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Business Process Analysis, Innovation, and Design
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Provider:
ESI International
Topic(s):
Organization Development
Who Should Attend?
Anyone involved in Project Management
Full Seminar Description
Learn practical techniques for redesigning critical processes in corporations, government agencies, and nonprofit organizations. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organization's use of information technology and management control mechanisms. 4 days. 22.0 PDUs. Fee per person: $2195.To survive in the twenty-first century, organizations must be lean, flexible, innovative, and customer driven. To do this, most companies need to analyze and redesign core business processes. They must abandon old ideas about how organizations should be managed and rethink how to do things faster, better, cheaper -- or whether to do them at all.
Business processes analysis and redesign, also called business process innovation, can tremendously improve an organization's productivity, profitability, responsiveness, and customer satisfaction. In pacesetting organizations, fast, efficient processes have become a primary vehicle to leverage intellectual capital.
Learn practical techniques for redesigning critical processes in corporations, government agencies, and nonprofit organizations at this valuable course. Get answers to fundamental questions about process innovation: what it is, what benefits it affords, and why it necessitates rethinking an organization's use of information technology and management control mechanisms.
You'll leave the course prepares to begin business process analysis and redesign with realistic expectations and sound strategies that provide a foundation for success.
LEARN HOW TO:
- Avoid the management "dead zone" lurking in every process redesign project
- Facilitate a paradigm shift within your organization
- Set realistic "stretch targets" for the transition
- Evaluate the organization culture's readiness for change
- Maintain a constancy of purpose despite declining morale and hostile attitudes in some stakeholders
DEFINING BUSINESS PROCESS INNOVATION
- A working definition
- a model for process invention
- Setting a new baseline and measurements
- Why organizations are stuck with worn and broken process
- Five guidelines for success
LEARNING BY LOOKING BACKWARD: AN HISTORICAL VIEW
- The evolution of organizations, the revolution of productivity
- Dinosaurs and the nimble giants
- Leaping the curve of process change
- Making the case for process innovation
PROCESS ANALYSIS AND REDESIGN AS A BUSINESS STRATEGY
- What happened to TQM?
- Processes: the vehicle for leveraging intellectual capital
- Analyzing the organization's strategy and structure
- The economic value-added of process innovation
- Establishing and prioritizing customer requirements
- Closing the strategy gap
THE PROCESS-CENTERED ORGANIZATION: THE LEADERSHIP PERSPECTIVE
- The management "dead zone"
- The leadership "gut check"
- Process innovation and leadership styles
- Recruiting the process design team
ANALYSIS AND EVALUATION OF CURRENT SYSTEMS AND PROCESSES
- Assessing organizational readiness
- Prioritizing core processes
- Mapping the existing process
- Measuring hidden and visible process costs
- Testing system and process alignment
FUNCTIONAL PROCESS DIAGNOSIS
- Symptoms of process disease
- Cause-and-effect analysis
- Improve it, fix it, or obliterate it?
- Picking "low-hanging fruit"
- Two methods of process problem solving
DESIGNING THE OPTIMAL PROCESS
- The return on investment (ROI) of process redesign
- Breaking away from the old process
- Templates for process reinvention
- Process redesign tools
- Developing the desired process
- Linking the new process to the customer
PLANNING THE TRANSITION
- Conceiving a tactical plan
- Analyzing the risk of change and the consequences of doing nothing
- Anticipating barriers and identifying accelerators
- Defining structure and system alignment
- Highlighting communication tactics and the "rule of 50s"
OVERCOMING RESISTANCE TO CHANGE: THE SILVER BULLET
- The necessity of courageous leadership
- Making the benefits real
- Dealing with fear and anxiety
- Don't wrestle the crocodiles, drain the swamp
- Common costly mistakes and how to avoid them
- Celebrate success
Sponsor Background:
In 1989, ESI and The George Washington University School of Business and Public Management initiated the Project Management Professional Development Program as a corporate training program for one of the world's leading telecommunications companies.As the demand for project management expertise increased, ESI began offering public courses.
To date, more than 250,000 students from 50 countries around the world have benefited from the courses. As a result, our Project Management Professional Development Program has achieved the distinction of being the world's most comprehensive education program for building project management knowledge and skills.
Discounts and Payment Policy
Receive 10 percent off your registration when you sign up for two or more classes or you register yourself and a friend for the same course at the same time. You must sign up for the courses at the same time and pay in advance. Course discounts do not apply toward The Project Advantage course, the PMP Exam Preparation course or any e-training course.
In case of a course cancellation, substitutions can be arranged. Double Deal discounts cannot be applied to any past classes and are not applicable to e-training courses, the PMP Exam Preparation course or The ProjectAdvantage.
Past Participants Include:
- Abbott Labs
- Amoco Corporation
- AMTRAK
- Bank of America
- The Boeing Company
- Dell Computers
- FedEx
- The Gillette Company
- Hewlett-Packard
- IBM
- Oracle
- Shell Oil
- US Postal Service
- World Bank
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