COURSE DESCRIPTION / PROGRAMMA INHOUD: 1. Thinking in process terms – concepts, terminology, and techniques; Variations on what is meant by “process,” and the impact on process identification; Three guidelines for well-formed processes; What makes a process a “business process?”; Real-world impacts of incorrectly identifying business processes; A clear method for determining when one business process ends, and another begins; Example – using this method in identifying “true” business processes; Summary – five rules for business processes; Impact of process identification for application and process architects; A brief history of “business processes” – the rise, fall, and rise again of “BPx”; Hammer’s legacy – understanding functional and process perspectives; The good and the bad, part 1: Why functionally-based organizations are a good thing; The good and the bad, part 2: Why functionally-based organizations introduce process difficulties; Reconciling the two – philosophies and methods for helping functions and processes get along; Introduction to modeling techniques – when to use decomposition, when to use flow diagrams; Basic principles – what makes for an effective “swimlane diagram?”; A five tier framework for relating business objectives, processes, and data; Modeling techniques for each perspective; Achieving progressive levels of detail – working through scope, concept, and specification levels; Understanding the six enablers of a business process; A three-phase approach to completing a process-oriented project; A reading list. ‒ +
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