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            Johannesburg: 2 8 - 2 9 M a y ' 1 3                                       | Cape Town: 3 0 - 3 1 M a y ' 1 3
            About Jennifer                     Course                       Benefits                       Registration                  Contact Us




Idea behind the workshop                                                                                                                   Follow Us


 Does the following strike a chord? Let’s consider the following all too common scenario –

 "As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in
 terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been
 hired to help re-structure the enterprise and optimise therefore expediting business recovery. However,
 despite all efforts, business change for the better is still slow. What do we do next?"


 Why are there still massive opportunities to improve Although many in Western economies are in a
 business performance in companies that have been state of denial, we are undergoing the greatest
 through many previous rounds of restructure and reorganization in the business world since the
 traditional optimisation?                                               Industrial Revolution. If you somehow haven't
 Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up
 appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's
 reorganisation since the industrial revolution, therefore not called globalization, and it's being brought to you
 changing their approach to change, making the mistake that the by three billion new capitalists from China, India,
 approaches that served them so well in the last years will endure. and the former Soviet Union.
 The information age which started in the second half of the 20th
                                                                         No matter what industry you are in, no matter how
 Century is quickly morphing into the customer age with massive
                                                                         successful you are, it's time to get ready for the
 implications – opportunities for those who address but significant
                                                                         world as it will be --a world where your customers
 issue for those who fail to react quickly enough. There are many
                                                                         have new choices from a sea of suppliers from
 case studies which illustrate where this is happening.
                                                                         across the globe.

 Our Company Structures
                                                                         --Peter Fingar
 Most companies have a functional structure with “division of
                                                                         Executive Partner, Greystone Group
 labour” fundamental that has changed little since the industrial

 revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and
 the demands placed on them within the company. The original the Great 21st Century Business Reformation
 consequence of ‘labour division’ was a 240 times productivity
 improvement. The fundamentals of company structure still exist largely unchanged today and have now
 become the biggest reason why companies are underperforming or failing.
 98% of the workforce of most organisations have either no contact with the customer or have only a limited
 understanding of the customer, their drivers and what he/she really needs. Under the existing division of
 labour principles, why should they? They have to do a job within the company and either answer to or
 deliver something to somebody else within the company – the concept of “the internal customer”. Over time
 the demands on the functional silos change – this may be to improve quality, reduce defects or improve a
 service to what the internal customer states is required. Because 98% of the workforce are divorced from
 the customer base then the only measures of success that can be used is the requirements for improvement
                                                                                                                                Have you got your FREE Copy yet?
 as defined internally.
 Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out”                          “In Search Of BPM Excellence :
                                                                                                                              Straight from the thought leaders (2006)”
 thinking looking at process change in the traditional domain. Companies traditionally have tried to combat
this by using “voice of the customer” and other techniques which leave only very limited insight – the
problem for the 98% of us focussing on the internal customer we simply are just not aware what is
missing!!
Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or                     Enterprise BPM
please the people we are answerable to – the internal customer then we are doing lots of things that do not                     Workshop
contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s           »   Ghana       »   Poland
inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to            »   France      »   Russia
                                                                                                                     »   Denmark     »   Switzerland
identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply
                                                                                                                     »   Belgium     »   South Africa
not contributing to what the customer needs adding complexity, cost and ultimately service.

Change in Customer Behaviour
The customer base whether it be the corporate or the individual consumer now has access to choice at
unprecedented levels. We can obtain information or advice on almost anything at the press of a button and
whereas we used to be restricted to either what or where we buy, the world has become a global
supermarket for pretty well every product or service available. Economic globalisation has compounded the
problem as trade barriers between nations and regions are effectively dismantled. In some industries supply
effectively exceeds demand with the only apparent differentiator being price. The view that customer focus
should be packing in as much of what a customer wants into a product/service without killing the cost base
is fortunately a complete fallacy. The companies who align their structures, processes and capability
most closely to what the customer actually needs (not “wants” – discussed later) are likely to
sell more than their competitors. Customers are becoming more informed about alternative options.
They are more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive
they want/need. This applies to all industries whether we are selling insurance products or building
submarines.

