One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting.

1. CONSULTING EVENTS ABOUT US RESOURCES STORE
1 2 3 4
Moscow: 22 - 23 April, 2013
Course Benefits Registration Contact Us
Idea behind the workshop Follow Us
Does the following strike a chord? Let’s consider the following all too common scenario –
"As with many companies, the recent recession has forced cut back on costs. "The low hanging fruit" in terms
of the most obvious cost cutting initiatives have already been taken. Consulting companies have been hired to
help re-structure the enterprise and optimise therefore expediting business recovery. However, despite all
efforts, business change for the better is still slow. What do we do next?"
Why are there still massive opportunities to improve
Although many in Western economies are in a
business performance in companies that have been through
state of denial, we are undergoing the greatest
many previous rounds of restructure and traditional
reorganization in the business world since the
optimisation?
Industrial Revolution. If you somehow haven't
Although now starting to change, most companies have not yet noticed it yet, there is a loud and clear wake-up
appreciated that the business world is going through the greatest call in the air that can be heard everywhere. It's
reorganisation since the industrial revolution, therefore not called globalization, and it's being brought to you
changing their approach to change, making the mistake that the by three billion new capitalists from China, India,
approaches that served them so well in the last years will endure. and the former Soviet Union.
The information age which started in the second half of the 20th
Century is quickly morphing into the customer age with massive No matter what industry you are in, no matter how
implications – opportunities for those who address but significant successful you are, it's time to get ready for the
issue for those who fail to react quickly enough. There are many world as it will be --a world where your customers
case studies which illustrate where this is happening. have new choices from a sea of suppliers from
across the globe.
Our Company Structures
Most companies have a functional structure with “division of --Peter Fingar
labour” fundamental that has changed little since the industrial Executive Partner, Greystone Group
revolution. Functional silos grow and change over time to address Author of Extreme Competition: Innovation and
the demands placed on them within the company. The original the Great 21st Century Business Reformation
consequence of ‘labour division’ was a 240 times productivity
improvement. The fundamentals of company structure still exist largely unchanged today and have now
become the biggest reason why companies are underperforming or failing.
98% of the workforce of most organisations have either no contact with the customer or have only a limited
understanding of the customer, their drivers and what he/she really needs. Under the existing division of
labour principles, why should they? They have to do a job within the company and either answer to or deliver
something to somebody else within the company – the concept of “the internal customer”. Over time the
demands on the functional silos change – this may be to improve quality, reduce defects or improve a service
to what the internal customer states is required. Because 98% of the workforce are divorced from the
customer base then the only measures of success that can be used is the requirements for improvement as
defined internally.
Have you got your FREE Copy yet?
Overlay the more, cheaper, faster, better quality demands and the focus is firmly fixed on “inside-out”
thinking looking at process change in the traditional domain. Companies traditionally have tried to combat “In Search Of BPM Excellence :
Straight from the thought leaders (2006)”
this by using “voice of the customer” and other techniques which leave only very limited insight – the

