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Course Title:

Course ID:

240624 0101 2000ESH

Course Dates :

24/Jun/2024

 To

28/Jun/2024

Course Duration :

5

Course Location:

London

United Kingdom

Course Fees GBP £ :

Primary Price

£4,555.99

VAT may vary depending on the country where the course or workshop is held

Course Fees USD $:

Advisory Price

$5,829.37

VAT may vary depending on the country where the course or workshop is held

Course Category:

Professional and CPD Training Programs

Leadership, Management, Marketing, Strategy, Human Resources, Soft Skills

Course Certified By:

* Professional Training and CPD Programs
Leading to : Executive Diploma Certificate
Leading to : Executive Mini Masters Certificate
Leading to : Executive Masters Certificate

* ESHub CPD
* LondonUni - Executive Management Training
* Others

United Kingdom

Please Note : Your £250.00 Deposit will be deducted from the total invoice Amount.
To commence the registration process for your training course, please follow the link provided and proceed with; Upon successful payment, we will promptly contact you to finalize your enrollment and issue a confirmation of your guaranteed placement.

Course Information

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.

Daily 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

Please Note : Your £250.00 Deposit will be deducted from the total invoice Amount.
To commence the registration process for your training course, please follow the link provided and proceed with; Upon successful payment, we will promptly contact you to finalize your enrollment and issue a confirmation of your guaranteed placement.

Week 1

Day One
DIMENSION – Strategy
1) Context Setting
a) Business Processes Overview
b) The Changing Environment
i) Forces Driving Corporate Change
ii) Customers
iii) Competition
iv) Constant Change
2) Strategic Planning (Portfolio Analysis)
a) Organizations Strategic Analysis
b) Classification of Strategies
c) Interaction of Strategies
d) Procedures for Strategic Planning
e) Develop Alternative Strategies
f) Portfolio, Program and Project Management
g) Project and Program Achievements
h) Benefits Profile
3) Review of Different Management Skills
a) Project Leadership
b) Communication Skills
c) Documents Management
d) Prioritization
e) Critical Thinking and Problem Solving
f) Change Management
g) Negotiation Skills
h) Decision Making
4) Workshops
a) WS (1): Strategic Analysis
b) WS (2): Leadership Assessment
c) WS (3): Prioritization
d) WS (4): Problem Solving
e) WS (5): Decision Making

Day Two
DIMENSION – process.
4) A Model for Business Processes
a) The Human Element
b) The Customer-Supplier Relationship
c) Customer-Supplier Communications
d) Traditional Process Definition Methods
e) Process Measurement
f) Business Process Definition
g) Who Are the Customers?
h) Case Study Lessons
i) Missing Roles and Phases
ii) Connecting the Commitments
iii) Estimates versus Commitments
iv) Structuring Accountability
v) Roles and Organization Structure
i) Designing Business Processes
i) New Process Design
ii) Redesigning Processes
j) Business Process Definition: A New Tool
k) Business Process Reengineering Example: Customer Relationship Management
i) CRM Project Overview
ii) CRM Project Approach
iii) Sample Transaction Scenarios
5) Reengineering process design
a) Introduction
i) Document Purpose
ii) Document Structure
b) Overview Of Business Process Redesign
i) Business Process Redesign
ii) BOR And E-Government
c) Business Process Redesign Methodology
i) Business Process Redesign Methodology
ii) BOR Methodology Stages
iii) Deliverables
d) Work Plan for Redesigning Government Services
e) Process Modelling and Design
f) Technology Design
g) Organization Modelling and Job Design
h) Closing The Design Phase
6) Workflow Management
a) Application Structures
b) Business Reengineering
c) Applications
d) An Application Integrator
e) Three Dimensions of Workflow Definition
i) The Process View: What Is Performed
ii) The Organization View: Who Performs
iii) The Infrastructure View: Which Resources Are Used
f) Resource Manager vi Beyond BPR
i) Build time Support.
ii) Runtime Support
iii) Administration
g) Process-Based Application Development
h) Workflow-Based Application Development
i) Process Verification
j) Object-Oriented Technology

Day Three
DIMENSION - Process
• Workshops
o WS (6): The Implementation of Business Process Reengineering
o WS (7): A Case Study in Business Process Management in Healthcare
o WS (8): A Simulation-Based BPR Support System for Supply Chain Management
o WS (9): Restrictions in Process Design: A Case Study on Workflows in Healthcare
o WS (10): Centralization of Intensive Care Units: Process Reengineering

Day Four
DIMENSION – Technology
7) Key Performance Indicators for Mega-Project
a) HR Balanced Scorecard
b) Managing Mega-Project and Master / Semi Detailed
c) Performance Measurements
d) Knowledge Management in Construction Companies
8) A Framework to Help in Classifying Processes Relative to Their Importance and
a) Current Performance Level
b) benchmarking and business process re-engineering
c) improve the performance of their organizations
d) The concept of process is placed within a strategic context and an approach to
e) integrating strategy with process is articulated
9) Sources of information
a) Who can you get data from?
b) Where can you get additional information?
c) Speed - how long will the process take?
d) Choosing your benchmarking approach

Day Five
DIMENSION - Culture
10) Culture
a) Definition and Characteristics of Culture
b) Types of Culture
c) Creation of Culture
d) Measurement of Culture
e) Role and Value of Culture
f) Can Cultures be Changed?
g) Should Cultures be Changed?
h) How to Change Culture
11) BPR and CULTURE
a) Management Consultants
b) Social or Behavioral Scientists
c) Media Commentators
d) BPR Failure Research
12) Tools for Productivity
13) Business Modeling Tool
14) Visual Age Requirements Tool
15) Flow Mark
Workshops
• WS (11): An integrated system for improving the productivity during operation

Please Note : Your £250.00 Deposit will be deducted from the total invoice Amount.
To commence the registration process for your training course, please follow the link provided and proceed with; Upon successful payment, we will promptly contact you to finalize your enrollment and issue a confirmation of your guaranteed placement.