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Business Process Re-Engineering BPR to Reduce Cost, Raise Quality, and Speed Service

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Date: 9 October 2017 - 13 October 2017
Course ID: 629/2017
Duration: 5 Days
Fee US $: 2950 US$
Venue: Istanbul / Turkey

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.





IMPORTANCE OF BPR

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,

Daily Outlines:

DAY #1: (1. DIMENSION - STRATEGY)

1. CONTEXT SETTING

• BUSINESS PROCESSES OVERVIEW

• THE CHANGING ENVIRONMENT

- FORCES DRIVING CORPORATE CHANGE

- CUSTOMERS

- COMPETITION

- CONSTANT CHANGE

2. STRATEGIC PLANNING (PORTOFOLIO ANALYSIS)

• ORGANIZATIONS STRATEGIC ANALYSIS

• CLASSIFICATION OF STRATEGIES

• INTERACTION OF STRATEGIES

• PROCEDURES FOR STRATEGIC PLANNING

• DEVELOP ALTERNATIVE STRATEGIES

• PORTFOLIO, PROGRAM AND PROJECT MANAGEMENT

• PROJECT AND PROGRAM ACHIEVEMENTS

• BENEFITS PROFILE

3. REVIEW OF DIFFERENT MANAGEMENT SKILLS

• PROJECT LEADERSHIP

• COMMUNICATION SKILLS

• DOCUMENTS MANAGEMENT

• PRIORITIZATION

• CRITICAL THINKING AND PROBLEM SOLVING

• CHANGE MANAGEMENT

• NEGOTIATION SKILLS

• DECISION MAKING



WORKSHOPS

• WS (1): STRATEGIC ANALYSIS OF KING FAISAL HOSPITAL IN DAMMAM

• WS (2): LEADERSHIP ASSESSMENT

• WS (3): PRIORITIZATION

• WS (4): PROBLEM SOLVING

• WS (5): DECISION MAKING



DAY #2: (2. DIMENSION - PROCESS)

4. A MODEL FOR BUSINESS PROCESSES

• THE HUMAN ELEMENT

• THE CUSTOMER-SUPPLIER RELATIONSHIP

• CUSTOMER-SUPPLIER COMMUNICATIONS

• TRADITIONAL PROCESS DEFINITION METHODS

• PROCESS MEASUREMENT

• BUSINESS PROCESS DEFINITION

• WHO ARE THE CUSTOMERS?

