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

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
2. BPM Principles
4. Process Analysis
5. Process Design
6. Case Study

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

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

88
Example of a simple process
Warranty?
Parts
StoreService
Dispatch
Technician
Call Centre
Customer Customer

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
$

1010
2. BPM Principles
4. Process Analysis
5. Process Design
6. Case Study

1111
You can download this training by clicking on the image below:

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

1313
Start (input) Outcomes (output)
Activities

1414
Start (input) Outcomes (output)
Activities
Primary
focus

1515
For the realisation of a product or service several departments are involved
Siloed organization
Silos sub-optimize processes and
overall business performance

1616
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

1717
BPM helps increase Organizational Performance by improving Effectiveness
and Efficiency
Higher
Efficiency
Focus on doing things
right (the “How”)

1818
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”)

1919
2. BPM Principles
4. Process Analysis
5. Process Design
6. Case Study

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

2121

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. ”

2323
Example of a Process model using the standard modelling
convention “BPMN” (Business Process Modeling Notation)

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

2525
How to build a process model?
• Each process consists of:
- a start and an end
Start End

2626

2727
- one or more tasks
Task
Start End
Task

2828
- one or more tasks
- sequence flows defining the routing through the tasks
Task
Start End
Task

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

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)

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

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

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

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

3535
Example of a parallel routing process
Task A Task B
Start
+
And-split
Task D
Task C
+
And-join
Task E
End

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

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

3838
2. BPM Principles
4. Process Analysis
5. Process Design
6. Case Study

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

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

4141
2. BPM Principles
4. Process Analysis
5. Process Design
6. Case Study

4242
What is the purpose of process redesign?
• Identify possibilities for improving the design of a process:
As-is Process To-be process

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)

4444
The remaining 70 slides are on www.slidebooks.com

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

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