Upon completion of this course, participants will be able to:

• Apply the principles of process analysis to systematically identify and scope processes within an organization.
• Master **BPMN** (Business Process Model and Notation) to create clear, standardized visual process models.
• Identify critical bottlenecks, non-value-add steps, and areas of redundancy within existing processes.
• Define and measure key process performance indicators (**KPIs**) such as cycle time, throughput, and error rates.
• Utilize data collection and flow charting techniques to accurately document the 'as-is' and 'to-be' states.
• Develop process improvement recommendations based on methodologies like **Lean** or **Six Sigma** basics.
• Communicate process models and improvement proposals effectively to technical and non-technical stakeholders.
• Structure and scope a process re-engineering or optimization project for successful execution.

• Business Analysts and Systems Analysts
• Process Owners and Subject Matter Experts (SMEs)
• Project Managers and Change Management Professionals
• Operations, Quality Assurance, and Continuous Improvement Specialists
• IT Professionals involved in system implementation or automation

• Hands-on workshops using software to create **BPMN** models for complex case study processes.
• Group activities applying **Lean** principles (waste identification) to map current 'as-is' processes.
• Individual exercises developing a set of **KPIs** for a given process and calculating baseline metrics.
• Role-playing presenting a process improvement proposal and cost-benefit analysis to management.
• Process simulation exercises to model the impact of bottlenecks and improvement changes.

Unit 1: Fundamentals of Process Analysis and Mapping

• Defining a business process, its scope, boundaries, and relationship to organizational value chain
• The stages of process analysis: Define, Measure, Analyze, Improve, Control (**DMAIC** basics)
• Techniques for conducting effective process discovery interviews and observation
• The difference between process mapping (what happens) and functional mapping (who does it)

Unit 2: Process Modelling with BPMN

• Introduction to **BPMN** (Business Process Model and Notation) and its key elements (pools, lanes, tasks, events)
• Hands-on practice creating Level 1 and Level 2 process models using the standardized symbols
• Strategies for modelling complex workflows, decision points (gateways), and parallel activities
• Using process models as the foundational documentation for system requirements and training

Unit 3: Process Measurement and Bottleneck Identification

• Defining and calculating key process metrics: Cycle Time, Lead Time, Resource Utilization
• Techniques for identifying non-value-added activities and waste (**Lean** principles)
• Methods for pinpointing and quantifying process bottlenecks and constraints
• Using SIPOC diagrams (Suppliers, Inputs, Process, Outputs, Customers) for scoping

Unit 4: Improvement and Re-engineering Techniques

• Applying process improvement principles (**Lean, Six Sigma, Automation**) to redesign the 'to-be' process
• Techniques for simplifying, eliminating, combining, and re-sequencing process steps (E-C-R-S)
• Developing a clear cost-benefit analysis for proposed process changes
• Managing the risks associated with process re-engineering and change implementation

Unit 5: Communication and Tool Integration

• Strategies for presenting complex process models and analysis findings to executives
• Integrating process models with organizational systems (e.g., **ERP, CRM**) and documentation
• Selecting and utilizing process modelling software tools (e.g., Visio, dedicated **BPM** suites)
• Developing a plan for continuous process monitoring and control (post-implementation)