Presentation on theme: "Certified Business Process Professional (CBPP®) Exam Overview"— Presentation transcript:
1 Certified Business Process Professional (CBPP®) Exam Overview 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 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.
3 Experience Qualification 4 YearsProcess management, Process Improvement, or Process Transformation experienceDocumented experience and qualificationsDisclaimer: Preparing for the CBPP® exam is geared toward the experienced practitioner in the knowledge areas contained in the BPM CBOK®
4 How to Prepare CBOK Study Guide (available at participating Chapters) Through ABPMP’s eStore atDownload a PDF copy through ABPMP’s member section atStudy Guide (available at participating Chapters)4
5 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®
6 BPM CBOK® Knowledge Areas Enterprise Process ManagementProcess Management OrganizationBusiness Process ManagementBusiness Process Management TechnologiesProcessModelingAnalysisDesignTransformPerformMgt
7 1.0 Business Process Management (7 Questions) 1.1 Business Process PrinciplesArticulate the definition of Business Process Management, why organizations implement BPM, how they apply the philosophy and the goal for BPM projectsDescribe the drivers and the impact on the organization1.2 BPM Lifecycle:Describe the phases of BPM implementation, the methodology and the projects that would impact the goals of the organizationUnderstand the BPM lifecycle and the various activities at each phase1. 3 BPM ProfessionalsUnderstand the principles of change with the shift from an organizational and hierarchical focus changing to a process based focusDescribe the roles required for moving to a process centric organization7
8 2.0 Process Analysis (15 Questions) Define the term process analysisRecognize how processes cross various functional areas and the challenges that result for process improvement efforts.Describe the various methods to collect information2.2 Process Analysis - TechniquesDefine and describe model types and componentsDescribe the benefits of capturing process documentation2.3 Process Analysis - ApproachesDefine the role of the process analyst for capturing process documentationUnderstand the use of varied levels of detail used to capture process activities and procedures8
9 Chapter 2 Key ConceptsBusiness 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 Key Concepts 6 BPM Critical Success Factors include the following: alignment of business strategy, value-chain definitions, and business processesestablishment of enterprise and business unit goals to meet business strategydevelopment of action plans and business tactics to successfully meet the organization’s goalsassignment of executive sponsorship, responsibility, authority and accountability for processes leading to attainment of goalsassignment of clear process ownership along with authority to engineer changeestablish metrics, measure, and monitor processinstitutionalize practices such as continuous improvement investigations, change management, change controls, and proper leverage of BPM products and tools that lead to improvements and changestandardize and automate business processes and related methodologies across the enterprise
11 Key Concepts7 BPM is a professional discipline made up of eight sub-disciplines: Modeling, Analysis, Design, Performance Measurement, Transformation, Organization, Enterprise Process Management and Technology. 8 The four cornerstones of BPM are Values, Beliefs, Leadership, and Culture. 9 The BPM lifecycle includes Planning and Strategy followed by Analysis, Design and Modeling, Implementation, Monitoring, and Controlling thereby leading to Refinement. 10 Key factors impacting the BPM lifecycle are organization, process definition, responsibility, sponsorship, measurement, awareness, alignment, information technology, and BPM methodology. 11 A key element of BPM is the identification and definition of computing financial and operational controls. Achieving successful adherence to these controls requires the design, testing, implementation, and monitoring of control activities.