Pace of Change in Producing New Capability
The pace of change and accelerated technology advances means new products/services or variants are
being produced increasingly quicker as most companies try to compete in this new but constantly evolving
landscape. We observe this every day and its placing a huge pressure on our organisations. This increased
capability/reduced price and reduced time to market is now a factor in virtually every one of our industries.
We have to compete, because if we don’t then the customer base will quickly find those organisations that
can and they will stop buying. Most companies address this by using traditional techniques to produce
better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they
could look at their business through a different “set of glasses”.

And to the Programme?
                                    The enterprises are exploring modular architecture to isolate their
                                    business processes from their applications, which gives them the
                                    flexibility to add, upgrade or replace applications in their information
                                    technology    environment    without   redefining   all   of   their   process
                                    interfaces.
                                    The business process management (BPM) market at $1.0 billion in 2005
                                    is expected to more than triple to $3.8 billion by 2012. The services
                                    oriented architecture (SOA) market at $450 million in 2005 is expected

to grow rapidly through 2012, reaching $3.2 billion.
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-
day program will focus on how to do design and implement efficient and effective business processes, to
more effectively support the way our enterprises are adapting.
Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking
BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh
ideas for people with experience in BPM.

Rest assured, you will never think about business in the same way again. Learn new methods
which you can take back and apply immediately into your organisation.



If you are traveling, you may like to attend the program city near you




  Enterprise BPM in April 2013

   Poland                              Ghana                               Russia

  Enterprise BPM in May 2013

   France                              Denmark                             Belgium

   South Africa                        Switzerland




  Consulting                                                                        Buy

   Enterprise Architecture                   Center of Excellence                   Ask the Architect Credits               Online Learning Licenses
Business Process Management   Application Rationalization   Webinar Licenses           Online Consulting

Enterprise SOA                Architecture Assessment       Workshop Registration      Onsite Consulting




Resources                                                   Useful Links

Architecture Gallery          Architect Skill Quiz          Why iCMG                   Site Map

Short Videos                  E-Learning                    Architecture Awards 2013   Career

iCMG Blog                     Architecture Polls            Architecture Survey 2013   Privacy Policy
CONSULTING                 EVENTS             ABOUT US              RESOURCES             STORE


                                                                                                                              Follow Us




                           Jennifer (Slade) Van Wyk - BP Group Licensed Coach
                           Consultant, iCMG

                           Jennifer van Wyk has more than 20 years professional
                           experience. She has worked as a business analyst and
                           project manager for many years. She has helped
                           organisations in re-engineering processes and designing
                           solutions that set them apart from the rest. She has
                           been a licensed coach with the BPGroup for almost 3
                           years now. Her experience and practical ability to
                           assimilate requirements and come up with solutions is
                           what makes her a driving force. Jennifer is a detailed and
                           analytical minded individual. She is passionate about process and ensuring she
                           works to international Standards. She is delivery orientated and looks at the
                           benefits to the organisation as a whole.

                           Specialties:

                           Her specialties are as follows:
                               Customer-Centric Process Development
                               Enterprise Business Process Management
                               Outside In (OI)
                               Organizational design and implementation
           Tell a friend       Customer experience
                               Change management
      Upcoming Webinars        Business process management and re-engineering
 Wed, Apr 24, 2013             Business Process Improvement
Enterprise
                               Certified Process Professional and coach
Architecture -
Essentials for
Decision Makers            Testimonials
 Thu, Apr 25, 2013
Tips & Traps -             “I've worked with Jennifer before in a Business Process Management project at
Architecture driven        her previous company and I was impressed by her professional approach and
IT migration &             attention to detail regarding the business outcome and requirements for the
modernization              project.
roadmap                                                                                                             Have you got your FREE Copy yet?
                           In addition her knowledge in business process optimisation and transformation
                           initiatives and how to approach them correctly is excellent.”
                                                                                                                    “In Search Of BPM Excellence :
                                                                          - Account Executive, Metastorm,       Straight from the thought leaders (2006)”
                                                                                         January 19, 2011



