WORKING WITH BUSINESS PROCESSES
Business processes have proved to be an important success factor in modern business operations, because only through business processes results are obtained and value is achieved. This means that knowledge of the use of business processes is of great importance for both the business professional, who has to improve the processes for which he or she is responsible, and the IT professional, who must bring the information systems (self-build or purchased) in line with the business processes.sharp_alec_dsc_0190_hr
The last edition of this interactive workshop was rated by the participants with a figure of 9.3!
This workshop gives these professionals – architects, analysts and project managers – a clear overview of the modeling, analysis and redesign of business processes, the determining phases and techniques and the related topics that need to be addressed.
First, the participants learn what a “business process” is exactly, the main issues that should be taken into account when using processes and the most common pitfalls and how to avoid them. You then learn how to discover business processes, determine the scope and goals, assess it and determine the goals of the ‘to-be’ process, chart the current workflow, analyze it and adjust it if necessary to design a totally new process.
Factors such as enterprise wide applications, eg ERP implementation, e-commerce, outsourcing and international competition often require redesign of business processes. The skills acquired in this workshop make the difference in the success of your project.
The main principles are clarified through workshop exercises and discussions. Business professionals who are involved in the redesign of processes and business analysts who need solid techniques will all benefit from this workshop.
How to Conduct a Meeting
This guide covers all aspects of how to conduct a business meeting.
Was your last meeting successful? Were you an effective chairman or an active participant? Were those who had a contribution to make invited? Did the meeting accomplish the stated purpose? These questions and many more need to be asked and answered affirmatively in the context of how to conduct a business meeting successfully. The chairman – the one who plans, hosts, and leads a meeting – must establish a proper environment.
The environment, and the feeling conveyed to the participants by the chairman, will have a great impact on the outcome of the meeting. The chairman must stimulate, guide, clarify, control, summarize, and evaluate the discussion, keeping in mind his responsibility to accomplish the meeting objectives.
If he fails to perform his role effectively, the meeting may turn into meaningless discussions of irrelevant subjects, a series of pointless power plays, and even boring monologues.
Business meeting management is essential and can serve as an effective method of communication within an organization. They have been rightfully categorized by some managers as time-consuming, high-priced, and nu-productive, but this need not be the case. Sometimes we expect too much from a meeting.
When it fails to meet our expectations, we may be too quick to criticize. William E. Utterback, author of Group Thinking and Conference Leadership, said, “It must not be supposed that the conference table possesses the magic property of generating wisdom when rubbed simultaneously by a dozen pairs of elbows.” Meetings are helpful means of achieving coordination.
When there is a gathering of people with a mutual interest, the results may be as follows:
- Encourage participation in the subject of concern;
- Integrate interests;
- Broaden perspectives and change attitudes;
- Improve decision-making; and
- Motivate and commit participants to courses of action.
The fundamental decision concerning meetings is not whether to hold them, but how to make them effective. Recent studies show that members of middle management spend 30 percent of their time in meetings. Unproductive meetings can result in substantial loss to an organization.
On the other hand, a productive meeting becomes a tool for effective management communication, and serves as a vehicle for development of specific plans or the organization of specific tasks. In any case, successful meetings don’t just happen; they occur as a result of careful planning, good leadership, and close attention to details before, during, and after the session.
Business Meetings Management Planning Process
The key steps to be taken by the chairman in planning a meeting are as follows:
- Establish the meeting objectives;
- Prepare the meeting agenda;
- Determine timing and physical arrangements;
- Identify and invite participants; and
- Consider matters of protocol.
Let’s review each of these steps in detail.
Business Meeting Objectives
Why is the meeting being held? What will it accomplish? Meetings are usually held for one or more of the following reasons:
- To disseminate new information or provide feedback;
- To receive a report;
- To coordinate efforts of a specific nature and obtain group support;
- To win acceptance for a new idea, plan, or system;
- To reconcile a conflict;
- To negotiate an agreement;
- To motivate members of a group;
- To initiate creative thinking within a group; and
- To solve a current problem within a group.
The meeting plan should not be too broad or the meeting may be doomed from the beginning.
Therefore, a wise chairman identifies realistic objectives for the meeting and is prepared to meet them.
At the completion of the workshop, participants are able to:
– Identify a ‘real’ business process and
define its boundaries and goals – Describe the determining factors that distinguish between process-oriented approach and a functional approach
– Different to apply techniques to keep stakeholders involved and to promote
orientation – Determine the scope, issues and goals of a business process – Using the ‘swimlane’ diagrams to model the process workflow in increasing detail level
– The process modeling on the right stop and switch to other techniques or phases
– Conduct a structured assessment of a business process
– Design a new process and avoid the most common and dangerous pitfalls.
Some course topics
– Processes, business processes and how to discover them
– Working with business processes – concepts, terminology, principles and techniques
– A concrete, repeatable definition of ‘business process’, supported by practical techniques
– A three-phase approach for executing a process-oriented project
– The process of framing – discover a business process and clarify the purpose and the scope
– First assessment of the ‘as-is’ process and determining a goal for the ‘to-be’ process
– Modeling the process workflow – practical tips and techniques when using ‘swimlane’ diagrams
– Grip on detail – three levels of workflow models (handoff, service and task)
– When should you stop modeling?
– Apply workflow modeling to the ‘as-is’ process – facilitating a process modeling session
– Final assessment of the ‘as-is’ process – a framework for assessing, the relationship to redesign
– Characterizing the ‘to-be’ process – creative improvements generate and evaluate
– Develop the new process – convert the ‘to-be’ attributes into a workable whole
– Considerations to develop a completely new process
– Make the transition to use cases, procedures and specifications
– Rounding – summary, tips and resources .
Intended for you
The workshop is meant for all officers who are involved in (re) designing business processes in organizations. This includes the following functions:
• business analysts responsible for specifying system requirements
• process analysts dealing with redesigning or improving business processes
• data management and business intelligence specialists who support business processes
• business managers and content experts involved in process redesign or process-oriented application development
• process – and application architects responsible for the development, coordination and promotion of an enterprise-wide vision in the field of business processes.