Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Empower yourself with the disciplines and methodologies you need to transform your organization into an agile enterprise. Take a single course to enhance your skills, become a BPMPSM by earning your BPMP Certificate or certify your knowledge by becoming a CBPMPSM with our CBPMP Certification. Beginning with a section on modeling, this course provides insight on how to depict business processes via maps and models in order to prepare for the analysis and improvement of business process performance. Determining what to measure and defining clear measurement criteria are at the basis of success in process measurement.
As process management begins to blur the traditional boundaries of the organization, a more transparent and accurate decision making process is necessary.
The Business Process Modeling Notation (BPMN) is a standard for business process modeling, and provides a graphical notation for specifying business processes in a Business Process Diagram (BPD), It is based on flowcharting techniques similar to activity diagrams from the Unified Modeling Language (UML). Embracing a set of methods and standard approaches are critical for accelerating BPM adoption across an organization.
Change is the heart and soul of our business environments; making sure that the workforce is ready to meet the demands of the changing work place is fundamental to ongoing business success.
Operational Excellence stresses the application of key principles, the alignment of management systems, and the application of process improvement tools towards the sustainable improvement of organizational performance. This course outlines the relationship of Lean Six Sigma (LSS) and Business Process Management (BPM) to Operational Excellence (Op Ex). We will explore and discuss the skills, training, and infrastructure required to launch a successful projects. This course offers participants the opportunity to learn the basic set of process improvement tools using hands-on exercises. This full day lab enables students to practice the techniques introduced in Process Modeling, Analysis and Design (PMAD). Decision Management and business rules allow the effective automation of decision-making combined with increased business agility. The Decision Model and Notation (DMN) is a standard for decision modeling in the process of being adopted by the Object Management Group.
In addition to a management discipline, BPM also provides a wide array of tools and technology. This practical Change Management workshop is about the process of supporting a work group to operate in a team-oriented environment that is characterized by such philosophies as shared purpose, shared values, shared vision, shared mission and a performance development system that enables people to grow both personally and professionally. To equip your managers and supervisors with the must-have skills and knowledge to effectively manage continuous change.
Step 2.Build the guiding team - get the right people in place with the right emotional commitment, and the right mix of skills and levels. Step 5.Empower action - Remove obstacles, enable constructive feedback and lots of support from leaders - reward and recognise progress and achievements. Trained by Prof Robert Flood and his faculty at the University of Hull in Management and Soft Systems Methodology, Philip Tan is a management and soft skills guru, international public speaker, corporate trainer and motivator.
Philip has both academia and industry experience from a diverse range of career paths that include holding senior positions in tertiary education, dotcom, advertising, marketing and hospitality training. In his dynamic career route, he has held portfolios of dean, vice president and chief executive officer of an international professional organisation championing corporate governance. He is a very much sought after trainer and facilitator on leadership and management skills, KPIs, Competency Based Interviews, sales team building for the senior management level and above.
Philip is also a registered trainer with Pembangunan Sumber Manusia (PSMB) (Ministry of Human Resources, Malaysia). Herna is a seasoned trainer and facilitation professional with a track record in delivering custom training and facilitation solutions that meet the client’s needs.
She is a dedicated, creative and lateral thinker who works well with a variety of stakeholders. As Head of Communication with Siemens Ltd, Australia and New Zealand she led training on communications and marketing, innovative thinking, change management and employee culture change. Throughout her career Herna has achieved many accolades and results via innovative marketing communications strategies which have always been based on strong strategic insight and focus implementation. She is involved in her subject area and enjoys doing Industry Conference presentations and speeches about her areas of expertise. She has special skills in facilitating sessions and consulting with various audiences to develop key messages and communicating to multiple stakeholders including, media, employees, government and the community. Bank in and then scan the Bank-in slip and email to us before the course commence to confirm your seat. In today’s environment of increased accountability, the training evaluation process is a critical component of an organization’s training program. Evaluation methods should be determined based on the goals of the training process and should meet the demands of the various stakeholders involved. The assessment of competency learning, whether the training material has been learned, is best conducted at the individual level. The training department requires information about competency learning to determine the effectiveness of training delivery and approach. This information will assist the training department in determining how the training material should be revised or supplemented and whether the training medium used is best suited to the training content. To implement this concept, employees should be required to identify the learning objectives of the training and within a 60-day time frame develop a work sample for review by the manager that demonstrates the application of their learning.