                           “Jennifer is a driving force and has an eye for the practical real world delivery.
                           Calling it as she sees it and a joy to work with someone who shoots straight                   Enterprise BPM
                           and achieves a top class delivery. One of those few and far between people                       Workshop
                           with a foot in the now but an eye to the future I am pleased to call her a friend    »   Ghana           »   Poland
                           and colleague who I heartily recommend.”                                             »   France          »   Russia
                                                                                                                »   Denmark         »   Switzerland
                              - Steve Towers CEO & CPP Champion®, Business Process Management BPM
                                                                                                                »   Belgium         »   South Africa
                                               Guru | Outside-In | BPM Exec Advisor | BPM, BPM Forum
                                                                                  November 24, 2010



                           “Jennifer is a professional individual who operates with the highest degree of
                           integrity, confidence and trust. Her assignment was to lead one of the
                           toughest workstreams on a process-improvement programme, involving all
                           process directors and their senior staff members; high degree of complexity
                           and risk.
                           Judging her methods, skill, mode of communication, etc. I was not surprised
                           when the Process directors applauded her efforts for a job well done. Indeed,
                           Jennifer is one individual I would have on my team on any given occasion - or
                           any given challenge!”
                                                                     - Programme Manager, Standard Bank
February 4, 2011



                          “Jennifer has a knack to cut through detail and distill the essentials of a job,
                          her approach is time efficient.”
                                       - Managing Director, Thinking Dimensions Business Improvement
                                                                                     January 21, 2011



                          “Working with Jennifer was an absolute pleasure. She very quickly understood
                          the objective and consistently provided content that had pushed the
                          boundaries of what we were looking for. Speed and quality were also well
                          balanced.”
                                                                       - Process Director, Standard Bank
                                                                                        January 21, 2011




Consulting                                                                  Buy

Enterprise Architecture               Center of Excellence                  Ask the Architect Credits        Online Learning Licenses

Business Process Management           Application Rationalization           Webinar Licenses                 Online Consulting

Enterprise SOA                        Architecture Assessment               Workshop Registration            Onsite Consulting




Resources                                                                   Useful Links

Architecture Gallery                 Architect Skill Quiz                   Why iCMG                         Site Map

Short Videos                         E-Learning                             Architecture Awards 2013         Career

iCMG Blog                            Architecture Polls                     Architecture Survey 2013         Privacy Policy
CONSULTING                   EVENTS              ABOUT US               RESOURCES                 STORE


                                                                                                                                        Follow Us




                           Course Overview


                           The Certified Process Professional (CPP) Program takes BPM Training to an
                           entirely new level.
                           This premier WORKSHOP is designed for those seeking professional skills in
                           process management, process improvement, process alignment and innovation. The
                           Advanced Business Process Management Methods and Techniques that Deliver!

                                   Uncover Process Improvement opportunities in just hours
                                   Identify Actions that will reduce process inefficiency by 30% to 60% within 90
                                   days of deployment
                                   Delight your Customers (making them your biggest advocates) through
                                   Successful Customer Outcomes
                                   Innovate to compete, set the market trend and even dominate your industry

                           The Certified Process Professional program builds your competency in delivering
                           these essential benefits in literally everything you do. Unleashing the power of
                           process in your organization today.