12 3.0 Process Modeling (16 Questions) 3.1 Process Modeling NotationsUnderstand the origin and the types of business process modelingDistinguish between the Value Stream, Activity Based Costing methods and other approaches used to model business process informationIdentify the types of process modelsDescribe the common standards of process modelingIdentify the key components of an effective symbols charts and functions3.2 The Uses of Process ModelsBusiness Process models are used to identify process activities; address the various ways process models can facilitate process changeIncorporate the role and the added value of modelingUnderstand how data collected from process analysis is used to propose changes to the process; incorporate other tools for process simulation and optimization12
13 Chapter 3 Summary & 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 modelProcess models are useful as documentation, a means for communication and alignment, design and requirements, or a means to analyze aspects of the process, training, and explanation.Different levels or perspectives of business processes are expressed by models showing different scopes and levels of detail for different audiences and purposesThere are many different styles of process modeling notation and ways to develop process models.5/5/200913
15 4.0 Process Design &Transformation (18 Questions) Understand the impact of the logical and physical aspects on the process designIdentify the reasons for process design and opportunities for transformationDescribe how the gaps in the current state are leveraged for business process informationDescribe common process analysis elements required for effective process design considerationsIdentify the elements considered to design an effective process flow4.2 Critical Success Factors for Process TransformationIdentify the critical success factors required to identify process activities and facilitate process changeDescribe the role process owners, executive sponsors and analysts provide for successful process transformationUnderstand how process methodologies and frameworks help guide the process analysis required for process transformationUnderstand how data collected from process analysis is used to propose changes to the process; incorporate other tools for process simulation and optimization15
16 5.0 Process Performance Management (14 Questions) 5.1 Effective Process MeasuresUnderstand the role and objectives of measurements and metrics in the Process Performance ManagementDescribe fundamental metrics dimensions and characteristics of effective metricsDescribe the concept of "value added" versus "non-value added" measurement approaches5.2 Importance and benefits of process performance managementUnderstand the benefits of cross-functional process improvement efforts versus isolated functional area improvementsUnderstand the reasons for continuous process monitoring and controlDescribe the role of business intelligence in decision support for process owners and managers16
17 6.0 Process Improvement Methodologies 6.1 Alignment of business process and enterprise performanceUnderstand the various methodologies used to assess process performance and to support continuous improvementUnderstand the difference between the key approaches to process improvement methods; explain the key differences in the tools used by eachUnderstand the difference between functional and cross-functional (enterprise level) metrics6.2 Modeling and simulationDescribe the difference between Process Measuring and Modeling and SimulationUnderstand the process of Modeling and Simulation and describe its objectives and benefits6.3 Decision support for process owners and managersFamiliarize with common decision support frameworks and their benefitsDescribe the reasons for planning for monitoring and controlling of business processes17
18 7.0 Process Organization & Change Management 7.1 Process OrientationDistinguish between the horizontal focus of the organization versus the traditional vertical focusUnderstand the definition of a process centric enterprise and the impact it can have on management’s accountability for performance7.2 Characteristics of the process cultureUnderstand what the characteristics of an enterprise process culture are and how they support the process centric strategies18
19 7.0 Process Organization & Change Management Process Management and Governance RolesDefine the role of the process ownerDescribe how the process owner’s responsibilities differ from those of the functional manager.Describe and distinguish the different roles of the process owner, the project manager, the process analyst and the process governance team to accomplish their main responsibilityOrganizational Change ManagementUnderstand how process integration will impact to the traditional organizational structure and management rolesDefine the change management issues encountered in implementing process changes and role definition.19
20 8.0 Enterprise Process Management (EPM) Enterprise Process GovernanceUnderstand concepts of the Enterprise Process Management as a way of expressing strategy in terms of cross-functional activityIdentify main factors that impact cross-functional enterprise decision makingDescribe reasons and objectives of Enterprise Process GovernanceDescribe benefits of EPM and importance of business knowledge, roles and responsibilities, goals and prioritiesDescribe aspects of the Customer Centric Measurement FrameworkDescribe activities of process assessmentProcess FrameworksUses and benefits of different frameworks to achieve the benefits of establishing of common definitions and standardized processesDescribe major elements of an Enterprise Framework Model20
21 9.0 Business Process Management Systems (BPMS) 8.1 BPM System ArchitectureUnderstand what the8.2 BPM System ComponentsDistinguish between theenterprise and the impact it can have on performance8.3 Business Process Rules21