PCM101 - Business Process Management and the Balanced Scorecard
Course Description
Billions of dollars have been invested in process improvement and information technology by corporate America and the government over the last 15 years. The payback has not met expectations.
The key to solving this "Process Paradox" or "Productivity Paradox" is to link and align business process management with strategic planning so that improvements truly impact the long-term health of an organization.
Companies and organizations in both the public and private sectors that leveraged process or technology innovation to achieve business growth have discovered the processes that are most critical to fulfilling their strategic objectives and leveraged these to make processes true strategic differentiators.
Course Materials
All course materials will be provided electronically. Registered students will receive access instructions in their enrollment reminder emails prior to class.
Who Should Attend
- Manager or executive responsible for making strategic decisions
- Executive, manager or director who needs to leverage innovation to meet organizational objectives
- Executive, manager or director who wants to improve strategic focus in an operational area
- Chief Financial Officer or Chief Information Officer
- Member of a strategic planning team
- Leader of a BPM, process improvement or innovation team
- Process owner or manager
What You Will Learn
- Why business processes are more important in today's business environment
- How successful companies have faltered by treating strategic management and process management as separate activities
- How to use process improvement techniques to reveal the strategic potential of business processes
- Four techniques for leveraging process excellence to expand market share, strengthen customer relationships, enter new market segments and create new revenue streams
- How to use Strategy Maps and the Balanced Scorecard to deploy and manage process-oriented strategies.
- Why technology and process investments must be tied closely to corporate strategy for these efforts to create meaningful, long-term return on investment.
Introduction
- The traditional approach to strategy and process
- Why processes are important to strategy
- Strategy & process: A two-way relationship
Strategic Assessment
- Understanding the business environment and the role of process
- Identifying core processes and strategic capabilities
- Using process analysis tools to identify strengths, weaknesses, opportunities and threats
Building a Process-Driven Strategy
- Process leveraging techniques
- Process extension
- Market extension
- Enterprise creation
- Value Analysis
- Selecting a strategy that best capitalizes on your distinctive process capabilities
Using the Strategy Map and the BSC as a Management System
- Linking and aligning strategic objectives
- Managing strategy: Four perspectives
- Impact of BSC on operational decisions
- Communication of progress
PMP® is a registered mark of Project Management Institute, Inc.
Testimonials
“The instructor is engaging, knowledgeable, and maintains pace and personal energy.”
“The overall content was applicable to my job.”
“Instructor was great. Information was excellent.”
“Excellent real world examples and exercises.”
“I valued the participatory environment – great discussion and exercises and practical application.”
Applies Towards the Following Certificates
- Business Process Management Certificate : Required
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Course Materials
All course materials will be provided electronically. Registered students will receive access instructions in their enrollment reminder emails prior to class.
Ralph Smith