BCS Practitioner Certificate in Modelling Business Processes + Exam [BCS-MBP]

OVERVIEW

This 2-day BCS Practitioner Certificate in Modelling Business Processes training covers the range of concepts, approaches and techniques that are applicable to the Practitioner Certificate in Modelling Business Processes. It is relevant to anyone requiring an understanding of Modelling Business Processes and focuses on the investigation, modelling, analysis and improvement of business processes.

OBJECTIVES

You’ll study how to investigate, model, analyse and improve business processes. The certificate includes:

• The context for business processing modelling
• The organisational model for processes
• How to model business processes
• How to document tasks
• Evaluating and improving business processes

AUDIENCE

• This Practitioner Certificate is designed for people who want to understand a range of business process modelling and analysis techniques, know how they are used and identify when to use them
• Suitable for business analysts, business managers and members of their team, business change managers and project managers

CERTIFICATION

• Type:  Multiple choice
• Duration:  60 minutes
• Supervised:  Yes
• Open Book:  No
• Pass Mark:  25/40
• Calculators:  Calculators cannot be used during this examination

NEXT STEP

CONTENT

1. The Context for Business Processing Modelling 15%
1. Candidates will be able to:
1.1 Demonstrate an understanding of the purpose and benefits of business process
modelling.
1.2 Identify the three levels of the business process hierarchy; organisation, process and
task level.
1.3 Explain the importance of the process view versus the functional view of an
organisation.
1.4 Describe the use of the POPIT model in assessing the impact of a new process
design.
1.5 Discuss the use of pilot, phased, direct changeover and parallel running to implement
business change.

2. The Organisational Context for Business Processes 20%
Candidates will be able to:
2.1 Understand the construction of an organisational level model of business process for
a given business scenario.
2.2 Understand how to construct an organisational model for a given scenario (Paul et al,
Business Analysis, 3rd Edition).
2.3 Apply knowledge to distinguish between the external and internal elements of an
organisational model.
2.4 Explain how the processes on the organisational model support the delivery of the
value proposition.

3. Modelling the Business Processes 30%
Candidates will be able to:
3.1 Understand the construction of a business process model for a given business
scenario, using the following elements:
3.1.1 Actors.
3.1.2 Swim lanes.
3.1.3 Tasks.
3.1.4 Decision points with guard conditions.
3.1.5 Start and end points.
3.1.6 Process flows.
3.1.7 Forks and joins.
3.2 Explain why using a standard notation set is important.
3.3 Apply knowledge to distinguish between the terms process, task and step; describe
how they relate to each other.
3.4 Demonstrate that a task typically involves one person (actor) at one place at one time
(OPOPOT), and that it is represented as a single ‘box’ on a process model.
3.5 Based on a given business scenario, identify external, internal and time-based
business events.
3.6 Explain the difference between internal performance measures and customer
expectations of performance.

4. Documenting Tasks 15%
Candidates will be able to:
4.1 Understand how to construct a task description for a given business scenario, which
includes the following elements:
4.1.1 The name of the task.
4.1.2 The actor (or role) carrying out the task.
4.1.3 The trigger or business event that initiates the task.
4.1.4 Any inputs to the task.
4.1.5 The outputs expected from the task.
4.1.6 The costs associated with the task.
4.1.7 The measures that are applicable to the task.
4.1.8 The standards that constrain the task.
4.1.9 A detailed breakdown of the steps within the task.
4.1.10 The business rules that are to be followed in performing the task.
4.2 Demonstrate an ability to document the steps and business rules within a task, using
UML activity diagram notation, or structured English.

5. Improving Business Processes 20%
Candidates will be able to:
5.1 Apply the following approaches to improving business processes: task automation;
removal of gaps and disconnects; process re-engineering.
5.2 Show understanding of the need to challenge business rules and assumptions when
improving business processes.
5.3 Identify the areas of a business process that may contribute to unsatisfactory
performance from a given scenario.
5.4 Explain the use of business scenarios in identifying combinations of conditions that
the improved business process will need to handle.
5.5 Conduct a gap analysis on a given ‘to be’ business process model, in order to identify
the functional requirements for the IT system support for that business process.