How to Model, Analyze, and Improve Business Processes

February 2, 2013 Foundation Leave a reply

Techniques for Creating, Presenting, Using, and Analyzing Swimlane (Activity) Diagrams and DFD’s

Course Duration:
Traditional Classroom: 2 Days
Virtual Workshop: 14 hours total, flexible scheduling

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IIBA® Endorsed Education Provider - Endorsed Course

Earn 14 PD/CDUs toward IIBA® and PMI certification
Contact us to schedule this class or tailor it to your needs (included in our price).

Business processes are what organizations do. Whether documented or not, whether designed or not, whether understood or not, nothing is done until someone (or "the system") does it – that is what business processes are all about. They are a combination of business operating procedures, business rules, business data, and supporting technology. Yet, many business processes are undocumented, misunderstood, not optimized, not followed, error-prone, and inefficient.

This training workshop presents business process analysis techniques, methods, and tricks to help Business Analysts model, analyze, and improve manual and automated business processes. You will learn how to model business processes using context, data flow, activity, and swimlane diagrams to show workflow, transformations, and scope. Creating the model increases your understanding of the business processes and business rules involved. This activity is often even more revealing to those who live with or in the process. With this foundation, you will learn how to analyze the models and extract requirements for business process improvement or information technology solutions. These techniques can be used to identify problems in the current (AS-IS) situation or to predict behaviors in a proposed (TO-BE) solution.

NOTE: The techniques taught in this course are methodology-neutral, meaning they are relevant to traditional, UML or Agile development environments. This instructor-led course can be delivered in a series of virtual sessions via the Internet or live your site.

Learning Objectives

  • Depict project scope with context-level business process models
  • Model the current business process
  • Document existing business processes
  • Draw data flow, activity, swimlane, and sequence diagrams
  • Choose the most appropriate technique to document the details of each process
  • Discuss the use of Business Process Model Notation (BPMN)
  • Identify timing anomalies using the process model
  • Locate business problems in the process flow
  • Perform information usage analysis with a data flow diagram
  • Improve error and exception handling in workflows
  • Apply 5 improvement methods based on business process models
  • Extract and analyze business rules embedded on the processes
  • Devise process measurements to evaluate initial and continuous improvement
  • Analyze a proposed business process
  • Develop a list of process improvements and/or requirements
  • Interpret the Process Models for the business community for review
Detailed View

1 Introduction to Process Modeling

The Problem with Process

2 Modeling Business Processes

Creating Context Diagrams

Creating Process Models

Creating Wall Charts

Creating Activity Diagrams

Introducing BPMN Symbols

3 Analyzing Business Processes

Analyzing Business Process Models

Creating Decision Trees and Tables

Business Rules

4 Improving Business Processes

Improving Business Processes

Anyone charged with managing, understanding and/or improving business processes and workflows, including:
  • Product Owners
  • Product Managers
  • Process Improvement Specialists
  • Requirements Analysts
  • Strategic Planners
  • Process Analysts
Contact Us
to get this course tailored to your needs
About author:

Tom has been in business analysis since long before it was called business analysis. He has over 30 years experience in the fields of information technology, methodologies, and business analysis. In his writings and lectures he strives for enlightening while entertaining. As a facilitator, he achieves results through inclusion and synergistic group-building. He has taught thousands of students business and systems analysis skills since the '80's and has facilitated hundreds of requirements discovery sessions under a variety of acronyms (JAD, ASAP, JADr, JRP, etc.).

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