                           A dynamic and comprehensive approach to creating and managing enterprise
                           processes that deliver sustained high performance, encompassing the full range of
                           management systems and practices. Content based on the experiences of hundreds
                           of companies and the BP Group (www.bpgroup.org) networks ongoing research.
           Tell a friend

      Upcoming Webinars
 Wed, Apr 24, 2013
                           Course Outline - Level one
Enterprise
Architecture -             Introduction to Advanced Business Process Management – Process
Essentials for             Optimization
Decision Makers
                           Learn to Apply process diagnostics to existing processes, calculate causes of work
 Thu, Apr 25, 2013         and points of failure, and identify actions that can be taken to improve them. Develop a
Tips & Traps -             structured approach accessible by everyone in the organisation to enable immediate
Architecture driven        and significant performance improvements. Create a sustainable operational and
IT migration &             strategic method suitable for both dramatic and steady state improvements.
modernization
roadmap                    •   Apply process diagnostics to any existing process or service.                                  Have you got your FREE Copy yet?


                           •   Understand and identify moments of truth, breakpoints and business rules                       “In Search Of BPM Excellence :
                                                                                                                          Straight from the thought leaders (2006)”
                           •   Determine the magnitude of the points of failure performance factor and causes of
                               work performance factor of the process.

                           •   Calculate the points of failure causes of work performance factors then graph it on
                               the maturity scales.
                                                                                                                                    Enterprise BPM
                           •   Identify actions that can be taken to improve the process.                                             Workshop
                                                                                                                          »   Ghana           »   Poland
                           •   Identify actions that will significantly reduce the process points of failure and causes   »   France          »   Russia
                               of work of the process.                                                                    »   Denmark         »   Switzerland
                                                                                                                          »   Belgium         »   South Africa
                           • Identify actions that can be completed in less than 90 days (often much less).

                           • Analyze the benefits versus cost (resource/time/degree of change) for each action


                           • Clearly identify “low hanging fruit” – actions that require minimal investment versus
                             return

                           • Apply process diagnostics to a customer focused (SCO) process.

                           • Determine the points of failure performance and causes of work performance
                             process factors.

                           • Conduct the risk assessment on the business and customer including

                           • Identify actions that can be taken to improve the process.

                               Review the various techniques and approaches to improving process (useful
                           •   internal materials)

                               Understand and apply the Customer Expectation Management Method
                           •   (CEMMethod) as an Advanced Process Management approach
Course Outline - Level two

                          Advanced Business Process Management – Process Alignment to
                          Successful Outcomes
                          Develop the insights and techniques to align all processes with successful outcomes,
                          and in doing so create the capability for the organisation to win the triple crown i.e.
                          reduce costs, improve revenue and enhance service. Go beyond the triple crown into
                          the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave
                          approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and
                          convinces the Lead team for immediate success.

                          •   Understand the concept of Successful Customer Outcomes and review recent case
                              studies of global champions.

                          •   Define Successful Customer Outcomes for any process, product or service.

                          •   Create the 7 step action plan for crafting Successful Customer Outcomes.

                          •   Develop the SCO mind map for any process, product or service.

                          •   Understand the substantive difference between customer wants, desires and
                              needs.

                          •   Learn how to identify clearly customer needs and expectations (even when the
                              customer doesn’t know it themselves)

                          •   Understand Current and Future State Process Models

                          •   Develop a Current State Process Model – individual, team and enterprise wide.

                          •   Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer
                              Expectation Management Method (CEMM) and the Advanced Process
                              Management approach to analyse the Current State Model

                          •   Assess the Risk factors (organisation and customer) identified in Current State
                              Modelling

                          •   Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive
                              performance improvement

                          •   Prepare a Risk Assessment Profile that informs the Future State

                          •   Develop and substantiate an Action Plan to mitigate risks




Consulting                                                                      Buy

Enterprise Architecture                 Center of Excellence                    Ask the Architect Credits            Online Learning Licenses


Business Process Management             Application Rationalization             Webinar Licenses                     Online Consulting

Enterprise SOA                          Architecture Assessment                 Workshop Registration                Onsite Consulting




Resources                                                                       Useful Links

Architecture Gallery                   Architect Skill Quiz                     Why iCMG                             Site Map

Short Videos                           E-Learning                               Architecture Awards 2013             Career

iCMG Blog                              Architecture Polls                       Architecture Survey 2013             Privacy Policy