2. problem for the 98% of us focussing on the internal customer we simply are just not aware what is missing!!
Is this a problem? Well, simply – YES. Because of the focus on what we are doing and trying to deliver or
please the people we are answerable to – the internal customer then we are doing lots of things that do not
contribute to what the customer – ie the person who pays for the goods and services - really needs. That’s Enterprise BPM
inefficiency that none of the existing Enterprise Performance Improvement methodologies have been able to Workshop
identify or drive out. The vast majority of companies are carrying out a huge amount of work that is simply » Ghana » Poland
not contributing to what the customer needs adding complexity, cost and ultimately service. » France » Russia
» Denmark » Switzerland
» Belgium » South Africa
Change in Customer Behaviour
The customer base whether it be the corporate or the individual consumer now has access to choice at
unprecedented levels. We can obtain information or advice on almost anything at the press of a button and
whereas we used to be restricted to either what or where we buy, the world has become a global
supermarket for pretty well every product or service available. Economic globalisation has compounded the
problem as trade barriers between nations and regions are effectively dismantled. In some industries supply
effectively exceeds demand with the only apparent differentiator being price. The view that customer focus
should be packing in as much of what a customer wants into a product/service without killing the cost base is
fortunately a complete fallacy. The companies who align their structures, processes and capability
most closely to what the customer actually needs (not “wants” – discussed later) are likely to sell
more than their competitors. Customers are becoming more informed about alternative options. They are
more likely to change allegiance. They are more likely to rebel if they don’t get what they perceive they
want/need. This applies to all industries whether we are selling insurance products or building submarines.
Pace of Change in Producing New Capability
The pace of change and accelerated technology advances means new products/services or variants are being
produced increasingly quicker as most companies try to compete in this new but constantly evolving
landscape. We observe this every day and its placing a huge pressure on our organisations. This increased
capability/reduced price and reduced time to market is now a factor in virtually every one of our industries.
We have to compete, because if we don’t then the customer base will quickly find those organisations that
can and they will stop buying. Most companies address this by using traditional techniques to produce
better/cheaper/faster without realising there are huge opportunities sitting “under their nose” if only they
could look at their business through a different “set of glasses”.
And to the Programme?
The enterprises are exploring modular architecture to isolate their
business processes from their applications, which gives them the flexibility
to add, upgrade or replace applications in their information technology
environment without redefining all of their process interfaces.
The business process management (BPM) market at $1.0 billion in 2005 is
expected to more than triple to $3.8 billion by 2012. The services oriented
architecture (SOA) market at $450 million in 2005 is expected to grow
rapidly through 2012, reaching $3.2 billion.
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day
program will focus on how to do design and implement efficient and effective business processes, to more
effectively support the way our enterprises are adapting.
Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking
BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh
ideas for people with experience in BPM.
Rest assured, you will never think about business in the same way again. Learn new methods
which you can take back and apply immediately into your organisation.
If you are traveling, you may like to attend the program city near you
Enterprise BPM in April 2013
Poland Ghana Russia
Enterprise BPM in May 2013
France Denmark Belgium
South Africa Switzerland
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting

3. Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy

4. CONSULTING EVENTS ABOUT US RESOURCES STORE
Follow Us
Course Overview
The Certified Process Professional (CPP) Program takes BPM Training to an
entirely new level.
This premier WORKSHOP is designed for those seeking professional skills in process
management, process improvement, process alignment and innovation. The
Advanced Business Process Management Methods and Techniques that Deliver!
Uncover Process Improvement opportunities in just hours
Identify Actions that will reduce process inefficiency by 30% to 60% within 90
days of deployment
Delight your Customers (making them your biggest advocates) through
Successful Customer Outcomes
Innovate to compete, set the market trend and even dominate your industry
The Certified Process Professional program builds your competency in delivering
these essential benefits in literally everything you do. Unleashing the power of process
in your organization today.
A dynamic and comprehensive approach to creating and managing enterprise
processes that deliver sustained high performance, encompassing the full range of
management systems and practices. Content based on the experiences of hundreds
of companies and the BP Group (www.bpgroup.org) networks ongoing research.
Tell a friend
Upcoming Webinars
Wed, Apr 24, 2013
Course Outline - Level one
Enterprise
Architecture - Introduction to Advanced Business Process Management – Process
Essentials for Optimization
Decision Makers
Learn to Apply process diagnostics to existing processes, calculate causes of work
Thu, Apr 25, 2013
and points of failure, and identify actions that can be taken to improve them. Develop a
Tips & Traps - structured approach accessible by everyone in the organisation to enable immediate
Architecture driven and significant performance improvements. Create a sustainable operational and
IT migration & strategic method suitable for both dramatic and steady state improvements.
modernization
roadmap
• Apply process diagnostics to any existing process or service.
Have you got your FREE Copy yet?
• Understand and identify moments of truth, breakpoints and business rules
Determine the magnitude of the points of failure performance factor and causes of “In Search Of BPM Excellence :
• Straight from the thought leaders (2006)”
work performance factor of the process.
• Calculate the points of failure causes of work performance factors then graph it on
the maturity scales.
• Identify actions that can be taken to improve the process. Enterprise BPM
Workshop
• Identify actions that will significantly reduce the process points of failure and
» Ghana » Poland
causes of work of the process.
» France » Russia
» Denmark » Switzerland
• Identify actions that can be completed in less than 90 days (often much less).
» Belgium » South Africa
• Analyze the benefits versus cost (resource/time/degree of change) for each action
• Clearly identify “low hanging fruit” – actions that require minimal investment versus
return
• Apply process diagnostics to a customer focused (SCO) process.
• Determine the points of failure performance and causes of work performance
process factors.
• Conduct the risk assessment on the business and customer including
• Identify actions that can be taken to improve the process.
Review the various techniques and approaches to improving process (useful
• internal materials)
Understand and apply the Customer Expectation Management Method
• (CEMMethod) as an Advanced Process Management approach