The assessment of competency application, whether the competencies have been applied to improve performance and justify the investment, is best conducted at the organizational level, where performance changes can be assessed and related to training costs incurred.

For the business units, the training evaluation process can provide opportunities to determine how competencies are being applied on the job.
As a training evaluation method, the changes in organizational performance measures should be compared to the employee Skill Gap Analysis. The training evaluation process has the potential to provide useful information to multiple stakeholder groups. Enter your email to subscribe to this blog and receive notifications of new posts by email. Business process management is also concerned with identifying, designing, documenting and improving processes. Our aim is to examine existing structures for effectiveness and to work with your team to put them to the test. We work together with your staff to locate weak points and work out the necessary adjustments, which helps ensure that they are accepted and applied.
Our business process management methodology gives you an end-to-end set of tools to achieve business excellence.
Our consultants have years of experience in process-based thinking, facilitation, training, and mentoring. You have the flexibility to take training at a face-to-face event, select an on-demand course, attend live online, bring training to your location with in-house training.
Choose from Private Live Online training - you pick the date and time, In-House training - dedicated classes at your location and face-to-face training at our events. It provides an overview of BPM as both a management discipline and as a set of enabling technologies. In this course you will acquire a solid understanding of practical techniques for process modeling, analysis and design. In this course you will acquire a solid understanding of practical measurement techniques as applied to the analysis and design of business processes. To provide insight into the linkage between business process improvement and LSS continuous improvement projects. The training builds on earlier courses in the Operational Excellence (Op Ex) track and provides insight into the basic methods used by experienced practitioners to create lasting process improvements. In this course you will acquire a deeper skill for organizational modeling, process discovery, hierarchical process modeling, process performance measurement and analysis, issue prioritization, and process (re)design.
Adopting decision management and business rules technology improves customer service, enables 1:1 marketing, increases straight through processing and more effectively leverages scarce resources. It provides a graphical notation for specifying decisions so that decision making can be modeled separately from business processes.
They not only allow a professional to document and analyze a company's process requirements, but also provide a software platform for continuous process improvement.
Get the vision right - get the team to establish a simple vision and strategy, focus on emotional and creative aspects necessary to drive service and efficiency. Communicate for buy-in - Involve as many people as possible, communicate the essentials, simply, and to appeal and respond to people's needs. Don't let up - Foster and encourage determination and persistence - ongoing change - encourage ongoing progress reporting - highlight achieved and future milestones. Make change stick - Reinforce the value of successful change via recruitment, promotion, new change leaders.
When he is not on the public speaking or corporate training circuit, Philip consults on business performance, strategic management and corporate law. She has also worked across the entire marketing and communications value chain of Siemens in South Africa and Australia.
Presentation topics have included brand, employee communications, change management and communications, innovation thinking, training, social media use in B2B, as well as the importance of aligning brand, culture and customer experience. She works well with a variety of stakeholders including senior management, community partners, government, media, NGO’s and employees. Telegraphic Transfer- You can also opt to use GIRO or telegraphic transfer of payment via international banks.
Organizations administering the program not only are accountable for what employees learn, they also are accountable for ensuring that employees transfer their knowledge to their work performance. Every organization has multiple stakeholders and not everyone within the organization has the same information needs. It is at the individual level that organizations are able to assess employees’ reactions and increased understanding.
Data concerning the overall effectiveness of training procedures, appropriateness of media and instruction methods and other issues relating to possible revisions in instructional design may prove to be very valuable to the training department and will assist them in better serving the needs of the other stakeholders involved. It will also allow the training department to maintain an internal inventory of training vendors or offerings that have been rated best or least effective. Knowledge reviews refer to a general group of assessment tools in which employees read questions and respond in writing.
