[ms-protect-content id=”9429″]
[button link=”https://bpm-d.com/executive-training-course-content-2/” bg_color=”#009FC2″ border=”#00728F”]Back[/button] [button link=”https://bpm-d.com/executive-training-course-content-3/” bg_color=”#009FC2″ border=”#00728F”]Continue[/button]
[hr]

[fivecol_three]Slide02[/fivecol_three]
[fivecol_two_last]

Definition and Value of BPM

Having watched the video, you will have understood the importance of the Business Process Management Discipline (BPM-D) as an enabler to the “Next Generation Enterprise”.

The slides below elaborate on this introduction and afford you the opportunity to review and understand this context in more detail.

In addition to the slides, reference can be made to the book: “Value-Driven Business Process Management – The Value-Switch for lasting competitive advantage” – Peter Franz & Dr Mathias Kirchmer – McGraw-Hill 2012. Book references are given throughout as follows:

BOOK –> Chapter 1 – pg 3-19

[/fivecol_two_last]
[divider]

[fivecol_three]Slide03[/fivecol_three]
[fivecol_two_last]

Forces of Change

We live in a very dynamic and increasingly digital business environment. This is as a result of the many factors shown on the slide. Each having a substantial impact and, when seen collectively, create the imperative to be more responsive to change that ever before.

BOOK –> Pg 6

[/fivecol_two_last]
[divider]

[fivecol_three]Slide04[/fivecol_three]
[fivecol_two_last]

Many potential answers?

There are many prevalent examples of proposed “answers” to help a business meet the challenge of change. Some of these are shown on the slide.

[/fivecol_two_last]
[divider]

[fivecol_three]Slide05[/fivecol_three]
[fivecol_two_last]

Characteristics of success

A systemic analysis of many of these approaches is that organisations need this list of characteristics to ve successful in the “Next Generation.”

[/fivecol_two_last]
[divider]

[fivecol_three]Slide06[/fivecol_three]
[fivecol_two_last]

Top level structure

A generic organisation could be described based on the high level processes identified on the chart.

[/fivecol_two_last]
[divider]

[fivecol_three]Slide07[/fivecol_three]
[fivecol_two_last]

Aligning process change

Across organisations there are many approaches that can enhance the ability of an organisation to operate more successfully.

At its core BPM (or the process of process management) is a fundamental discipline that provides the transparency to processes and properly focuses process improvement initiatives.

[/fivecol_two_last]
[divider]

[fivecol_three]Slide08[/fivecol_three]
[fivecol_two_last]

Delivering results

Business process management has demonstrated (as shown in this survey) its ability to create the transparency and ensure the initiatives achieve real business results

[/fivecol_two_last]
[divider]

[fivecol_three]Slide09[/fivecol_three]
[fivecol_two_last]

Focus On Outcomes

The proper definition of a process explains the need to focus on results felt by customers.

[/fivecol_two_last]
[divider]

[fivecol_three]Slide10[/fivecol_three]
[fivecol_two_last]

Value model

As described by Mathias in the video this understanding of value is central to effective Value-Driven BPM.
BOOK –> Chapter 1 – pg 25

[/fivecol_two_last]
[divider]

[fivecol_three]Slide11[/fivecol_three]
[fivecol_two_last]

BPM-Discipline Framework

This framework as outlined in the video is a (patent pending) approach to delivering the discipline of BPM. The following sections of this training describe the elements of this framework in more detail.

[/fivecol_two_last]
[divider]

[hr]
[button link=”https://bpm-d.com/executive-training-course-content-2/” bg_color=”#009FC2″ border=”#00728F”]Back[/button] [button link=”https://bpm-d.com/executive-training-course-content-3/” bg_color=”#009FC2″ border=”#00728F”]Continue[/button]
[/ms-protect-content]