Business Process Management Expert (Bpm) Master Class (En)

Understand business process management and implement processes effectively. Kickstart your journey as an expert!

What you'll learn

Understanding why process management is essential in organizations and contributes to business success

Learning the significance and goals of process management

Learning the differences and relationships between organizational structures

Understanding key process-related terms

Defining and recognizing various process types and value chains

Ability to identify and optimize processes

Understanding the application areas of different management concepts

Applying the process lifecycle in a business context

Learning tasks in strategic and operational process management

Learning a specific role model for implementation

Preparedness for leading process management initiatives

Recognizing organizational changes, impacts, and typical challenges

Readiness for proactive problem-solving in process management

Requirements

No prior knowledge required

Your interest is all that matters

Description

Would you like to dive deeper into process management? Do you finally want to understand what it's all about and how process management can be implemented? Then this course is perfect for you.You'll have access to 5 hours of video content and over 90 lessons. Plus, you will receive 1-on-1 personal support from me.What exactly will you learn in this course?1. The Importance of Process Management: Why is process management important for organizations, and why do companies focus on it?2. Basics of Structural and Process Organization: What do the terms structural and process organization mean? How are these concepts connected? What types of organizational forms exist (functional, divisional, matrix, and process organization)? What is a process organization, and what are its advantages and disadvantages?3. Process Fundamentals: Here, you’ll learn what a process is. What are some examples? What do the different types of processes mean (management, core, and support processes)? What are process levels? What does value creation mean, and what are value chains? How does Porter’s value chain look? What are end-to-end processes, and what does the Order-to-Cash (O2C) process look like?4. Fundamentals of Process Management: What does management mean, and therefore, what does process management entail? How is its strategic positioning understood? What are the tasks in process management? What goals does process management pursue, and what value and medium-term impact can it provide?5. Advanced Task Types: What does the distinction between complex and complicated mean? What different process types exist, and how can they be categorized as complex or complicated? What is a project, and how do projects and processes differ? For which task types (complex, complicated) are different management concepts such as project management, Scrum, Kanban, and process management suitable?6. Advanced Process Management by Example: What model can be used to implement process management? How can the process lifecycle be applied to a specific example company? What do the phases of process strategy, process documentation, process analysis and optimization, process implementation, process execution, and process controlling mean? What methods can be used to implement these phases, and what does this look like in practice? Various terms will be discussed, such as core competency, process map, process objectives, modeling guidelines, value chain diagram, different visualization techniques, retrospectives, bottleneck and root cause analysis, control loops, process audit, assessment and maturity levels, and sample KPIs.7. Advanced Process Management: In this section, the process lifecycle will be discussed in detail. You'll also learn about the distinction between strategic and operational process management and the related tasks and methods. Additionally, a critical role model, such as the process owner, will be introduced.8. Advanced Implementation and Impact: What changes will organizations face when transitioning from a functional to a process-oriented structure? What are the consequences for companies? Keywords: decentralization, dismantling of hierarchies, and breaking down silos. What resistance and challenges must companies and experts deal with? Keywords: loss of power and control, organizational inertia, cultural resistance. What are the success factors for a "smooth" implementation of process management? How can process management prove its value, and what ideas are helpful in demonstrating this? Finally, I'll provide an overview of frequently asked questions (FAQs) that I often encounter.

Overview

Section 1: Welcome to the Course and Introduction to the Topic of Process Management

Lecture 1 Welcome and Course Overview

Lecture 2 Tips for Navigating My Online Course

Lecture 3 Your Workbook: Process Management Expert Course

Lecture 4 Your Future Role as a Process Management Expert

Lecture 5 Importance of Process Management

Lecture 6 Why Companies Implement Process Management - Study -

Section 2: Fundamentals: Structure and Process Organization as well as Organizational Forms

Lecture 7 Overview of this Section

Lecture 8 What Does Structural Organization Mean?

Lecture 9 What Does Process Organization Mean?

Lecture 10 Relationship Between Structural and Process Organization

Lecture 11 Explanation of Functional Orientation

Lecture 12 Problems with Functional Orientation

Lecture 13 Need for Process Orientation

Lecture 14 Definition of Process Orientation

Lecture 15 Description of Process Orientation

Lecture 16 Functional vs. Process Orientation

Lecture 17 Transition to the Topic of Organizational Forms

Lecture 18 Functional Organization

Lecture 19 Divisional Organization

Lecture 20 Matrix Organization

Lecture 21 Process Organization

Lecture 22 Advantages and Disadvantages of Process Organization

Lecture 23 Comparison of Functional, Matrix, and Process Organization

Section 3: Introduction to the Concepts of Process and Value Creation

Lecture 24 Overview of this Chapter

Lecture 25 Definition of Process

Lecture 26 Process Criteria

Lecture 27 Process Examples

Lecture 28 Types of Processes (Management, Core, Support Processes)

Lecture 29 Process Levels

Lecture 30 Value Chain According to Michael Porter

Lecture 31 What is a Value Chain?

