Business analysts, customer journey analysts, project managers, business change managers and anyone who requires a practical understanding of hierarchical business process modelling. Modelling Business Processes is also a Specialist Practitioner module on the BCS (ISEB) International Diploma in Business Analysis.

The Modelling Business Processes course provides the framework, skills and techniques you need to model business processes and deliver process improvements successfully. As with all AssistKD practitioner courses you’ll use a realistic case study to practise the key techniques, including modelling an organisation, analysing tasks and managing and measuring processes.

We’ll also cover other important, related issues such as human performance and process measurement, as well as theoretical concepts supported by detailed case studies. It’s the perfect opportunity for you to apply your knowledge to both AS-IS and TO-BE process models.

The course will be presented by one of the expert training consultants pictured below. Each member of our Modelling Business Processes training team brings substantial experience of business analysis projects and application of process modelling techniques to the programme.

The Modelling Business Processes course provides the framework, skills and techniques you need to model business processes and deliver process improvements successfully. As with all AssistKD practitioner courses you’ll use a realistic case study to practise the key techniques, including modelling an organisation, analysing tasks and managing and measuring processes.

We’ll also cover other important, related issues such as human performance and process measurement, as well as theoretical concepts supported by detailed case studies. It’s the perfect opportunity for you to apply your knowledge to both AS-IS and TO-BE process models.

The course will be presented by one of the expert training consultants pictured below. Each member of our Modelling Business Processes training team brings substantial experience of business analysis projects and application of process modelling techniques to the programme.

AssistKD's Modelling Business Processes e-learning course provides participants with a framework, skills and techniques that will enable them to model business processes and deliver process improvements. A realistic case study is used to practise key techniques including:

• Modelling an organisation
• The organisational view
• Analysing tasks
• Managing and measuring processes
• Creating AS-IS and TO-BE process models

Important related issues such as human performance and process measurement are also covered along with theoretical concepts supported by detailed case studies. This gives the opportunity for participants to apply their knowledge to both AS-IS and TO-BE process models.

To give you more of an idea of what you’ll learn and how the course will help you, here’s a quick guide.

To give you more of an idea of what you’ll learn and how the course will help you, here’s a quick guide.

For virtual courses a printed copy of the latest edition of the comprehensive course manual will be sent to your home address in good time for the start of your course. Our delegates tell us that having access to a physical document is beneficial as both a reference document and for taking notes during the course. In addition, a link will be emailed to you to enable you to access an electronic copy of the same comprehensive manual for convenient future reference.

Delegates attending face:face classroom courses will receive their printed manual on Day 1 of the course.

For virtual courses a printed copy of the latest edition of the comprehensive course manual will be sent to your home address in good time for the start of your course. Our delegates tell us that having access to a physical document is beneficial as both a reference document and for taking notes during the course. In addition, a link will be emailed to you to enable you to access an electronic copy of the same comprehensive manual for convenient future reference.

Delegates attending face:face classroom courses will receive their printed manual on Day 1 of the course.

For the duration of the course, delegates can request access to an electronic version of the Modelling Business Processes course manual that is provided with virtual courses. 

Yes. During this course you’ll receive all the training you need to prepare for the BCS Modelling Business Processes certificate examination. A pass means you’re another step closer to achieving the BCS International Diploma in Business Analysis – the de facto certification for practicing business analysts. One last thing; this course is also approved as consistent with the IIBA BABoK version 3.0 and enables participants to develop SFIA skills BPRE, levels 5 and 6.

For delegates attending a classroom, virtual classroom or eLearning course, the exam may be taken remotely using our online proctoring service TestReach. This 1 hour exam consists of 40 multiple-choice questions with a pass mark of 26/40.

If this course is part of your BCS Diploma in Business Analysis programme you have a choice of further modules which include the core BA Diploma modules, Business Analysis Practice and Requirements Engineering. Candidates who have already completed Modelling Business Processes also need to pass one of the Foundation Specialisms; in Business Analysis, IS Project Management, Business Change or Commercial Awareness. The structure of the certification is shown here.

Modelling Business Processes (a two-day course)

Course Content

The Context for Modelling Business Processes

• The purpose and benefits of business process modelling:
  • Benefits for customers.
  • Benefits for business staff.
  • Benefits for the organisation.
• The three levels of the business process hierarchy:
  • Enterprise level.
  • Event-response level.
  • Actor-task level.
• Process versus functional view of an organisation:
  • Organisation chart.
  • Enterprise level process.

Modelling at the Enterprise Level

• Interpreting the organisational model of business process:
  • Porter's value chain.
  • Value proposition.
  • SIPOC
  • Harmon's Organisational Model.
• How the processes on the organisational model support the delivery of the value proposition:
  • Product/service attributes that define the product itself (functionality, price, quality, choice, availability or timing).
  • Customer relationship aspects.  
  • Image and reputation aspects.  

