Of The 10 Sections Within the BPM CBOK, Which Section Interests You The Most And Briefly, Why?
If You Review The BPM CBOK,There Are 10 Sections:
1.0,2.0, 3.0, 4.0,5.0, 6.0, 7.0, 8.0, 9.0, 10.0
ABPMP BPM CBOK Version 4.0 © 2019 ABPMP All Rights Reserved 2 Guide to the Business Process Management Common Body of Knowledge ABPMP BPM CBOK ABPMP BPM CBOK Version 4.0 © 2019 ABPMP All Rights Reserved 3 Copyright Copyright © by ABPMP 2009 – 2019. All rights reserved. This reference book is the copyrighted property of the Association of Business Process Management Professionals. All material is protected by copyright and permission should be obtained in writing prior to any reproduction, storage in a retrieval system, or transmission in any form by any means. Requests should be made by contacting the ABPMP through the website. www.abpmp.org ISBN-13: 9781704809342 Trademarks The following are registered trademarks of the Association of Business Process Management Professionals. BPM CBOK® Business Process Management Common Body of Knowledge® BPM Competency Model® CBPA® CBPL® CBPP® Capability Maturity Model® is a registered trademark of the Carnegie Mellon University’s Software Engineering Institute. Excel®, PowerPoint®, Word®, and Visio® are registered trademarks of Microsoft Corporation. PMBOK® is a registered trademark of the Project Management Institute, Inc. SCOR® and DCOR® are registered trademarks of the ASCM (Association of Supply Chain Management) ascm.org. Tallyfy® is a registered trademark of Tallyfy, Inc. All other marks and protected product names are trademarks or registered trademarks of their respective holders. about:blank 4 Table of Contents 1 The BPM Professional: Career Path Architecture 25 1.1 Knowledge Areas of the BPM CBOK 28 1.1.1 Overview of BPM CBOK Knowledge Areas 29 1.1.2 Business Process Management 29 1.1.3 Process Modeling 29 1.1.4 Process Analysis 29 1.1.5 Process Design 29 1.1.6 Process Performance Measurement 30 1.1.7 Business Process Transformation 30 1.1.8 Technology and Transformation 30 1.1.9 Process Management Organization and Culture 31 1.1.10 Enterprise Process Management 31 1.2 BPM Skills and Competencies (BPM Competency Model) 31 1.3 ABPMP BPM Certification Levels 32 2 Introduction 34 2.1 What Is a Body of Knowledge? 34 2.2 What Is the BPM CBOK Guide? 34 2.2.1 Purpose of the BPM CBOK Guide 35 2.2.2 Organization of Sections 35 2.3 Why BPM Matters 36 2.4 The BPM Professional Space 36 3 Business Process Management 38 3.1 What Is BPM? 38 3.1.1 Scope of BPM Initiatives 38 3.1.2 Definition 39 3.1.3 Core Principles of Business Process Management 39 3.1.4 How Organizations Should Approach Business Change 40 3.1.5 The BPM Life Cycle Framework 40 3.1.5.1 Phase 1: Alignment to Strategy and Goals 40 3.1.5.2 Phase 2: Architect Changes 41 5 3.1.5.3 Phase 3: Develop Initiatives 41 3.1.5.4 Phase 4: Implement Changes 41 3.1.5.5 Phase 5: Measure Success 41 Alignment of Knowledge Areas to BPM Life Cycle Phases 41 3.1.6 Types of Processes 42 3.1.6.1 Primary Processes (20%) 42 3.1.6.2 Support Processes (70%) 42 3.1.6.3 Management Processes (10%) 43 3.1.7 Types of Activities 43 3.1.7.1 Value Adding 43 3.1.7.2 Handoff 43 3.1.7.3 Controls and Control Activities 43 3.1.8 BPM Is a Management Discipline 44 3.1.8.1 Process Owner 45 3.1.8.2 Process Leader 48 3.1.8.3 Process Steward 49 3.1.8.4 Process Analyst 50 3.1.8.5 Process Governor 50 3.1.9 BPM Links Strategy to Execution 51 3.1.9.1 Segmenting Business Processes for Strategy Execution 54 3.1.9.2 Strategy-Driven Design and Implementation 57 3.1.9.3 BPM-Discipline to Sustain Strategic Value 61 3.1.9.4 Executive Commitment 63 3.1.10 Drivers of Business Change 64 3.1.11 Internal 64 3.1.11.1 Strategy Maps 65 3.1.11.2 Porter’s Value Chain Analysis 65 3.1.12 External 67 3.1.12.1 Porter’s Five Forces 67 3.1.12.2 SWOT 72 4 Business Process Modeling 75 4.1.1 Use of Process Models 75 6 4.1.2 Process Model Contents 76 4.1.3 Identifying a Process Model 76 4.1.3.1 Static Versus Dynamic Models 77 4.1.3.2 Dynamic Models 77 4.1.3.3 Dynamic Modeling Tools 77 4.1.3.4 Combining Static and Dynamic Models 77 4.2 Process Repository Components and Tools 77 4.2.1 Capturing Process Components 77 4.2.2 What Is a Repository? 77 4.2.2.1 Why Do Organizations Need a Process Repository? 