentation
Delay
Inefficiency
Dissatisfied customers
The problem is fragmentation. The challenge
is integration. The approach is process and enterprise transformation.
Hammer Certification provides methods, tools and skills.

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Complementary Tools and Methods
2
Hammer

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Accelerated Hammer Certification: When
Operational Excellence Is Not Enough
Day 1: Process Strategy
why process management matters
how to scope processes, target opportunities, charter teams
Day 2: Process Design
why yesterday’s work flow is becoming obsolete
how to rethink assumptions, engage customers and leverage technology
Day 3: Process Performance
why projects over-promise and under-deliver on improvement targets
how to redefine work, measures, management and accountability
Day 4: Leading Enterprise Transformation
why process management and improvement are not enough
how to engage and enroll stakeholders from top team to front line
Individual Project
your near-term opportunity, defined and developed 1-1 with instructor
presented for peer review and feedback during the course

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Problem: Work Is Fragmented, Performance
Deteriorates, Customers Suffer the Consequences
OperationsSales Products
Services FinanceSystems

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Solution: Hammer Methodology, the Gold
Standard for Performance Improvement
• Develop
enterprise
process model
• Appoint process
owners and
establish
governance
• Create Strategic
Linkage: process
vision and case for
action
• Select redesign
team members
• Review principles of
high-performance
processes
• Apply patterns
• Map to I/T capabilities
and constraints
• Build out dimensions
and dependencies
• Develop metric
architecture
• Develop business case
• Gain necessary
approvals
• Bound and
scope the
process
• Understand
customer
needs
• Understand
the current
process
• Identify
weaknesses in
the existing
design
• Set design targets
• Develop roadmap
• Concept test with
laboratory prototype
• Field test with live
customers in pilots
• Develop supporting
infrastructure
• Rollout to individual
regions and units in
staged releases
• Institutionalize
• Repeat
Mobilization Redesign AdoptionDiagnosis
Change Management

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Process Success Factors
Design
needed to specify how the work is to be performed
Metrics
needed to assess and assure performance
Infrastructure
needed to support the performers in their process work
Owner
needed to turn the concept into reality
Performers
needed to ensure capable execution
Requirements for improving performance

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Process Design, Execution, and Improvement Cannot
Be Sustained without Enterprise Changes
Air Products

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Enterprise Success Factors
Leadership
to authorize and enable the effort
Governance
structures to coordinate activities and resolve issues
Culture
a value system receptive to what process entails
Expertise
capability to plan and execute process transformation
Requirements for sustaining results

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How Enterprise Factors Work Together
Leadership
Culture Expertise
developsshapes
Governance
enables informs
establishes
And how change leaders get top team buy-in and bottom-up adoption

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Accelerated Certification, a 4-Day Program for Process
Owners, Professionals, and Centers of Excellence
AM: Improving Your Process –
Mobilization to Implementation
PM: Transforming the Enterprise –
Key Success Factors
Day 1
Process
Strategy
Why we need process excellence
What’s different about process
How to charter and staff a team
Peer review of Individual projects
Why we need transformation
What is the process owner’s role
How do process owners succeed
Peer review of individual projects
Day 2
Process
Design
Why IT alone is not enough
What’s different in end-2-end design
How to think outside the box
Peer review of individual projects
Why is process change not enough
What’s different at an enterprise level
How do organizations succeed in transformation
Peer review of individual projects
Day 3
Improving
Performance
Why implementation is difficult
What’s needed for rapid adoption
How staged releases build support
Peer review of Individual projects
Why governance, leadership and culture matter
What’s needed to make governance work
How to leaders shift corporate culture
Peer review of individual projects
Day 4
Leading
Change
Why do stakeholders matter so much
What do great change leaders do
How to avoid implementation failures
Peer review of Individual projects
Who are enterprise stakeholders
Why rely on influence rather than authority
What strengthens influence
How do influencers succeed

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Faculty: Walter Popper, among Michael
Hammer’s Earliest Collaborators
Walter Popper, a co-founder of FCB Partners, was one of
Michael Hammer’s earliest collaborators in business
reengineering. He is an expert on leadership, culture, and
business transformation. His recent focus is process design
for customer experience - bridging the gap between
companies, their suppliers, and their customers. Walter has
advanced degrees from the University of Massachusetts and MIT.
Steve Stanton, a co-founder of FCB Partners, was the co-
author, with Michael Hammer, of the Reengineering
Revolution. He is one of the pioneers of reengineering and
process enterprise. As a presenter at industry conferences
and executive seminars, he is known for his stimulating and
interactive style and pragmatic orientation. Steve has an
advanced degree from Harvard Business School.

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Upcoming FCB Events
Title Dates Description
Accelerated
Certification
May 12-15
(Boston)
A four-day, extended hours, Hammer Certification class. This
immersion program combines course work and individual projects
Process Redesign May 12-15
(Boston)
A comprehensive, four-day Hammer Certification class on business
process redesign
Implementing
Innovation
May 18-20
(Boston)
A three-day, advanced course on building the key processes that can
deliver a steady stream of breakthroughs
Process Owners in
Action
May 18-20
(Boston)
A three-day Advanced Certification class on business process
management for process owners and those in similar roles
Leading
Transformation
June 8-10
(D.C.)
A three-day Hammer Certification class on process governance and
based on the PEMM™ process maturity model
Power of Process June 11-12
(D.C.)
A two-day Hammer Certification class on process frameworks and
methods

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Continue the Discussion Online
LinkedIn Discussion Groups
1. Process: Business Process Roundtable
2. Enterprise: Continuous Innovation
3. Individuals: Change Agents in Action

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For More Information
FCB Partners
Lindsay Field, Program Director
617 245 0265
lfield@fcbpartners.com