Who the course is for:

• Senior Project Managers
• Project Managers
• Specialists
• Project Leaders
• Project Team Members
   

Course objectives:

By the end of this course, you will be able to:

• Avoid the management “dead zone” lurking in every process redesign project
• Facilitate a paradigm shift within your organization
• Set realistic “stretch targets” for the transition
• Evaluate the organization culture’s readiness for change
• Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders
• Assess the effectiveness of current processes
• Reinvent effective processes for the future 

Benefits:

• Avoid the management “dead zone” lurking in every process redesign project
• Facilitate a paradigm shift within your organization
• Set realistic “stretch targets” for the transition
• Evaluate the organization culture’s readiness for change
• Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders
• Assess the effectiveness of current processes
• Reinvent effective processes for the future
   

Certification

Students will receive certyficate of course completion signed by MT&DC as PMI® Global Registered Provider.

Our courses give knowledge needed to prepere for PMP® and other PMI's exams.

More about certification

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Description

To survive in the twenty-first century, organizations must become lean, flexible, innovative, and customer-driven. To do this, most companies need to analyze and redesign core business processes. They must abandon old ideas about how organizations should be managed and rethink how to do things faster, better, cheaper— or whether to do them at all.

Business process analysis and design, also called business process innovation, can tremendously improve an organization’s productivity, profitability, responsiveness, and customer satisfaction. In pacesetting organizations, fast, efficient processes have become a primary vehicle to leverage intellectual capital for competitive performance.

Learn practical techniques for designing critical processes in corporations, government agencies, and nonprofit organizations at this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organization’s use of information technology and management control mechanisms.

You’ll leave the course prepared to begin business process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.

Course Topics

1. Defining Business Process Innovation

• a. A working definition
• b. A model for process invention
• c. A business process innovation roadmap
• d. Why organizations are stuck with worn and broken processes
• e. Six guidelines for success

2. Learning by Looking Backward: An Historical View

• a. The evolution of organizations, the revolution of productivity
• b. Deciding when to redesign a process
• c. Leaping the curve of process change
• d. Making the case for process innovation

3. Process Analysis and Redesign as a Business Strategy

• a. An enterprise model for change
• b. Analyzing your current change strategy
• c. Process Measurements
• d. The economic value-added of process innovation
• e. Establishing and prioritizing customer requirements
• f. Strategic Process Capability

4. The Process-Centered Organization: Leadership and Change Acceleration

• a. The management "dead zone"
• b. The change acceleration model
• c. Process innovation and leadership styles
• d. Recruiting the process design team

5. Analysis and Evaluation of Current Systems and Processes

• a. Assessing organizational readiness
• b. Mapping the existing processes
• c. Measuring hidden and visible process costs
• d. Process Analysis Tools
• e. Assumption Busting

6. Functional Process Diagnosis

• a. Symptoms of process disease
• b. Cause-and-effect analysis
• c. Improve it, fix it, or obliterate it?
• d. Picking "low-hanging fruit"

7. Designing the Optimal Process

• a. The return on investment (ROI) of process redesign
• b. Breaking away from the old process
• c. Templates for process reinvention
• d. Process design tools
• e. Developing the desired process
• f. Linking the new process to the customer
• g. Analyzing the risk of change and the consequences of doing nothing
• h. Anticipating barriers and identifying accelerators
• i. Highlighting communication tactics and the "rule of 50s"

8. Overcoming Resistance to Change: The Silver Bullet

• a. Making the benefits real
• b. Dealing with fear and anxiety
• c. Don’t wrestle the crocodiles, drain the swamp
• d. Common costly mistakes and how to avoid them
• e. Celebrate success
   

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