78 4.2.2.2 Key Elements of Good Repository: 79 4.2.2.3 Identify the Usage 80 4.2.2.4 Scope the Content 80 4.2.3 Defining a Standard Format 81 4.2.3.1 Select the Repository Management Tools 81 4.2.3.2 Finalize the Process Repository Governance 81 4.2.4 Identifying Outcome-Based Usage Scenarios 82 4.2.5 Scoping the Right Process Knowledge Content 83 4.2.5.1 How to Structure Content 84 4.2.5.2 Using Reference Models 85 4.2.6 Defining Process Knowledge Architecture 85 4.2.6.1 Commonly-Used Architecture Elements 86 4.2.7 Selecting the Right Repository and Modelling Tool 88 4.2.7.1 Types of Repository Tools 89 4.2.7.2 How to Select the Right Tool for Your Organization 90 4.2.8 Repository Governance 90 4.2.8.1 Process Governance 90 4.2.8.2 Business Architecture Related Methods and Conventions 91 4.2.8.3 Process Governance and Repository Governance 91 4.2.9 Monitoring Repository Usage and Expansion 93 4.2.10 Repository Best Practices 93 4.2.11 Repository Metrics 94 7 4.3 Process Modeling Tool Capabilities 94 4.4 Purpose of Process Modeling 94 4.4.1 Process Modeling Is a Means to Business Ends 95 4.5 Commonly Used Process Modeling Notations 96 4.5.1.1 Guidelines for Selecting a Modeling Notation 97 4.5.2 Business Process Model and Notation (BPMN) 2.0 97 4.5.3 Swim Lanes 99 4.5.4 Flowcharting 100 4.5.5 Event-Driven Process Chain (EPC) 101 4.5.6 Unified Modeling Language (UML) 103 4.5.7 IDEF0 104 4.5.8 Value Stream Mapping 106 4.5.9 Specialized Approaches in Process Modeling 107 4.5.10 Value Chain 107 4.5.11 SIPOC 108 4.5.12 System Dynamics 109 4.6 Process Model Levels 111 4.6.1 Assigning Process Information 111 4.6.2 Aligning Process Information 111 4.6.2.1 Levels Vary in Number and Name 111 4.6.3 Best Practice: Business Modeling Standards 112 4.6.4 An Example Set of Model Levels 113 4.6.4.1 Integrating Process Models 113 4.6.4.2 Process Repository Maintains Alignment 113 4.6.4.3 Enterprise Process Models 113 4.7 Business Architecture Alignment and Capability Map Development 117 4.7.1 Business Process Models 119 4.7.1.1 Business Perspective 119 4.7.1.2 What Business Process Models Include 119 4.7.2 Workflow Models 120 4.7.2.1 Operations Perspective 120 4.7.2.2 What Workflow Models Include 120 8 4.7.2.3 Rolling Up Activities 120 4.7.2.4 Details Below the Workflow Model 120 4.7.3 Task Steps 120 4.7.3.1 What the Task Steps Level Includes 120 4.7.4 Worker Perspective 121 4.7.4.1 Task Steps and Work Performed 121 4.8 Capturing Process Information and Modeling Participants 122 4.8.1 Direct Observation 122 4.8.2 Interviews 122 4.8.3 Survey or Written Feedback 122 4.8.4 Structured Workshops 123 4.8.5 Web-Based Conferencing 123 4.8.6 Process Mining 123 4.8.7 Modeling Participants 124 4.9 Frameworks and Reference Models 124 4.9.1 Modeling Within a Framework 125 4.9.1.1 Complex Modeling Frameworks 125 4.9.1.2 Framework Management and Compliance 125 4.9.2 Using a Reference Model 125 4.10 Modeling Techniques and Tools 127 4.10.1 Drawing Tools and Reports 127 4.11 Process Validation and Simulation 127 4.11.1 Process Simulation Uses 127 4.11.2 Simulation Tools and Environments 127 4.11.3 Technical Simulation and Load Analysis 128 4.12 Business Process Modeling Key Concepts 128 5 Process Analysis 130 5.1 What Is Process Analysis? 130 5.1.1 Why Do Process Analysis? 131 5.1.2 When to Perform Analysis 132 5.1.2.1 Continuous Monitoring 132 5.1.2.2 Event-Triggered Analysis 132 9 5.1.3 Process Analysis Roles 133 5.1.3.1 Optimal Team Attributes 134 5.1.3.2 Analysis Roles and Responsibilities 134 5.1.4 Preparing to Analyze a Process 135 5.1.5 Prioritize the Process 135 5.1.6 Scope the Depth of the Analysis 136 5.1.7 Using Process Frameworks for Analysis 137 5.1.8 Performing the Analysis 137 5.1.8.1 Business Context 137 5.1.8.2 Organizational Culture Context 138 5.1.8.3 Performance Measurement 139 5.1.8.4 Variation 142 5.1.8.5 Cost 142 5.1.8.6 Human Involvement 142 5.1.8.7 Process Controls 143 5.1.8.8 Other Factors 144 5.1.9 Gathering Information 144 5.1.9.1 Interviewing 144 5.1.9.2 Observing 144 5.1.9.3 Researching 145 5.1.10 Analyzing the Business Environment 145 5.1.10.1 SWOT 145 5.1.10.2 Benchmarking 145 5.1.10.3 Critical Success Factors 146 5.1.10.4 Porter’s Value Chain Analysis 147 5.1.11 Analyzing Information Systems 147 5.1.11.1 Data Flow Analysis 147 5.1.11.2 Business Rules 148 5.1.11.3 Systems Documentation and Suitability for Use 148 5.1.11.4 Process Mining 148 5.1.12 Analyzing the Process 148 5.1.12.1