Start Dates: TBC
Duration: 6 Months
CPD Hours: 16 hours – BCS
In order to deliver radical and beneficial change, business analysts must be able to identify, evaluate and improve business processes.
The use of modelling techniques facilitates a methodical and effective approach to defining change requirements.
This allows public and commercial sector organisations to achieve significant improvements in the efficiency of their operations and the effectiveness of their product and service delivery.
This course will help business analysts deal with these challenges. It will equip delegates with the process modelling skills that are fundamental to the successful improvement of the business.
Please contact firstname.lastname@example.org for more information on course fees and course dates.
The objectives of this course are that the end of this course you will be able to:
- Identify and model core business processes at an organisational level
- Identify and model business processes at the process level identify the events that trigger the business processes identify the outcomes from the business processes
- Model the actors, tasks and process flows that comprise a business process analyse the tasks within a business process
- Identify the business rules applied within tasks analyse the performance issues of individual tasks
- Identify the performance measures applied within a business process analyse and improve business processes
- At the end of the course the delegates may sit an examination to obtain the BCS Practitioner Certificate in Requirements Engineering
Who is the course for?
There are no specific pre-requisites for this course. This course is suitable for those wishing to identify, model, evaluate and improve business processes, and/or attain the BCS Certificate in Modelling Business Processes.
Modelling the business processes
Using activity diagrams to model business processes – actors, tasks, process flows, decisions; Modelling as-is business processes; Events that trigger business processes -external, internal, time-based; The outcomes from business processes; Timelines for business processes; Business process measures
Identifying tasks – one person, one place, one time; Documenting steps to complete the tasks; Documenting business rules; Task performance measures
Evaluating and improving business processes
Identifying problems with the as-is business processes; Analysing the process flow; Analysing the handoffs; Analysing the tasks; Staff performance issues; Challenging the business rules; Modelling the to-be business processes; Approaches to business process improvement
Integration of business process modelling and requirements definition; Implementation issues (Approaches – pilot run, direct changeover, parallel; Organisational design; Role definition; Staff development; Managing change implementation