• CASE STUDY LESSONS

- MISSING ROLES AND PHASES

- CONNECTING THE COMMITMENTS

- ESTIMATES VERSUS COMMITMENTS

- STRUCTURING ACCOUNTABILITY

- ROLES AND ORGANIZATION STRUCTURE

• DESIGNING BUSINESS PROCESSES

- NEW PROCESS DESIGN

- REDESIGNING PROCESSES

• BUSINESS PROCESS DEFINITION: A NEW TOOL

• BUSINESS PROCESS REENGINEERING EXAMPLE: CUSTOMER RELATIONSHIP MANAGEMENT

- CRM PROJECT OVERVIEW

- CRM PROJECT APPROACH

- SAMPLE TRANSACTION SCENARIOS

5. REENGINEERING PROCESS DESIGN

• INTRODUCTION

- DOCUMENT PURPOSE

- DOCUMENT STRUCTURE

• OVERVIEW OF BUSINESS PROCESS REDESIGN

- BUSINESS PROCESS REDESIGN

- BPR AND E-GOVERNMENT

• BUSINESS PROCESS REDESIGN METHODOLOGY

- BUSINESS PROCESS REDESIGN METHODOLOGY

- BPR METHODOLOGY STAGES

- DELIVERABLES

• WORK PLAN FOR REDESIGNING GOVERNMENT SERVICES

• PROCESS MODELING AND DESIGN

• TECHNOLOGY DESIGN

• ORGANIZATION MODELING AND JOB DESIGN

• CLOSING THE DESIGN PHASE

6. WORKFLOW MANAGEMENT

• APPLICATION STRUCTURES

• BUSINESS REENGINEERING

• APPLICATIONS

• AN APPLICATION INTEGRATOR

• THREE DIMENSIONS OF WORKFLOW DEFINITION

- THE PROCESS VIEW: WHAT IS PERFORMED

- THE ORGANIZATION VIEW: WHO PERFORMS

- THE INFRASTRUCTURE VIEW: WHICH RESOURCES ARE USED

• RESOURCE MANAGER VI BEYOND BPR

- BUILD TIME SUPPORT

- RUNTIME SUPPORT

- ADMINISTRATION

• PROCESS-BASED APPLICATION DEVELOPMENT

• WORKFLOW-BASED APPLICATION DEVELOPMENT

• PROCESS VERIFICATION

• OBJECT-ORIENTED TECHNOLOGY



DAY #3: (2. DIMENSION - PROCESS)

WORKSHOPS

• WS (6): THE IMPLEMENTATION OF BUSINESS PROCESS REENGINEERING IN KING FAISAL HOSPITAL IN DAMMAM

• WS (7): A CASE STUDY IN BUSINESS PROCESS MANAGEMENT IN HEALTHCARE IN KING FAISAL HOSPITAL IN DAMMAM

• WS (8): A SIMULATION-BASED BPR SUPPORT SYSTEM FOR SUPPLY CHAIN MANAGEMENT

• WS (9): RESTRICTIONS IN PROCESS DESIGN: A CASE STUDY ON WORKFLOWS IN HEALTHCARE

• WS (10): CENTRALIZATION OF INTENSIVE CARE UNITS: PROCESS REENGINEERING IN KING FAISAL HOSPITAL



DAY #4: (3. DIMENSION - TECHNOLOGY)

7. KEY PERFORMANCE INDICATORS FOR MEGA-PROJECT

• HR BALANCED SCORECARD

• MANAGING MEGA-PROJECT AND MASTER / SEMI DETAILED

• PERFORMANCE MEASUREMENTS

• KNOWLEDGE MANAGEMENT IN CONSTRUCTION COMPANIES

8. A FRAMEWORK TO HELP IN CLASSIFYING PROCESSES RELATIVE TO THEIR IMPORTANCE AND CURRENT PERFORMANCE LEVEL

• BENCHMARKING AND BUSINESS PROCESS RE-ENGINEERING

• IMPROVE THE PERFORMANCE OF THEIR ORGANIZATIONS

• THE CONCEPT OF PROCESS IS PLACED WITHIN A STRATEGIC CONTEXT AND AN APPROACH TO INTEGRATING STRATEGY WITH PROCESS IS ARTICULATED

9. SOURCES OF INFORMATION

• WHO CAN YOU GET DATA FROM?

• WHERE CAN YOU GET ADDITIONAL INFORMATION?

• SPEED - HOW LONG WILL THE PROCESS TAKE?

• CHOOSING YOUR BENCHMARKING APPROACH





DAY #5: (5. DIMENSION - CULTURE)

10. CULTURE

• DEFINITION AND CHARACTERISTICS OF CULTURE

• TYPES OF CULTURE

• CREATION OF CULTURE

• MEASUREMENT OF CULTURE

• ROLE AND VALUE OF CULTURE

• CAN CULTURES BE CHANGED?

• SHOULD CULTURES BE CHANGED?

• HOW TO CHANGE CULTURE

11. BPR AND CULTURE

• MANAGEMENT CONSULTANTS

• SOCIAL OR BEHAVIOURAL SCIENTISTS

• MEDIA COMMENTATORS

• BPR FAILURE RESEARCH

12. TOOLS FOR PRODUCTIVITY

• BUSINESS MODELING TOOL

• VISUAL AGE REQUIREMENTS TOOL

• FLOW MARK

WORKSHOPS

• WS (13): AN INTEGRATED SYSTEM FOR IMPROVING THE PRODUCTIVITY DURING OPERATIONS IN KING FAISAL HOSPITAL IN DAMMAM

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