Strategic Business Process Design Training Course

Participants can define the process boundaries, hierarchy and ownership for a strategic redesign.

• APQC Process Classification Framework used to structure enterprise process inventories
• Level zero through level four process hierarchy and modelling purpose
• Process boundaries defined through triggers, outcomes, customers and suppliers
• SIPOC analysis establishing scope before detailed workflow investigation
• Process owners, functional managers and control owners distinguished clearly
• Architecture decisions separating core, enabling and governance processes

Participants can convert stakeholder needs into measurable process and service requirements.

• Voice of customer evidence gathered from complaints, interviews and service data
• Critical-to-quality requirements defined with measurable acceptance criteria
• Customer journey maps exposing moments of truth and failure demand
• Service blueprints connecting customer actions, frontstage work and support activities
• Segment-specific service propositions translated into process design choices
• Service-level agreements specifying response, resolution, accuracy and escalation standards

Participants can plan and conduct a fact-based current-state process assessment.

• Gemba observation plans targeting handoffs, queues, workarounds and exceptions
• Process discovery interviews structured around cases, decisions and information flows
• Document analysis comparing written procedures with actual work execution
• Operational data requirements covering volumes, cycle times, errors and backlogs
• Sampling methods for validating process frequency and exception patterns
• Evidence logs separating observed facts, assumptions and design hypotheses

Participants can create readable BPMN 2.0 models that expose workflow logic and accountability.

• BPMN pools and lanes showing accountable parties and organisational boundaries
• Events, activities and gateways modelled using consistent BPMN 2.0 notation
• Message flows distinguished from sequence flows and data associations
• Inclusive, exclusive and parallel gateways selected for actual decision logic
• Exception paths, escalations and timer events represented without diagram clutter
• Modelling conventions documented through a process-map style guide

Participants can quantify flow inefficiencies and identify priority improvement opportunities.

• Value stream maps separating processing time, waiting time and lead time
• Takt time calculated from demand rate and available working time
• Little's Law applied to inventory, throughput and cycle-time relationships
• Queue analysis identifying congestion points and unstable work release
• Touch-time estimates validated against workflow observations and system records
• Future-state maps designed around flow, pull signals and workload balancing

Participants can distinguish symptom treatment from evidence-based process problem diagnosis.

• Pareto analysis ranking defect categories by frequency, cost and customer impact
• Five Whys testing causal chains behind recurring process failures
• Fishbone diagrams structured around people, methods, systems and measurements
• Fault tree analysis tracing control breakdowns to contributing conditions
• Stratified data exposing variation by channel, product, team and customer segment
• Problem statements separating observed performance gaps from presumed solutions

Participants can generate future-state process options using sound design principles.

• Simplification removes non-value-adding approvals, checks and duplicate data entry
• Standard work defines repeatable tasks, sequences and expected completion conditions
• Case management designs accommodate variable pathways and expert judgement
• Straight-through processing criteria identify work suitable for automated routing
• Decoupling points separate predictable demand from variable downstream activities
• Design alternatives assessed against cost, service, risk and implementation effort

Participants can align process capacity and workforce arrangements with demand patterns.

• Demand profiles distinguish predictable volume, seasonal peaks and random arrivals
• Workload analysis converts transaction volumes into required productive hours
• Capacity cushions set according to variability, service targets and risk tolerance
• Erlang concepts applied cautiously to high-volume service queue decisions
• Skills matrices identify cross-training priorities and single-point dependencies
• Staffing scenarios compare fixed capacity, flex pools and outsourcing options

Participants can assign decision authority, process ownership and escalation routes for redesigned work.

• RACI matrices clarify responsibility, accountability, consultation and information requirements
• Decision rights assigned according to risk, expertise and customer impact
• Process councils govern priorities, standards, exceptions and improvement investments
• Escalation matrices define triggers, authority levels and response timeframes
• Policy, procedure and work-instruction layers aligned to process architecture
• Governance cadences connect performance review, issue resolution and redesign decisions

Participants can embed preventive and detective controls within future-state processes.

