Reengineering Business Processes

Reengineering Your Organization; A Roadmap to Business Process Improvement

 Name: Reengineering Business Processes

 Components: 2 Seminar Presentations

Duration: 14 hours

 Regularly, we craft business plans and strategies. We upgrade our products or services. We even train and develop our people. And yet, we often discover a number of bothersome problems that crop up. A few examples: customer complaints, misunderstanding between teams, and stifled initiative and creativity from team members. These and other problems force us to devote time and pour money and other resources to solve them.

Business process analysis and modeling is an essential component of Business Process Redesign (BPR) as well as other business process improvement initiatives such as reengineering, systems development, quality management and continuous process improvement. The kind of businesses processes your organization implements spells the difference between efficiency and lackluster performance. Business processes are considered the internal glue that makes plans, products and people work seamlessly. Without the right processes, companies will be plunged into chaos. Unfortunately, there are some organizations that expect better results from using the same old processes.

In this workshop the participants will acquire the knowledge and skills to analyse and accurately model business processes at the enterprise level as well as the detailed workflow level.


This course aims to enable participants to achieve the following objectives:

  • Objectively analyse the process dimension of the business
  • Accurately define the scope of a business process
  • Develop an enterprise-level business process model
  • Capture and map the details of an existing business process using a model
  • Build an integrated model of a defined business process showing its levels of detail
  • Obtain the information necessary to build a business process model
  • Identify business process improvement opportunities using a model


The candidates who will complete the program successfully will be awarded a ‘Certificate of Training’, stating that the Cyprus Human Resource development Authority approves the program



Session 1:

Introduction to Business Process Reengineering (BPR)

  • The Need for Reengineering
  • Understanding what Reengineering Is and Is Not
  • Drivers for Reengineering: The 3 Cs
  • Why Organizations Don t Reengineer
  • How It All Began
  • Understanding Continuous Process Improvement (Kaizen)
  • Evolution to Revolution: Kaizen and BPR in Context

Session 2:

Preparing the Organization for Change

  • Setting Up the Project Management Office (PMO)
  • Identifying Areas for Reengineering
  • Defining Roles and Responsibilities Using RACI Charts
  • Creating a Burning Platform
  • Managing Behavioral Change

Session 3:

Redesigning the Business Process

  • Understanding Different Process Types
  • Integration Strategies and the Context Diagram
  • Business Process Scoping
  • Essential Information Gathering
  • Factoring in the Voice of the Customer
  • Implementing BPR
  • Patterns for Reengineering
  • 8 Types of Waste
  • Statistical Tools (Pareto Charts, Histograms, Normal Plots, Box Plots, Scatter Plots and Run Charts)
  • Rolling Out the Reengineered Process
  • Common BPR Challenges
  • Tips for Successful Reengineering

Session 4:

Mapping the Business Process

  • The Process Hierarchy
  • Process Mapping Symbols
  • Creating Swim-lane Flowcharts
  • Tips for Successful Swim-lane Creations

Session 5:

Improving Business Processes Using Models

  • Analysing existing business processes
  • Eliciting process customer requirements
  • Measuring business process performance
  • The two stages of business process improvement
  • Moving from as-is to to-be models
  • Simulating business processes
  • Implementing business process changes
  • Choosing the right modelling tool

Session 6:

Measuring Performance for Continuous Improvement

  • Revisiting Business Objectives and Critical Success Factors
  • Setting Performance Measures and Targets
  • Using Benchmarks for Performance Measurement
  • Auditing Processes Using the Turtle Diagram
  • The Role of Kaizen after BPR
  • The Role of Technology




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