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South Africa BPM Workshop

  • 1. CONSULTING EVENTS ABOUT US RESOURCES STORE 1 2345 Johannesburg: 2 8 - 2 9 M a y ' 1 3 | Cape Town: 3 0 - 3 1 M a y ' 1 3 About Jennifer Course Benefits Registration Contact Us Idea behind the workshop Follow Us Does the following strike a chord? Let’s consider the following all too common scenario – "As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to help re-structure the enterprise and optimise therefore expediting business recovery. However, despite all efforts, business change for the better is still slow. What do we do next?" Why are there still massive opportunities to improve Although many in Western economies are in a business performance in companies that have been state of denial, we are undergoing the greatest through many previous rounds of restructure and reorganization in the business world since the traditional optimisation? Industrial Revolution. If you somehow haven't Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's reorganisation since the industrial revolution, therefore not called globalization, and it's being brought to you changing their approach to change, making the mistake that the by three billion new capitalists from China, India, approaches that served them so well in the last years will endure. and the former Soviet Union. The information age which started in the second half of the 20th No matter what industry you are in, no matter how Century is quickly morphing into the customer age with massive successful you are, it's time to get ready for the implications – opportunities for those who address but significant world as it will be --a world where your customers issue for those who fail to react quickly enough. There are many have new choices from a sea of suppliers from case studies which illustrate where this is happening. across the globe. Our Company Structures --Peter Fingar Most companies have a functional structure with “division of Executive Partner, Greystone Group labour” fundamental that has changed little since the industrial revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and the demands placed on them within the company. The original the Great 21st Century Business Reformation consequence of ‘labour division’ was a 240 times productivity improvement. The fundamentals of company structure still exist largely unchanged today and have now become the biggest reason why companies are underperforming or failing. 98% of the workforce of most organisations have either no contact with the customer or have only a limited understanding of the customer, their drivers and what he/she really needs. Under the existing division of labour principles, why should they? They have to do a job within the company and either answer to or deliver something to somebody else within the company – the concept of “the internal customer”. Over time the demands on the functional silos change – this may be to improve quality, reduce defects or improve a service to what the internal customer states is required. Because 98% of the workforce are divorced from the customer base then the only measures of success that can be used is the requirements for improvement Have you got your FREE Copy yet? as defined internally. Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out” “In Search Of BPM Excellence : Straight from the thought leaders (2006)” thinking looking at process change in the traditional domain. Companies traditionally have tried to combat
  • 2. this by using “voice of the customer” and other techniques which leave only very limited insight – the problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!! Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or Enterprise BPM please the people we are answerable to – the internal customer then we are doing lots of things that do not Workshop contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s » Ghana » Poland inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to » France » Russia » Denmark » Switzerland identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply » Belgium » South Africa not contributing to what the customer needs adding complexity, cost and ultimately service. Change in Customer Behaviour The customer base whether it be the corporate or the individual consumer now has access to choice at unprecedented levels. We can obtain information or advice on almost anything at the press of a button and whereas we used to be restricted to either what or where we buy, the world has become a global supermarket for pretty well every product or service available. Economic globalisation has compounded the problem as trade barriers between nations and regions are effectively dismantled. In some industries supply effectively exceeds demand with the only apparent differentiator being price. The view that customer focus should be packing in as much of what a customer wants into a product/service without killing the cost base is fortunately a complete fallacy. The companies who align their structures, processes and capability most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell more than their competitors. Customers are becoming more informed about alternative options. They are more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they want/need. This applies to all industries whether we are selling insurance products or building submarines. Pace of Change in Producing New Capability The pace of change and