Modelling Business Processes

Certificate in Modelling Business Processes

This certificate focuses on the investigation, modelling, analysis and improvement of business processes. This certification also counts towards the Diploma in Business Analysis.

What are the learning outcomes?

Candidates are required to apply business process modelling and analysis techniques and understand a framework for business process improvement within which these techniques may be applied.

For each technique, the candidate should be able to:

Explain the principles of the technique
Develop the documentation derived from the use of the technique
Interpret the documentation derived from the use of the technique
Identify when the technique should be used
We are pleased to announce that we have updated the Modelling Business Processes Syllabus and Sample Questions which will take effect from 1 February 2012. The updated Syllabus Version 3.0 and Sample Questions are now available for download.

Who is it aimed at?

The certificate is relevant to anyone requiring an understanding of business processes, including business analysts, business managers and their staff, business change managers and project managers.

Entry Requirements:

There are no formal requirements for entry to the course however candidates should be suitably prepared and possess the appropriate skills and knowledge to fulfil the objectives.

Syllabus ……………………………………………………………………………………………………………..6
1.
The context for business process modelling (5%)……………………………………………….6
1.1 Purpose of business process modelling 6
1.2 Process for business process modelling 6
􏰀 Identification 6
􏰀 Modelling 6
􏰀 Analysis 6
􏰀 Improvement 6
􏰀 Implementation 6
􏰀 Control 6
1.3 Approaches to business process modelling 6
1.4 The hierarchy of business processes – organisation, process and task levels 6
1.5 Differences between the process view and the functional view of an organisation
6
1.6 Advantages of the process view 6
Organisational model of processes (20%) ………………………………………………………….6
2.1 Strategic context for business processes 6
2.2 Relationships between processes, including those at the same level and between
levels of hierarchy 6
2.3 Building an organizational view of processes 6
2.4 Delivering value to customers and the value proposition 6

3.1 Selected business process modelling technique 6
􏰀 Notation – actors, tasks, process flows, decisions 6
􏰀 Rules 6
3.2 Modelling as-is business processes 6
3.3 Events that trigger business processes 6
􏰀 External business events 6
􏰀 Internal business events 6
􏰀 Time-based business events 6
3.4 The outcomes from business processes 6
3.5 Timelines for business processes 6
3.6 Business process measures 6
4. Documenting tasks (15%) ………………………………………………………………………………6
4.1 Identifying tasks – one person, one place, one time 6
4.2 Documenting steps to complete the tasks 6
4.3 Documenting business rules 6
4.4 Task performance measures 6
5. Evaluating and improving business processes (20%)………………………………………….7
5.1 Identifying problems with the as-is business processes 7
5.2 Analysing the process flow 7
5.3 Analysing the handoffs 7
5.4 Analysing the tasks 7
5.5 Staff performance issues 7
5.6 Challenging the business rules 7
5.7 Modelling the to-be business processes 7
5.8 Approaches to business process improvement 7
6. Transition (10%)……………………………………………………………………………………………7
6.1 Integration of business process modeling and requirements definition 7
6.2 Implementation issues 7

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