Lecture 32 What is the Customer-Supplier Principle?

Lecture 33 What are End-to-End Processes?

Lecture 34 The End-to-End Process: Order-to-Cash

Section 4: Fundamentals of Process Management

Lecture 35 Overview of this Chapter

Lecture 36 Definition of Management

Lecture 37 Definition and Tasks of Process Management

Lecture 38 Process Management and Business Objectives

Lecture 39 Goals, Added Value, and Impact of Process Management

Section 5: Types of Tasks and Suitable Management Concepts

Lecture 40 Overview of this Chapter

Lecture 41 Complex and Complicated - Stacey Matrix

Lecture 42 Process Management for Complicated Tasks

Lecture 43 Not All Processes Are the Same - Process Types

Lecture 44 Methods, Frameworks, and Stacey Matrix

Lecture 45 Process and Project - Definitions

Lecture 46 Project Criteria

Lecture 47 Project Examples

Lecture 48 Goals of Projects

Lecture 49 Methods for Processes and Projects

Lecture 50 Process Types and Stacey Matrix

Section 6: Implement Process Management with the Process Management Lifecycle

Lecture 51 Overview of this Chapter

Lecture 52 The Process Management Lifecycle

Lecture 53 Example Organization: SportLeistung Ltd

Lecture 54 Introduction to Phase: Process Strategy

Lecture 55 Process Strategy: Defining Core Competencies

Lecture 56 Process Strategy: Defining Processes

Lecture 57 Process Strategy: Creating a Process Map

Lecture 58 Process Strategy: Prioritizing Processes

Lecture 59 Process Strategy: Developing Process Objectives

Lecture 60 Summary of the Process Strategy Phase and Transition to the Next Phase

Lecture 61 Introduction to the Next Phase: Process Documentation

Lecture 62 Process Documentation: Developing Modeling Guidelines

Lecture 63 Process Documentation: Process Description Options

Lecture 64 Process Documentation: Creating a Value Chain Diagram

Lecture 65 Process Documentation: Developing a Process Cover Sheet

Lecture 66 Introduction to the Next Phase: Process Analysis and Optimization

Lecture 67 Process Analysis and Optimization: Measuring Performance

Lecture 68 Process Analysis and Optimization: The Five Whys

Lecture 69 Process Analysis and Optimization: Cause-and-Effect Diagram

Lecture 70 Process Analysis and Optimization: Conducting Bottleneck and Root Cause Analysis

Lecture 71 Process Analysis and Optimization: Developing Improvement Ideas

Lecture 72 Process Analysis and Optimization: Creating an Action Plan Overview

Lecture 73 Introduction to the Next Phase: Process Implementation

Lecture 74 Process Implementation: Change Management - John Kotter’s 8 Steps

Lecture 75 Process Implementation: project management - milestone plan -

Lecture 76 Process Implementation: Retrospective

Lecture 77 Introduction to the Next Phase: Process Execution

Lecture 78 Process Execution: Enabling Process Monitoring

Lecture 79 Process Execution: Integrating Feedback and Control Loops into Processes

Lecture 80 Process Execution: Quality Tools

Lecture 81 Introduction to the Next Phase: Process Controlling

Lecture 82 Process Controlling: Process Audit

Lecture 83 Process Controlling: Example KPIs

Lecture 84 Process Controlling: Maturity Levels and Assessments

Section 7: Advanced: Process Management

Lecture 85 Overview of this Chapter

Lecture 86 Where Does Process Improvement Fit in the Process Lifecycle?

Lecture 87 Working with the Process Lifecycle

Lecture 88 Definition of Strategic and Operational Process Management

Lecture 89 Strategic Process Management - Tasks

Lecture 90 Operational Process Management - Tasks

Lecture 91 A Role Model for Process Management

Section 8: Implementation and Impact of Process Management

Lecture 92 Overview of this Chapter

Lecture 93 Consequences and impact on the Organization

Lecture 94 Resistance and Challenges in the Organization

Lecture 95 How Can We Make Process Management "Take Off"? Success Factors

Lecture 96 How Can We Demonstrate the Value of Process Management?

Lecture 97 Frequently Asked Questions and My Opinion

Section 9: Thank you and Farewell

Lecture 98 Thank you and Farewell

Anyone who wants to learn more about management concepts, organizations, and specifically process management,Process managers and other experts in organizations who are interested in new insights,Anyone beginning to engage with process management and aiming to become an expert,Entrepreneurs who want to implement process management Students looking for additional input as part of their module preparation