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Introduction

Globalization trends and competitive pressure urge many organizations to radically change their business processes.
As organizations need to Reduce Cost, Raise Quality, and Speed Service, various change management approaches such as business process re-engineering (BPR) are being adopted.
This management concept relates to the fundamental rethinking and radical redesign of an entire business system to achieve significant improvements in business performance.
Business process reengineering and business process change in general have become one of the most popular topics in organizational management creating new ways of doing business.
Many organizations have conducted BPR as means to improve productivity and gain competitive advantage. For example, a survey of 180 US and 100 European companies found that 75% of these companies had engaged in significant re-engineering efforts in the past three years.
Regardless of the number of companies involved in re-engineering, the rate of failure in re-engineering projects is over 50%.
Some of the frequently mentioned problems related to BPR include the inability to accurately predict the outcome of a radical change, difficulty in capturing existing processes in a structured way, the level of costs incurred by implementing the new process, or inability to recognise the dynamic nature of the processes. Many studies suggest that the ‘success’ of BPR projects could be increased by developing dynamic models of business processes prior to their radical change.

Objectives

Business process reengineering is the main way in which organizations become more efficient and modernize. Business process reengineering transforms an organization in ways that directly affect performance.
The two cornerstones of any organization are the people and the processes.
If individuals are motivated and working hard, yet the business processes are cumbersome and non-essential activities remain, organizational performance will be poor.
Business Process Reengineering is the key to transforming how people work.
What appear to be minor changes in processes can have dramatic effects on cash flow, service delivery and customer satisfaction.
Even the act of documenting business processes alone will typically improve organizational efficiency by 10%.

Who Should Attend?

This course is recommended for anyone involved with any type of projects:
• Top Managers,
• Chief Executive Officers,
• Finance Managers,
• Human Resources Managers,
• Program and Project Managers,
• Engineers and Planners,
• Managers of a strategic and/or portfolio management office
• Tendering Managers,
• Maintenance Managers,
• Facilities Managers,
• Operation Managers

Training Method

• Pre-assessment
• Live group instruction
• Use of real-world examples, case studies and exercises
• Interactive participation and discussion
• Power point presentation, LCD and flip chart
• Group activities and tests
• Each participant receives a 7” Tablet containing a copy of the presentation, slides and handouts
• Post-assessment

Program Support

This program is supported by:
* Interactive discussions
* Role-play
* Case studies and highlight the techniques available to the participants.

Course Agenda

The course agenda will be as follows:
• Technical Session 08.30-10.00 am
• Coffee Break 10.00-10.15 am
• Technical Session 10.15-12.15 noon
• Coffee Break 12.15-12.45 pm
• Technical Session 12.45-02.30 pm
• Course Ends 02.30 pm