Business Process Alignment
Business Process Alignment
OBJECTIVES
- Put in place processes that help people rather than hinder them in implementing the company strategy.
- Distinguish between mission-critical and support processes
- Analyze systems of interlinked processes and make adjustments so the overall system works
- Create simple process flows that you and your colleagues can understand and work with
- Measure and manage the critical junctures in the processes
- Manage process implementation and people alignment
WHO SHOULD ATTEND?
Experienced managers and project leaders who have the responsibility to create, improve or manage processes across functions. They are either directly involved in planning and managing the processes, or they influence how the processes are designed.
COURSE OUTLINE
Strategic Foundation and Business Process Management
The first day is about setting the context – understanding strategy and processes, and how processes should be designed to implement the strategy.
- l Strategic challenges
- l gap between intended strategies and actual implementation the role of processes in strategy
- l Strategic directions the “right” processes are strategy dependent
- l Customer Value proposition as the focal point of strategy
- l Implications of strategy for business processes
- l Different types of process require to support different customer value propositions
- l Defining strategy and strategic goals
- l Starting with clear strategy and clear goals
- l Getting clarification before starting process design
- l Key process principles
- l Business Process Management review of fundamentals
- l Different process-based organization models
Improving and Redesigning Processes
You will take a deeper look at concepts and tools for process design, and understand the systems at work in an organization, and how changing part of a process has impacts elsewhere.
- l Basics of process design
- l process mapping
- l importance of objectives
- l breaking down into clear steps with start and end points
- l cascading processes
- l internal and external processes
- l Business Process Re-engineering
- l Sources of process improvement
- l Capturing value of process improvement
- l Process Management Methodologies
- l Value-driven process improvement
- l Review the many different methodologies (6 Sigma,
- TQM, Systems Thinking, BPR, etc)
- l Advantages and pitfalls of methodologies
- l Customer centricity as a value driver
- l Selecting a Methodology
- l Criteria for selection and implementation
- l Establishing principles
- l Business Process Owners
- l Implications for IT
- l Agile IT architecture
- l Web 2.0
- l Service-Oriented Architecture
From Strategy to Business Process Alignment and Key Metrics
- l Designing the processes and measuring them
- l Strategy Assessment
- l Conducting a strategic assessment as a basis for process design
- l Strategy Mapping
- l Understanding how the hierarchy of value creation in processes – what has to happen in order to see results at the bottom line?
- l The Balanced Scorecard as a measurement hierarchy
- l Different Strategy Maps for different strategies
- l Linking processes
- l Key Success Factors
- l Identifying KSF’s
- l Processes to achieve a KSF
- l Key Performance Indicators
- l Performance management principles
- l Leading vs Lagging Measures
- l How to measure processes and whether they are leading to the desired results
- l Net Promoter Score – are the processes leading to customer loyalty and creating value for the company?
Managing Process Changes to Implement
Strategies
- l The final day is about aligning the people to the strategy and the processes, and your role as a leader of change.
- l Process Change Execution capabilities
- l Selecting Key Performance Indicators
- l Managing Timelines
- l Cascading Objectives and Measures
- l Ownership and Accountability
- l Adapting the Rewards System
- l Integrating the Company Culture
- l Adapting Leadership and Management