Training department personnel should observe employee interaction, level of engagement with training instructors and responses to course content. However, the information provided to employees should be related to their ability to do their job better. The business unit manager should be required to ensure that within that time frame employees are assigned activities that will allow them to produce the portfolio.
If, as a result of training, employees are using appropriate behaviors on the job, this should have a positive impact on their performance.
The information will assist them in making sound business decisions and determining training priorities.

This comparison will identify the relationships between skill development and business performance. ROI can be used both to justify a planned investment and to evaluate the extent to which the desired return was achieved.
Every company, every department and every project is based on processes and structures with tasks, duties and responsibilities. Consultants collaborate with clients to ensure that their organization’s processes have a positive impact on critical business drivers. We can accommodate small and large groups, groups in the same place or from all over the world or we can host your team at our next event. Significant innovations in virtualization, and distributed computing, as well as improved access to high-speed Internet and a weak economy, have accelerated interest in Cloud Computing. And that is precisely what process management can deliver when practiced at the enterprise level.BPM is not just about technology. Philip continues to share his experience in academia by supervising post-graduates candidates of the University of East London (UEL) in their masters dissertations.
Her experience comes from roles which have ranged from managerial positions in sales, communications and marketing to Public Relations Account Director for a variety of clients. While traditional training evaluation methods focus on using the assessment process to improve training delivery, information should also be collected to determine whether training is assisting the organization to improve its business performance. Typically, organizational stakeholder groups include the training department, employees and business units. Reactions are important because, if students react negatively to a course, they are less likely to transfer what they learned to their work.
The training content section should target questions to ascertain whether the training materials provide useful information that will assist in performing work tasks and whether the employee is more knowledgeable about the subject matter following the training event. The knowledge reviews may be administered by delivering the tool at the start and end of the training event. These stakeholders will benefit by understanding their own strengths and weaknesses and how they have been addressed through the training process.
The mresults of the portfolio are not intended to be linked to employee performance evaluations.
After receiving the portfolio, the manager should review it and provide feedback to the employee on strengths and areas for improvement. A skill gap occurs when an employee is rated with a lower level of skill than the position requires. Information derived from this analysis will allow business unit managers to identify performance strengths and areas for improvement and make decisions about where additional training may be required.
ROI is calculated by making estimates or obtaining measurements of the costs and benefits associated with a training program.
We do not want to throw out the method you have introduced completely and redesign everything from scratch. Participants will learn the key concepts, terms, methodologies, techniques, and technologies in BPM.
That may be fine at the outset, but in order to address the larger performance issues, companies need to move up the BPM maturity curve from repeatable to defined and then to managed and optimized.
Their information requirements fall into two categories: whether the competencies have been learned and whether the learning has been applied toward improved performance. Increased understanding in terms of new or improved knowledge, skills and abilities is the primary aim of a training event. The training delivery section should determine whether the information was presented in a logical order, at the appropriate level of detail and in an appropriate format. The tool should be developed as a short answer or multiple-choice instrument using the same questions in each administration, presented in a different order.
Informal observation can be used to provide general information about the training structure. This assessment should be used for informational purposes only and should not be linked to the employee evaluation process. The use of organizational performance measures to assess training allows business units managers to be results-oriented and business-focused in their prioritization of training requirements. Using this information, the business units can effectively assign and apply resources to improve performance and ensure organizational success. Major initiatives will only be optimized if senior leaders are engaged in applying process management principles and practices at the enterprise level. The questions on the knowledge review should adequately address the learning objectives of the training.
Alternatively, highly structured observation focuses on monitoring particular points in the training event and commonly involves the utilization of a checklist of the points to be observed. Employees can use the results of this assessment to track their skill development over time from their manager’s perspective.
The results of each administration of the knowledge review can be compared to measure knowledge transfer during the training event. This information will be useful in assisting the training department to improve the course material.

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