• FMEA scores failure modes using severity, occurrence and detection ratings
• Control objectives linked directly to material process risks and obligations
• Preventive, detective and corrective controls selected for failure exposure
• Segregation-of-duties conflicts identified within approval and payment workflows
• Control evidence specified through system logs, records and review trails
• Residual risk assessed after proposed controls and operating safeguards

Participants can design quality assurance mechanisms that prevent defects and detect variation.

• Quality-at-source principles place checks closest to error creation points
• Poka-yoke methods prevent omissions, invalid entries and sequence errors
• First-pass yield measures quantify work completed without correction or rework
• Control plans specify measures, limits, owners and response actions
• Sampling plans balance inspection effort, risk exposure and process stability
• Corrective action records distinguish containment, root cause and permanent fixes

Participants can identify suitable digital interventions without automating poor process logic.

• Automation suitability assessed through volume, rules, data quality and exceptions
• Business rules catalogues separate policy logic from application configuration
• API integration requirements define events, data objects and error handling
• Robotic process automation candidates screened for process stability first
• Process mining outputs interpreted alongside interviews and operational evidence
• Human-in-the-loop controls designed for judgement, overrides and sensitive decisions

Participants can build a performance measurement system for redesigned processes.

• Balanced scorecards connect process measures to strategic performance objectives
• Leading indicators identify conditions preceding service, cost or control failures
• Lagging indicators confirm realised outcomes after process execution completes
• Operational definitions prevent inconsistent calculation of performance measures
• Metric trees trace executive outcomes to team-level controllable measures
• Statistical process control charts distinguish common-cause from special-cause variation

Participants can quantify redesign benefits, costs, risks and benefit ownership.

• Benefit categories distinguish cashable savings, cost avoidance and service gains
• Baseline measures established before redesign decisions and implementation activity
• Activity-based costing identifies cost drivers within complex service processes
• Investment appraisals compare net present value, payback and implementation risk
• Benefits maps connect design changes to measurable intermediate outcomes
• Benefit owners accept targets, measurement methods and reporting responsibilities

Participants can plan phased implementation that protects service continuity and adoption.

• Transition-state processes define temporary controls, roles and exception arrangements
• Pilot design tests assumptions before wider process rollout decisions
• Stakeholder analysis identifies influence, concerns and required engagement actions
• ADKAR change plans address awareness, desire, knowledge, ability and reinforcement
• Training needs analysis maps role changes to required procedural competence
• Implementation risks tracked through owners, triggers, mitigations and contingency actions

Participants can design end-to-end processes spanning internal teams and external parties.

• Service integration maps define handoffs between retained teams and providers
• Operating-level agreements specify daily controls below service-level commitments
• Supplier performance scorecards measure quality, timeliness, capacity and issue resolution
• Data ownership rules govern master data, corrections and reconciliation responsibilities
• Contractual process requirements translated into operational controls and governance
• Dispute-resolution workflows establish evidence standards, authority and resolution timeframes

Participants can establish governance for sustaining process performance after implementation.

• Process maturity assessments evaluate documentation, ownership, measures and improvement discipline
• PDCA cycles structure recurring review, testing, standardisation and learning
• Kaizen backlogs prioritise improvements using impact, effort and risk criteria
• Process health checks review compliance, customer outcomes and operational capacity
• Knowledge management captures process changes, lessons and approved standards
• Annual process planning aligns improvement portfolios with strategic priorities

Participants can communicate process-design recommendations clearly to decision-makers and affected teams.

• Executive summaries state the process problem, recommendation and expected outcomes
• Before-and-after process visuals communicate material design changes quickly
• Decision papers distinguish mandatory controls from optional improvement choices
• Storylines connect evidence, operational consequences and required management decisions
• Objection handling addresses capacity concerns, control questions and implementation constraints
• Presentation reviews test clarity, credibility and sponsor readiness

Participants can build, review and present a complete strategic process-design pack for a priority operational process.

• Problem framing links strategic objectives to a defined end-to-end process
• Current-state BPMN model documents workflow, decisions, handoffs and exceptions
• Value stream analysis quantifies delay, rework, capacity and service gaps
• Future-state design specifies roles, controls, measures and technology requirements
• Implementation roadmap sequences pilots, dependencies, governance and benefit tracking
• Peer review challenges assumptions, evidence, risks and design feasibility
• Executive presentation secures decisions on scope, investment and sponsorship