Process Improvement implies refinements or changes to the process. Without fully understanding a process and the links it has to other organizational processes, we risk simply making changes rather than improvements.
In this course, after a quick review on the process mapping notions addressed in the Introduction to Business Process Improvement course (prerequisite), we capture and document an existing end-to-end process using an extended set of recognized standards for process modeling and mapping. We then analyze our AS-IS (current state) process to understand the opportunities for improvement before designing and modeling the optimized version of our (future state) process.
Emphasis in this course is on practicing with 4 process maps and analysis techniques so that we can competently determine what tools to use when. This will allow you to get right to work applying your new skills.
This course can provide up to 6 PDUs / contact hours towards attaining or maintaining the Project Management Professional (PMP)® designation. Participants must submit the request to PMI via the Continuing Certification Requirements System (CCRS).
Professional Development Units are allocated according to the number of training hours completed by the student and may be granted by increments of 0.25 PDU for each 15 minutes of training. A participation certificate will be given to students who attend a minimum of 75% of the course.
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Jeffry Morgan, M.Ed., has spent the last 3 decades running the third largest cultural touring agency worldwide and has done business in more than one-third of the world. Jeffry’s keen sense of observation and formal background in teaching make him particularly gifted at expressing leadership and management principles through examples and language that all of us can relate to. He has authored a compendium of management and leadership techniques as well as numerous articles.
Daniel Wong, BSc, MBA, PMP, PSM I, has specialized in IM/IT for more than 25 years, in both the private and public sectors and has consulted in the not-for-profit and charitable organizations. He draws on his experience in program delivery, people development, financial management and inter-ministerial partnerships.
Daniel is recognized as a seasoned project manager and scrum master where he has led various technical teams to deliver complex IT projects and business transformation in a large-scale decentralized operational and multi-client organization.
In addition, he has noteworthy experience in internal audit, environmental data analysis and coaching in continuous improvement, performance management and strategic thinking. Daniel is particularly effective in building partnerships between business and IT communities.