Executive Introduction
Business Process Management – Discipline (BPM-D)

Enabling the Next Generation Enterprise

Training Workshop

We live in a fast moving business environment. The ability to move new
ideas into execution fast and reliably will continue to be the prerequisite
to business differentiation for the next decade.

The course provides an introduction to the management discipline of Business Process Management (BPM-DTM) as a key enabler to an agile business.

It describes the value proposition and its positioning in the company and then provides an overview of some of the essential components of a value-oriented BPM function.

Designed for:
Executives seeking a refresher on the Value of BPM to enable the next generation enterprise. Rated an average of 4.7 out of 5 over the past 2 conducts


Definition and Value of the BPM DisciplineTM

  • The next generation enterprise – Agile and efficient
  • BPM-DTM the (patent pending) framework for the BPM disciplineTM
  • The BPM-DTM Value Framework and its importance for the
    next generation enterprise
  • The BPM-DTM Process Framework – getting things done
  • BPM Business case approach

BPM strategy – targeting value

  • Focus on high impact low maturity processes
  • Develop the right BPM maturity level
  • Process agenda for fast results and lasting capabilities

BPM organization – the agility network

  • BPM CoE – the core organization
  • Extended BPM governance organization – covering processes and master data
  • The Chief process officer and other emerging BPM roles

BPM Tools & Technologies – mature enablers

  • Traditional process execution systems like ERP still have a place –
    but a shrinking one
  • The next generation process execution – SOA and more
  • Core BPM software tools – supporting the process of process management
  • The importance of “social” for BPM
  • The future – industrialization and individualization

Improvement approaches – pragmatic, fast effective

  • Traditional approaches like Six Sigma are not sufficient
  • Fast results through process prioritization and weak point analysis
  • New ways of driving standardization
  • Targeted automation with the right degree of flexibility

Getting started – fast results and lasting capabilities

  • Green field initiatives are rare
  • Finding the pragmatic journey – don’t boil the ocean



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Peter Franz      and        Dr. Mathias Kirchmer

Global experts in BPM. See profiles here


Dates & Venue:

10am to 5pm in London and Philadelphia

  • 12 March 2015 (London) Targeting Value deep dive
  • 26 March 2015 (Philadelphia) Executive Overview
  • 30 April 2015 (Philadelphia) Targeting Value deep dive
  • 14 May 2015 (London) Executive Overview
  • 25 June 2015 (Philadelphia) Executive Overview
  • 10 September 2015 (London) Executive Overview


Price per Attendee:
£440 / $790 (excl VAT)
Refreshments, Lunch,
Workshop Material and
copy of the book –
“Value-Driven BPM”

Booking or Information:
To Book your place or for more Info:
Please submit your booking or query below:


    What previous attendees said:

    “Great course. Lots to take back to workplace.”

    “Understanding the BPM-D Framework will help us. (Freedom Mortgage)”

    “Good wrapper course as part of a process capability curriculum.”

    “Particulaly valuable were the diverse corporations and participans as well as your experience and knowledge. (HSBC)”

    “Good opportunity to interact and reflect.”

    “Useful to have the video experts’ views.”

    “Particularly valuable was the discussion about process prioritization. (Verizon)”

    “Useful mix of delegates, all of whom brought different experience/maturity to the table.”

    “Excellent having range of businesses in the room.”

    “Good to understand and dive into different areas of BPM.”

    “Particulaly valuable were the dicussions about critical success factors and the guidance given to successfully make a company more efficient and effective. (SAP America Inc.)”

    “… this was very smooth and executed very well.”

    “This session was able to cover all aspects of BPM in a way that I can go back to my company and explain the value of process management and push for change within my organization. (Top Information Company)”

    “I have now the knowledge to explain the capability and value of BPM in the organization. (PSEG)”

    “Impressive thanks!”