In order to deliver radical and beneficial change, business analysts must be able to identify, evaluate and improve business processes.
The use of modelling techniques facilitates a methodical and effective approach to defining change requirements. This allows public and commercial sector organisations to achieve significant improvements in the efficiency of their operations and the effectiveness of their product and service delivery. This course will help business analysts deal with these challenges. It will equip you with the process modelling skills that are fundamental to the successful improvement of the business.
The context for business process modelling;
Purpose of business process modelling; Process for business process modelling; Approaches to business process modelling; The hierarchy of business processes - organisation, process and task levels; Differences between the process view and the functional view of an organisation; Advantages of the process view Organisational model of processes Strategic context for business processes; Relationships between processes, including those at the same level and between levels of hierarchy; Building an organisational view of processes; Delivering value to customers and the value proposition.
Modelling the business processes;
Using activity diagrams to model business processes-actors, tasks, process flows, decisions; Modelling as-is business processes; Events that trigger business processes - external, internal, time - based; The outcomes from business processes; Timelines for business processes; Business process measures.
Identifying tasks - one person, one place, one time; Documenting steps to complete the tasks; Documenting business rules; Task performance measures.
Evaluating and improving business processes;
Identifying problems with the as-is business processes; Analysing the process flow; Analysing the handoffs; Analysing the tasks; Staff performance issues; Challenging the business rules; Modelling the to-be business processes; Approaches to business process improvement.
Integration of business process modelling and requirements definition; Implementation issues (Approaches - pilot run, direct changeover, parallel; Organisational design; Role definition; Staff development; Managing change implementation
Practice exam questions;
Throughout the course, case studies are used to reinforce and practise the topics discussed.
At the end of this course you will be able to:
- Identify and model core business processes at an organisational level
- Identify and model business processes at the process level
- Identify the events that trigger the business processes
- Identify the outcomes from the business processes
- Model the actors, tasks and process flows that comprise a business process
- Analyse the tasks within a business process
- Identify the business rules applied within tasks
- Analyse the performance issues of individual tasks
- Identify the performance measures applied within a business process to analyse and improve business processes
This qualification can form part of the BCS International Diploma in Business Analysis and covers the knowledge-based element of the qualification. Further modules for the Diploma are available at the GTA. Please see the related course links below for more information on these modules.
BCS Certificate in Modelling Business Processes Exam (One Hour Multiple Choice).
If you are taking a BCS exam you must bring photographic identification with you (passport, driving license or student card), as it is a BCS requirement to produce it for the invigilator prior to the exam. Failure to produce a valid form of photographic identification will result in a candidate not being able to sit the exam.
You will need to be able to spend 60-90 minutes each evening whilst on the course doing revision and example examination questions.
There are no specific pre-requisites for this course. This course is suitable for those wishing to identify, model, evaluate and improve business processes, and/or attain the BCS Certificate in Modelling Business Processes.
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