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Upcoming Webinars
  Thu, May 13, 2010
  Tue, May 11, 2010

Feedback on Steve

"Exceptional and life transforming. This training should be on every corporate agenda"
CIO Pharmaceutical, Florida

"I took BPM training back in December, and Steve Towers was the instructor. The training was simply fantastic, because Steve has that rare ability to connect with his trainees. Not only did I walk away from the training with a new perspective on Business Process Management, but I walked away with an invaluable analysis tool."
Senior Systems Analyst, Barclays Bank

Enterprise BPM
 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
Introduction to Advanced Business Process Management – Process Optimization
Learn to Apply process diagnostics to existing processes, calculate causes of work and points of failure, and identify actions that can be taken to improve them. Develop a structured approach accessible by everyone in the organisation to enable immediate and significant performance improvements. Create a sustainable operational and strategic method suitable for both dramatic and steady state improvements.
Apply process diagnostics to any existing process or service.
Understand and identify moments of truth, breakpoints and business rules
Determine the magnitude of the points of failure performance factor and causes of work performance factor of the process.
Calculate the points of failure causes of work performance factors then graph it on the maturity scales.
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.
Identify actions that can be completed in less than 90 days (often much less).
Analyze the benefits versus cost (resource/time/degree of change) for each action
Clearly identify “low hanging fruit” – actions that require minimal investment versus return
Apply process diagnostics to a customer focused (SCO) process.
Determine the points of failure performance and causes of work performance process factors.
Conduct the risk assessment on the business and customer including
Identify actions that can be taken to improve the process.
Review the various techniques and approaches to improving process (useful internal materials)
Understand and apply the Customer Expectation Management Method (CEMMethod) as an Advanced Process Management approach 
Course Outline - Level two                                                                   
Advanced Business Process Management – Process Alignment to Successful Outcomes
Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success.
Understand the concept of Successful Customer Outcomes and review recent case studies of global champions.
Define Successful Customer Outcomes for any process, product or service.
Create the 7 step action plan for crafting Successful Customer Outcomes.
Develop the SCO mind map for any process, product or service.
Understand the substantive difference between customer wants, desires and needs.
Learn how to identify clearly customer needs and expectations (even when the 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 risks
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Architecture Awards Architect Pavilion

Invented the phrase Business
   Process Management (BPM) in  1993

Established the world's first global
   BPM community in 1993

Co-created the world's first Advanced
   BPM Method - 8 Omega in 2004

Received the 'Lifetime Achievement
   Award' at Gartners San Diego in 2007

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What you will Learn?
How to embed Business Process Management within an organization to ensure a continuous business process involvement culture.
Practical tools, explanations and assistance in the successful implementation of a BPM project.
Several case studies to illustrate various steps and aspects of the
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.
Architecture assessment