accelerated technology advances means new products/services or variants are being produced increasingly quicker as most companies try to compete in this new but constantly evolving landscape. We observe this every day and its placing a huge pressure on our organisations. This increased capability/reduced price and reduced time to market is now a factor in virtually every one of our industries. We have to compete, because if we don’t then the customer base will quickly find those organisations that can and they will stop buying. Most companies address this by using traditional techniques to produce better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they could look at their business through a different “set of glasses”. And to the Programme? The enterprises are exploring modular architecture to isolate their business processes from their applications, which gives them the flexibility to add, upgrade or replace applications in their information technology environment without redefining all of their process interfaces. The business process management (BPM) market at $1.0 billion in 2005 is expected to more than triple to $3.8 billion by 2012. The services oriented architecture (SOA) market at $450 million in 2005 is expected to grow rapidly through 2012, reaching $3.2 billion. One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two- day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting. Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh ideas for people with experience in BPM. Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation. If you are traveling, you may like to attend the program city near you Enterprise BPM in April 2013 Poland Ghana Russia Enterprise BPM in May 2013 France Denmark Belgium South Africa Switzerland Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
  • 3. Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  • 4. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Jennifer (Slade) Van Wyk - BP Group Licensed Coach Consultant, iCMG Jennifer van Wyk has more than 20 years professional experience. She has worked as a business analyst and project manager for many years. She has helped organisations in re-engineering processes and designing solutions that set them apart from the rest. She has been a licensed coach with the BPGroup for almost 3 years now. Her experience and practical ability to assimilate requirements and come up with solutions is what makes her a driving force. Jennifer is a detailed and analytical minded individual. She is passionate about process and ensuring she works to international Standards. She is delivery orientated and looks at the benefits to the organisation as a whole. Specialties: Her specialties are as follows: Customer-Centric Process Development Enterprise Business Process Management Outside In (OI) Organizational design and implementation Tell a friend Customer experience Change management Upcoming Webinars Business process management and re-engineering Wed, Apr 24, 2013 Business Process Improvement Enterprise Certified Process Professional and coach Architecture - Essentials for Decision Makers Testimonials Thu, Apr 25, 2013 Tips & Traps - “I've worked with Jennifer before in a Business Process Management project at Architecture driven her previous company and I was impressed by her professional approach and IT migration & attention to detail regarding the business outcome and requirements for the modernization project. roadmap Have you got your FREE Copy yet? In addition her knowledge in business process optimisation and transformation initiatives and how to approach them correctly is excellent.” “In Search Of BPM Excellence : - Account Executive, Metastorm, Straight from the thought leaders (2006)” January 19, 2011 “Jennifer is a driving force and has an eye for the practical real world delivery. Calling it as she sees it and a joy to work with someone who shoots straight Enterprise BPM and achieves a top class delivery. One of those few and far between people Workshop with a foot in the now but an eye to the future I am pleased to call her a friend » Ghana » Poland and colleague who I heartily recommend.” » France » Russia » Denmark » Switzerland - Steve Towers CEO & CPP Champion®, Business Process Management BPM » Belgium » South Africa Guru | Outside-In | BPM Exec Advisor | BPM, BPM Forum November 24, 2010 “Jennifer is a professional individual who operates with the highest degree of integrity, confidence and trust. Her assignment was to lead one of the toughest workstreams on a process-improvement programme, involving all process directors and their senior staff members; high degree of complexity and risk. Judging her methods, skill, mode of communication, etc. I was not surprised when the Process directors applauded her efforts for a job well done. Indeed, Jennifer is one individual I would have on my team on any given occasion - or any given challenge!” - Programme Manager, Standard Bank
  • 5. February 4, 2011 “Jennifer has a knack to cut through detail and distill the essentials of a job, her approach is time efficient.” - Managing Director, Thinking Dimensions Business Improvement January 21, 2011 “Working with Jennifer was an absolute pleasure. She very quickly understood the objective and consistently provided content that had pushed the boundaries of what we were looking for. Speed and quality were also well balanced.” - Process Director, Standard Bank January 21, 2011 Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy
