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Certified Business Process Professional (CBPP®)

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Presentation on theme: "Certified Business Process Professional (CBPP®)"— Presentation transcript:

1 Certified Business Process Professional (CBPP®)
Overview of exam topics Part 1 July 29,2010 The BPM CBOK® is the “WHAT” of BPM, not the “HOW” or methodology. Before anyone can embark on BPM, they must first know the WHAT, then they will need to learn the HOW of BPM. There are many vendors and consultants out there who can show you HOW to do BPM, but until now, no organization or individual has established the knowledge foundation for the skills and competencies of BPM until ABPMP’s BPM CBOK® Without the WHAT, it is difficult for people to understand the HOW (methodology) of putting it all together into a comprehensive, sustainable whole.

2 House Keeping If you are having difficulty hearing, it could be due to your corporate firewall limitations An On Demand version of this will be available through the ABPMP website (audio will be fine) A PDF of the slides will be available for this webcast with the On Demand version of the webcast (same link)

3 What is the CBPP ®? BPM Certification means that an individual has:
Achieved appropriate professional experience and/or education; Passed a rigorous examination (140 questions) Agreed to abide by a professional code of conduct; Committed to maintaining an active credential through meeting continuing professional development requirements.

4 Experience Qualification
4 Years Process management, Process Improvement, or Process Transformation experience Documented experience and qualifications Disclaimer: Preparing for the CBPP® exam is geared toward the experienced practitioner in the knowledge areas contained in the BPM CBOK®

5 How to Prepare CBOK® Through ABPMP’s eStore at Download a PDF copy through ABPMP’s member section at Chapters have also formed Study Groups to prepare locally 5

6 Why the BPM CBOK®? The BPM CBOK® is the “WHAT” of BPM
One must first know the WHAT before one can completely understand the HOW of putting it all together into a comprehensive, sustainable whole. Until now, there has been no comprehensive resource espousing the skills and competencies until the BPM CBOK®

7 BPM CBOK® Knowledge Areas
Enterprise Process Management Process Management Organization Business Process Management Business Process Management Technologies Process Modeling Analysis Design Transform Perform Mgt

8 1.0 Business Process Management (7 Questions)
1.1 Business Process Principles Articulate the definition of Business Process Management, why organizations implement BPM, how they apply the philosophy and the goal for BPM projects Describe the drivers and the impact on the organization 1.2 BPM Lifecycle: Describe the phases of BPM implementation, the methodology and the projects that would impact the goals of the organization Understand the BPM lifecycle and the various activities at each phase 1. 3 BPM Professionals Understand the principles of change with the shift from an organizational and hierarchical focus changing to a process based focus Describe the roles required for moving to a process centric organization 8

9 BPM Key Concepts Business Process Management (BPM) is a disciplined approach to identify, design, execute, document, measure, monitor, and control both automated and non-automated business processes to achieve consistent, targeted results consistent with an organization’s strategic goals. BPM involves the deliberate, collaborative and increasingly technology-aided definition, improvement, innovation, and management of end-to-end business processes that drive business results, create value, and enable an organization to meet its business objectives with more agility. It enables an enterprise to align its business processes to its business strategy leading to effective overall company performance through improvements of specific work activities either within a specific department, across the enterprise, or between organizations. A process is a defined set of activities or behaviors performed by humans or machines to achieve one or more goals. There are three types of business processes: primary, support and management. Primary processes are cross-functional in nature and make up the value chain. Support processes such as human resources and IT enable other processes. Management processes are used to measure, monitor and control business activities. Management processes ensure that primary and supporting processes meet operational, financial, regulatory, and legal goals.

10 BPM Key Concepts 6 BPM Critical Success Factors include the following:
alignment of business strategy, value-chain definitions, and business processes establishment of enterprise and business unit goals to meet business strategy development of action plans and business tactics to successfully meet the organization’s goals assignment of executive sponsorship, responsibility, authority and accountability for processes leading to attainment of goals assignment of clear process ownership along with authority to engineer change establish metrics, measure, and monitor process institutionalize practices such as continuous improvement investigations, change management, change controls, and proper leverage of BPM products and tools that lead to improvements and change standardize and automate business processes and related methodologies across the enterprise

11 2.0 Process Analysis (15 Questions)
Define the term process analysis Recognize how processes cross various functional areas and the challenges that result for process improvement efforts. Describe the various methods to collect information 2.2 Process Analysis - Techniques Define and describe model types and components Describe the benefits of capturing process documentation 2.3 Process Analysis - Approaches Define the role of the process analyst for capturing process documentation Understand the use of varied levels of detail used to capture process activities and procedures 11

12 Process Analysis – Key Concepts
Process: Defined set of sequential or parallel activities to achieve a goal Process analysis: Creating an understanding of the activities of the process and measures the success (i.e., effectiveness and efficiency) of those activities in meeting the goals Process effectiveness: Measurement of achieving the purpose or need for the process  Process Efficiency: Measurement of degree of resources utilized in performing the activities of the process Why Analyze a Process? Generates information necessary for the organization to make informed decisions assessing the activities of the business Show how well the business is meeting its objectives Process Analysis Goal: Allows organizations to continuously improve the processes of the organization by monitoring the performance of these processes and thereby improving the performance of the organization 12

13 3.0 Process Modeling (16 Questions)
3.1 Process Modeling and Notations Understand the origin and the reasons for business process modeling Identify the types of process models Describe the common standards of process modeling Identify the key components of an effective symbols charts and functions Distinguish between the Value Stream, Activity Based Costing methods and other approaches used to capture and model business process information 3.2 The Uses of Process Models Business Process models are used to identify process activities; address the various ways process models can facilitate process change Identify the roles involved in performing process modeling Understand how data collected from process analysis is used to propose changes to the process; incorporate other tools for process simulation and optimization 13

14 Process Modeling - Key Concepts
Process models are simplified representations of some business activity. A process model serves as a means to communicate several different aspects of a business process. Process models are used to document, analyze or design a business model Process models are useful as documentation, a means for communication and alignment, design and requirements, or a means to analyze aspects of the process, and training. Different levels or perspectives of business processes are expressed by models showing different scopes and levels of detail for different audiences and purposes There are many different styles of process modeling notation and ways to develop process models. 5/5/2009 14

15 Next Steps to prepare for the exam: Review Chapters 1-3 of the CBOK ®
Next Webinar Topic: Business Process Transformation Process Design August 14

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