5. Course Outline - Level two
Advanced Business Process Management – Process Alignment to
Successful Outcomes
Develop the insights and techniques to align all processes with successful outcomes,
and in doing so create the capability for the organisation to win the triple crown i.e.
reduce costs, improve revenue and enhance service. Go beyond the triple crown into
the Fourth Wave of BPM to way exceed the benefits derived from 3rd Wave
approaches such as Six Sigma and Lean. Create the ‘game plan’ that reaches and
convinces the Lead team for immediate success.
• Understand the concept of Successful Customer Outcomes and review recent case
studies of global champions.
• Define Successful Customer Outcomes for any process, product or service.
• Create the 7 step action plan for crafting Successful Customer Outcomes.
• Develop the SCO mind map for any process, product or service.
• Understand the substantive difference between customer wants, desires and
needs.
• Learn how to identify clearly customer needs and expectations (even when the
customer doesn’t know it themselves)
• Understand Current and Future State Process Models
• Develop a Current State Process Model – individual, team and enterprise wide.
• Utilise CPP Level One skills (learned on Day 1) in conjunction with the Customer
Expectation Management Method (CEMM) and the Advanced Process
Management approach to analyse the Current State Model
• Assess the Risk factors (organisation and customer) identified in Current State
Modelling
• Develop the Risk Assessment Profile against a matrix of the 8 key factors that drive
performance improvement
• Prepare a Risk Assessment Profile that informs the Future State
• Develop and substantiate an Action Plan to mitigate risks
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy

6. CONSULTING EVENTS ABOUT US RESOURCES STORE
Follow Us
Why is this workshop important?
Does the following strike a chord? Let’s consider the following all too common
scenario –
“As with many companies, the recent recession has forced cut back on costs.
"The low hanging fruit" in terms of the most obvious cost cutting initiatives
have already been taken. Consulting companies have been hired to help re-
structure and optimise therefore expediting business recovery. However,
despite all efforts, business change for the better is still slow. What do we do
next?”
Why are there still massive opportunities to improve business
performance in companies that have been through many previous
rounds of restructure and traditional optimisation?
• Although now starting to change, most companies have not yet
appreciated that the business world is going through the greatest
reorganisation since the industrial revolution, therefore not changing their
approach to change, making the mistake that the approaches that served
them so well in the last years will endure.
Tell a friend
The information age which started in the second half of the 20th Century is
Upcoming Webinars quickly morphing into the customer age with massive implications –
opportunities for those who address but significant issue for those who fail
Wed, Apr 24, 2013
to react quickly enough. There are many case studies which illustrate
Enterprise
where this is happening.
Architecture -
Essentials for
Change in Customer Behaviour
Decision Makers
Thu, Apr 25, 2013 • The customer base whether it be the corporate or the individual consumer
Tips & Traps - now has access to choice at unprecedented levels. We can obtain
Architecture driven information or advice on almost anything at the press of a button and
IT migration &
whereas we used to be restricted to either what or where we buy, the
modernization
roadmap world has become a global supermarket for pretty well every product or
service available. Economic globalisation has compounded the problem as
trade barriers between nations and regions are effectively dismantled. In Have you got your FREE Copy yet?
some industries supply effectively exceeds demand with the only apparent
differentiator being price. The view that customer focus should be packing “In Search Of BPM Excellence :
Straight from the thought leaders (2006)”
in as much of what a customer wants into a product/service without killing
the cost base is fortunately a complete fallacy. The companies who align
their structures, processes and capability most closely to what the
customer actually needs (not “wants” – discussed later) are likely
to sell more than their competitors. Customers are becoming more Enterprise BPM
informed about alternative options. They are more likely to change Workshop
allegiance. They are more likely to rebel if they don’t get what they » Ghana » Poland
perceive they want/need. This applies to all industries whether we are » France » Russia
selling insurance products or building submarines. » Denmark » Switzerland
» Belgium » South Africa
Pace of Change in Producing New Capability
•
The pace of change and accelerated technology advances means new
products/services or variants are being produced increasingly quicker as
most companies try to compete in this new but constantly evolving
landscape. We observe this every day and its placing a huge pressure on
our organisations. This increased capability/reduced price and reduced
time to market is now a factor in virtually every one of our industries. We
have to compete, because if we don’t then the customer base will quickly
find those organisations that can and they will stop buying. Most
companies address this by using traditional techniques to produce
better/cheaper/faster without realising there are huge opportunities sitting
“under their nose” if only they could look at their business through a
different “set of glasses”.
Our Company Structures
• Most companies have a functional structure with “division of labour”
fundamental that has changed little since the industrial revolution.