  • 6. CONSULTING EVENTS ABOUT US RESOURCES STORE Follow Us Course Overview The Certified Process Professional (CPP) Program takes BPM Training to an entirely new level. This premier WORKSHOP is designed for those seeking professional skills in process management, process improvement, process alignment and innovation. The Advanced Business Process Management Methods and Techniques that Deliver! Uncover Process Improvement opportunities in just hours Identify Actions that will reduce process inefficiency by 30% to 60% within 90 days of deployment Delight your Customers (making them your biggest advocates) through Successful Customer Outcomes Innovate to compete, set the market trend and even dominate your industry The Certified Process Professional program builds your competency in delivering these essential benefits in literally everything you do. Unleashing the power of process in your organization today. A dynamic and comprehensive approach to creating and managing enterprise processes that deliver sustained high performance, encompassing the full range of management systems and practices. Content based on the experiences of hundreds of companies and the BP Group (www.bpgroup.org) networks ongoing research. Tell a friend Upcoming Webinars Wed, Apr 24, 2013 Course Outline - Level one Enterprise Architecture - Introduction to Advanced Business Process Management – Process Essentials for Optimization Decision Makers Learn to Apply process diagnostics to existing processes, calculate causes of work Thu, Apr 25, 2013 and points of failure, and identify actions that can be taken to improve them. Develop a Tips & Traps - structured approach accessible by everyone in the organisation to enable immediate Architecture driven and significant performance improvements. Create a sustainable operational and IT migration & strategic method suitable for both dramatic and steady state improvements. modernization roadmap • Apply process diagnostics to any existing process or service. Have you got your FREE Copy yet? • Understand and identify moments of truth, breakpoints and business rules “In Search Of BPM Excellence : Straight from the thought leaders (2006)” • Determine the magnitude of the points of failure performance factor and causes of work performance factor of the process. • Calculate the points of failure causes of work performance factors then graph it on the maturity scales. Enterprise BPM • Identify actions that can be taken to improve the process. Workshop » Ghana » Poland • Identify actions that will significantly reduce the process points of failure and causes » France » Russia of work of the process. » Denmark » Switzerland » Belgium » South Africa • Identify actions that can be completed in less than 90 days (often much less). • Analyze the benefits versus cost (resource/time/degree of change) for each action • Clearly identify “low hanging fruit” – actions that require minimal investment versus return • Apply process diagnostics to a customer focused (SCO) process. • Determine the points of failure performance and causes of work performance process factors. • Conduct the risk assessment on the business and customer including • Identify actions that can be taken to improve the process. Review the various techniques and approaches to improving process (useful • internal materials) Understand and apply the Customer Expectation Management Method • (CEMMethod) as an Advanced Process Management approach
  • 7. Course Outline - Level two Advanced Business Process Management – Process Alignment to Successful Outcomes Develop the insights and techniques to align all processes with successful outcomes, and in doing so create the capability for the organisation to win the triple crown i.e. reduce costs, improve revenue and enhance service. Go beyond the triple crown into the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and convinces the Lead team for immediate success. • Understand the concept of Successful Customer Outcomes and review recent case studies of global champions. • Define Successful Customer Outcomes for any process, product or service. • Create the 7 step action plan for crafting Successful Customer Outcomes. • Develop the SCO mind map for any process, product or service. • Understand the substantive difference between customer wants, desires and needs. • Learn how to identify clearly customer needs and expectations (even when the customer doesn’t know it themselves) • Understand Current and Future State Process Models • Develop a Current State Process Model – individual, team and enterprise wide. • Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer Expectation Management Method (CEMM) and the Advanced Process Management approach to analyse the Current State Model • Assess the Risk factors (organisation and customer) identified in Current State Modelling • Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive performance improvement • Prepare a Risk Assessment Profile that informs the Future State • Develop and substantiate an Action Plan to mitigate risks Consulting Buy Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses Business Process Management Application Rationalization Webinar Licenses Online Consulting Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting Resources Useful Links Architecture Gallery Architect Skill Quiz Why iCMG Site Map Short Videos E-Learning Architecture Awards 2013 Career iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy