BPM Course

Description

Course Necessity:

Organizations have always faced changes in business and legal regulations throughout different periods. To achieve organizational excellence, they need to adapt to these changes and challenges. This requires a systematic approach, such as developing quality systems that create a structured view of ongoing activities, improve organizational performance, enhance customer confidence, reduce unnecessary activities and rework, and enable competition in local, regional, and global markets. Some experts propose a path starting with the minimum requirements, like ISO standards compliance. In the new edition of ISO 9000 standards, the concept of process and process-orientation has gained more prominence in management literature, with leading management system designers consistently emphasizing its importance.

Success begins when we know the path to achieving our goals. To achieve any goal, we must consider three types of activities:

• The direct path to achieving the goal or the main value chain of the organization, which directly creates value for us.
• Other activities such as human resources acquisition and support services that assist in moving the value chain forward and indirectly add value.
• Directional activities that prevent deviation from the main path through planning and monitoring. Sequential activities that lead to a specific result are referred to as a process. Contrary to the belief of some experts who consider success solely in value-adding activities, the sustainability and growth of any business require attention to activities in three categories: primary, supporting, and management processes. Managing these processes is the essence of Business Process Management. Therefore, BPM, with its architecture and design of value creation paths and supporting flows, is a key factor in the success of any business.

 

Simplifying and streamlining workflows and organizational processes are essential, as emphasized by organizations and higher authorities such as the National Organization for Management and Planning and the President’s Office. Training and promoting BPM and BPMS are considered the first and fundamental prerequisites for such activities.

 

BPM has been the most popular topic in Google searches related to organizational and IT topics and is expected to be a high-income field in the future. The future job market growth rate for BPM is illustrated below:

Business Process Management Course Syllabus

 

Part 1: Persuasion and Preparation

• Five Tips for Positioning BPM
• Ten Key Points for Persuasion to Implement BPM
• What is Process and Process Management?
• How Can BPM Help Organizations?
• BPM Project Methodologies

 

Part 2: Framing and Process Identification

• Process Identification
• Selecting the First Process Can Be the Key to Project Success!
• Map the Organizational Value Chain
  • Process Classification
  • Process Levels
  • Reference Models – Practical Exercise – Designing the Process Map and Process Architecture Based on APQC
• Modeling
  • Modeling Standards and Explanation of BPMN 2.0 – Practical Exercise
  • Modeling Tools and Practical Introduction to VISUAL PARADIGM – Practical Exercise – Process Modeling

 

Part 3: Understanding Our Organization’s Current State

• Identifying Indicators
• Process Documentation – Practical Exercise – Drafting Process Documentation
• Measuring the Current State

 

Part 4: Gap Analysis and Designing the Desired State

• Measuring Organizational Maturity
• Process Analysis – Practical Exercise – Analyzing the Modeled Process
  • Qualitative Analysis

– Root Cause Analysis (RCA)

– Added Value Analysis

– Gap Analysis

– Empirical Analysis

• Analysis in Visual Paradigm

– CRUD Matrix

– RACI Matrix

– Diagram Matrix

– Animation

– Simulation

• Designing Improvement Solutions

 

Part 5: Improvement and Implementation

• Determining Implementation Actions and Challenges
• Generations of Information Systems
• BPMS Tools
• The Role of BPMS
• Software Development Stages
• Introduction to BPMS Capabilities and Functions
• Selected BPMS in Iran and Evaluation Criteria
• Reporting in BPMS

 

Part 6: Monitoring and Continuous Improvement

• Measurement and Monitoring
• Designing Preventive Actions
• Review and Redesign
• Implementation