Business Modelling and Enterprise Architecture 

• The origins of Business Process Modelling (BPM) and current strategies 
• Business excellence models 
• Business architecture 
• BPM: purpose and techniques 
• The continuous improvement and transformation approach 
• The point of departure (as is), the destination (to be) 
• Common approaches to modelling and mapping 
• Enterprise architecture 
• Enterprise analysis 
• Complex processes and functional decompositions 
• Business, process and IT alignment 
• Enterprise flexibility: impact assessment of change 
• Developing a BPM strategy management 

Transformation And Change Management 

• Taking matters further from continuous improvement 

• The next step: transformation 

• The challenges of a long-term transformation strategy 

• Framework for transformation leadership  

• The conversion from hierarchical structures through ERP systems 

• Bringing about the culture of change 

• Sustaining transformation change management 

• Process analytics and opportunities on the enterprise level 

• Process analysis through the definition of flow 

• Types of flows 

• Process requirements – assessing the needs 

• Process documentation requirements and techniques 

• Workflow concepts 

• Measuring the workflow: what should be measured, how should it be measured? 

• Process modelling and mapping 

• Identifying the core business processes 

The Process Enterprise and Performance Measurement 

• The process driven organisation 

• Contrasting management structures 

• ERP systems: enabler to the conversion from hierarchical structures 

• Process management roles: business and IT approach merger 

• Performance management in a process-driven enterprise 

• Transformation impact assessment and skills gap analysis 

• Performance management 

• Identifying process improvement opportunities 

• Business process improvement and business process analysis 

• Process improvement strategies, workload impact analysis 

• Building performance measurement capability 

• Linking performance and strategy 

• Measuring performance 

• Transformation barriers and enablers 

• BPM governance framework: the Business Process Management Office (BPMO) and the Center of Excellence (CoE) 

Enterprise Process Management and Waste Minimisation 

• The transition to an enterprise process management approach 

• The integration of the BPM process management with the traditional organisational structure 

• Agile and lean approaches to process management and improvement 

• Process waste minimisation: a BPM target 

• Value stream analysis and other tools 

• The enterprise process maturity assessment through CMMI and PEMM 

• The BPM roadmap  

Technology Support and Capability as Enablers to BPM 

• The technology to support BPM today 

• The evolution of BPM technology tools 

• Capabilities of modern BPM technology tools 

• BPM technology as an enabler to implementing process changes 

• Infrastructure architecture for BPMS 

• Process orchestration through technology solutions (Software as a Service (SaaS), Cloud, etc.) 

• Advantages and risks associated with technology process automation 

• BPMS technology: where do we go from here