Modelling Business Processes

For the Business Analyst, business process modelling is key to delivering improvements successfully. Learn how to model an organisation, redesign business processes and analyse tasks. Practitioner specialist module for the internationally recognised BCS Diploma in Business Analysis.

Business 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 these 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.

Yes. During this two day 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 online course, the exam may be taken remotely using our online proctoring service. This exam consists of 40 multiple-choice questions with a pass mark of 25/40.

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.

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.

Reviewed: September 2023