Course attendees will learn how to:
- Plan and execute a program of process redesign
- Develop an enterprise process model
- Create high-performance process designs
- Staff a process redesign effort
- Architect and execute new process implementation
- Recognize and interpret resistance to change
- Overcome resistance with a range of tools
- Design and implement an effective communication program
- Realize the business benefits of new process designs
November 19-22, 2013
The Colonnade Hotel
Boston, MA - USA
REGISTER HOTEL INFO
8:30 am on Day One and ends at 3:00 pm on Day Four.
- 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 Reengineering Expertise. Learn more
SYLLABUS: DAY ONE
The concepts of business processes. Value-adding versus non-value-adding work. Using processes to reduce costs and cycle time, become easy-to-do-business-with, and add more customer value. The process approach to performance improvement. A four-phase model for implementation.
Mobilizing for Process
Creating a model of a business enterprise in terms of its processes: core, infrastructure, and enabling processes. Examples of effective and ineffective models. The role of the leader, catalyst, and process owner. Organizing and staffing a process design effort. Team composition and skill requirements. Techniques for effective team building.
Capturing the information needed before undertaking a design effort. Developing an understanding of customer needs. Understanding and identifying the weakness in the existing design. Setting targets for process performance. An exercise in process diagnosis.
SYLLABUS: DAY TWO
Techniques for Business Process Design
Structured techniques for devising high-performance process designs. Organizing work to minimize non-value–adding activity. The 15 patterns of high-performance process designs. Recognizing assumptions underlying process designs. The role of IT in process redesign and implementation. A facilitated exercise in business process redesign, allowing participants to apply new tools and techniques to an existing process.
SYLLABUS: DAY THREE
Turning a new process design into a reality. The concepts of release, laboratory, pilot, and rollout. Achieving implementation coordination. Designing the implementation roadmap. Program management for process transformation. Participants will create a rough implementation plan or roadmap for newly redesigned process.
SYLLABUS: DAY FOUR
The Challenge of Process Change
The impacts of process redesign on the people in an organization. Consequences for jobs, rewards, and culture. The unique complexities of multidimensional change. The emotional and intellectual origins of resistance to major change. A predictive model for anticipating the sources of resistance. Structuring and staffing the effort: roles and responsibilities. The critical issues of feedback and measurement.
The Communication Effort
Why most communication programs fail. Guidelines for success. Content development, media planning, and program design. Creating the environment and infrastructure needed to manage ongoing change. Implications for processes, people, and culture. Participants will create effective communication plans.