7. Functional silos grow and change over time to address the demands placed
on them within the company. The original consequence of ‘labour division’
was a 240 times productivity improvement. The fundamentals of company
structure still exist largely unchanged today and have now become the
biggest reason why companies are underperforming or failing.
98% of the workforce of most organisations have either no contact with
the customer or have only a limited understanding of the customer, their
drivers and what he/she really needs. Under the existing division of labour
principles, why should they? They have to do a job within the company and
either answer to or deliver something to somebody else within the
company – the concept of “the internal customer”. Over time the demands
on the functional silos change – this may be to improve quality, reduce
defects or improve a service to what the internal customer states is
required. Because 98% of the workforce are divorced from the customer
base then the only measures of success that can be used is the
requirements for improvement as defined internally.
Overlay the more, cheaper, faster, better quality demands and the focus is
firmly fixed on “inside-out” thinking looking at process change in the
traditional domain. Companies traditionally have tried to combat this by
using “voice of the customer” and other techniques which leave only very
limited insight – the problem for the 98% of us focussing on the internal
customer we simply are just not aware what is missing!!
Is this a problem? Well, simply – YES. Because of the focus on what we are
doing and trying to deliver or please the people we are answerable to – the
internal customer then we are doing lots of things that do not contribute to
what the customer – ie the person who pays for the goods and services -
really needs. That’s inefficiency that none of the existing performance
improvement methodologies have been able to identify or drive out. The
vast majority of companies are carrying out a huge amount of work that is
simply not contributing to what the customer needs adding complexity,
cost and ultimately service.
What is Outside-In Enterprise BPM?
• Outside-In is a method of managing an organisation by delivering
Successful Customer Outcomes. An Outside-In company is seeking to align
every aspect of their company to the achievement of a Successful
Customer Outcome. Achieve this and the misalignments described above
disappear.
The Successful Customer Outcome Framework contains the SCO’s that a
company chooses to deliver to its customers. There may be other SCOs
identified that the company may choose not to deliver for many reasons.
The process of understanding and delivering to the SCO framework
underpinned by an alignment of every aspect of the company to its
achievement defines a future state that the organisation can move to in
under a year if it so desires.
Examples of Companies who have adopted Outside-In thinking
• Companies such as Apple, Virgin, SouthWest Airlines, Best Buy, Hallmark
Cards are examples of companies who have adopted OI thinking and risen
to the top of their respective markets.
What you receive
• Exploit process management for triple crown* benefits with sustained high
performance
• Develop performance metrics for end-to-end processes
• Link processes to enterprise business goal
• Coach and align people for performance and process management
• Realign people systems for a process environment
• Achieve the tactical and strategic payoffs of process
*triple crown = enhancing customer service, reducing costs and
enhancing revenue concurrently
What you get
• Hands-on instructor-led WORKSHOP by world recognized Coach
• All Materials electronically (for your own internal use) and online support

8. • Certification as a Certified Process Professional (CPP) Levels 1 and 2
(practitioner and professional)
• SIX Practical toolkits to use and takeaway immediately
• Membership in the worlds premier Process & Professional business club
• Simply the most ADVANCED TECHNIQUE for process improvement;
typically producing extraordinary improvement results on processes in
LESS THAN 90 DAYS
Consulting Buy
Enterprise Architecture Center of Excellence Ask the Architect Credits Online Learning Licenses
Business Process Management Application Rationalization Webinar Licenses Online Consulting
Enterprise SOA Architecture Assessment Workshop Registration Onsite Consulting
Resources Useful Links
Architecture Gallery Architect Skill Quiz Why iCMG Site Map
Short Videos E-Learning Architecture Awards 2013 Career
iCMG Blog Architecture Polls Architecture Survey 2013 Privacy Policy