Results: Course attendees will learn how to:
- Leverage process management for sustained high performance
- Define and staff the role of the process owner
- Develop metrics for end-to-end processes
- Link processes to enterprise business goals
- Organize an enterprise in process terms
- Coach people working in processes
- Realign human resource systems for a process environment
- Think in process terms
- Achieve the tactical and strategic payoffs of process
8:30 am on Day One and ends at 4:00 pm on Day Two.
- Course materials
- Breakfasts, breaks, luncheons, and reception
Travel and hotel accommodations are not included.
(Group discount available for groups of 4 or more—please call 617-354-5555)
Rated 4.8 on a 5-point scale.
Individuals who complete this course will receive a Certificate of Process Knowledge. Learn more
SYLLABUS: DAY ONE
The Many Powers of Process
The performance payoffs of the process approach to work. Case studies of companies in a variety of industries. The power of process design. The tactical advantages of redesign, discipline, and alignment. The strategic benefits of agility, manageability, and integration.
Working and Managing in Process
Developing process performers. The nature of process work and its impacts on people’s jobs and roles. Transforming workers into professionals. Implications for skills, knowledge, and attitudes. Key ingredients for success. Creating process infrastructure. Turning supervisory managers into coaches. Mentoring and developing people as assets. Impacts on human resource systems and strategy: hiring, reward, and development. Process-oriented information systems.
SYLLABUS: DAY TWO
Managing Processes for High Performance
The critical power of process ownership. Process management as a process. Alternatives for defining and filling the role of process owner. Fitting process owners into the organization. Integrating process redesign, Six Sigma, and Lean. Achieving ever-higher levels of process performance.
Principles of Process Measurement
Translating business goals into process metrics through an enterprise business model. Designing effective measurement mechanisms. Balancing competing metrics, assigning responsibilities for metrics, and embedding measurement in a performance improvement system. The Seven Deadly Sins of Measurement.
Organizing and Governing for Process
The structure of a process-friendly organization. Balancing processes and functions. Creating a multi-dimensional structure. Redefining the role of the business leader. Achieving integration across processes and resolving the question of process standardization. Creating a center of excellence/resource pool. Implications for enterprise business architecture.
The Challenge of Process
Identifies the challenges of the process transition. Demonstrates why process is hard to do. The prerequisites for sustaining process.