Modelling at the Event-Response Level 

• Interpreting the business process model:
  • Event.
  • Actor.
  • Task.
  • Swimlane.
  • Decision point.
  • Fork and join.
  • Outcome.
  • Process flow.
  • Timeline.
• The standard notation set:
  • Unified Modelling Language (UML).
  • Business Process Model and Notation (BPMN),
• Distinguishing between business process modelling terms:
  • Process.
  • Task.
  • Step.
• Types of business event:
  • External.
  • Internal.
  • Time-based.
• Process performance measures including internal performance measures and customers’ expectations:
  • Financial.
  • Customer experience.
  • Process efficiency.

Modelling at the Actor-Task Level

• Constructing a task description:
  • The name of the task.
  • The actor or role carrying out the task.
  • The trigger or business event that initiates the task.
  • Any inputs to the task.
  • The outputs expected from the task.
  • The costs associated with the task.
  • The measures that are applicable to the task.
  • The standards that constrain the task.
  • A detailed breakdown of the steps within the task.
  • The business rules that are to be followed in performing the task.
• Documenting the steps and business rules within a task:
  • UML activity diagram notation.
  • Structured English.
  • Use case descriptions.   

Improving Business Processes

• Applying approaches to improving business processes:
  • Simplification
  • Redesign
  • Bottleneck removal.
  • Change task sequence.
  • Redefine boundary.
  • Automate processing.
  • Robotic Process Automation (RPA).
• Challenging business rules and assumptions when improving or automating business processes.
• Identifying the areas of a business process that may contribute to unsatisfactory performance:
  • Lack of required skills.
  • Insufficient resources.
  • Lack of ownership.
  • Lack of supporting systems.
  • Constraints posed by out-of-date business rules.
• Testing processes through use of business scenario analysis:
  • Strengths of scenario analysis.
• Gap analysis on a 'to be' business process model:
  • Functional requirements.

Managing and Implementing Change

• Introducing a new process design:
  • People, Organisation, Process, Information, Technology (POPIT™).
  • The value of POPIT™ in impact assessment.
• Implementation strategies for implementing business change:
  • Direct changeover.
  • Parallel running.
  • Pilot running.
  • Phased implementation.  

©Assist Knowledge Development Ltd.

Modelling Business Processes (a two-day course)

Course Content

The Context for Modelling Business Processes

• The purpose and benefits of business process modelling:
  • Benefits for customers.
  • Benefits for business staff.
  • Benefits for the organisation.
• The three levels of the business process hierarchy:
  • Enterprise level.
  • Event-response level.
  • Actor-task level.
• Process versus functional view of an organisation:
  • Organisation chart.
  • Enterprise level process.

Modelling at the Enterprise Level

• Interpreting the organisational model of business process:
  • Porter's value chain.
  • Value proposition.
  • SIPOC
  • Harmon's Organisational Model.
• How the processes on the organisational model support the delivery of the value proposition:
  • Product/service attributes that define the product itself (functionality, price, quality, choice, availability or timing).
  • Customer relationship aspects.  
  • Image and reputation aspects.  

Modelling at the Event-Response Level 

• Interpreting the business process model:
  • Event.
  • Actor.
  • Task.
  • Swimlane.
  • Decision point.
  • Fork and join.
  • Outcome.
  • Process flow.
  • Timeline.
• The standard notation set:
  • Unified Modelling Language (UML).
  • Business Process Model and Notation (BPMN),
• Distinguishing between business process modelling terms:
  • Process.
  • Task.
  • Step.
• Types of business event:
  • External.
  • Internal.
  • Time-based.
• Process performance measures including internal performance measures and customers’ expectations:
  • Financial.
  • Customer experience.
  • Process efficiency.

Modelling at the Actor-Task Level

• Constructing a task description:
  • The name of the task.
  • The actor or role carrying out the task.
  • The trigger or business event that initiates the task.
  • Any inputs to the task.
  • The outputs expected from the task.
  • The costs associated with the task.
  • The measures that are applicable to the task.
  • The standards that constrain the task.
  • A detailed breakdown of the steps within the task.
  • The business rules that are to be followed in performing the task.
• Documenting the steps and business rules within a task:
  • UML activity diagram notation.
  • Structured English.
  • Use case descriptions.   

Improving Business Processes

• Applying approaches to improving business processes:
  • Simplification
  • Redesign
  • Bottleneck removal.
  • Change task sequence.
  • Redefine boundary.
  • Automate processing.
  • Robotic Process Automation (RPA).
• Challenging business rules and assumptions when improving or automating business processes.
• Identifying the areas of a business process that may contribute to unsatisfactory performance:
  • Lack of required skills.
  • Insufficient resources.
  • Lack of ownership.
  • Lack of supporting systems.
  • Constraints posed by out-of-date business rules.
• Testing processes through use of business scenario analysis:
  • Strengths of scenario analysis.
• Gap analysis on a 'to be' business process model:
  • Functional requirements.

Managing and Implementing Change

• Introducing a new process design:
  • People, Organisation, Process, Information, Technology (POPIT™).
  • The value of POPIT™ in impact assessment.
• Implementation strategies for implementing business change:
  • Direct changeover.
  • Parallel running.
  • Pilot running.
  • Phased implementation.  

©Assist Knowledge Development Ltd.

This course was written by our team of training consultants, who bring their substantial experience of business analysis projects to the programme.

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