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Professional Consulting Chapter 5 - BPD - Conference Room Pilot Methodology

Dan Grijzenhout, Over 35 years of business experience

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18 Videos (59m)
    • Introduction to the Class

      2:48
    • Business Process Design Introduction

      2:11
    • When Does a Conference Room Pilot Start?

      3:08
    • Objectives Deliverables, and Best Pratices

      5:40
    • Individuals and Roles

      3:56
    • Workshop Scheduling and Initial Planning

      2:34
    • Define Level 1 Summary Business Processes

      5:48
    • Define Level 2 Process Flows

      4:58
    • Develop Level 2 Process Flows and Document

      2:00
    • Develop Level 3 Process Flows and Map to Applications

      4:54
    • Verify Application Mappings

      2:58
    • Performance Measures and Reports

      2:10
    • Interface Definitions

      3:45
    • Perform Systems Scenario Gap Analysis

      1:29
    • Develop Physical Implementation Strategies

      4:42
    • Develop Final CRP Deliverables

      1:24
    • BPD Conference Room Pilot Templates

      3:53
    • Congratulations

      1:09

About This Class

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Professional Consulting Chapter 5 - BPD - Conference Room Pilot Methodology

This course is written for those individuals working within a corporation that are looking for some structure that may assist them when given the unenviable task of “Re-Engineering” the corporation’s business processes and information systems in an effort to follow new directional and operational strategies developed by the corporation’s leadership body.

The goals of this course are to provide a structural framework to approaching this Business Process Re-Engineering effort, to provide insights as to how best to complete the work that needs to be done to ensure that what is created is fully aligned on completion with the directional strategies of the corporate leadership team, and to provide a road map for the tasks that need to be completed in order to achieve the actual implementation of the new processes and supporting information systems.

From the point that this methodology ends, operational departments of the corporation should more easily be able to package the defined out-putting tasks to be completed into actual development projects that will implement the changes required.

This methodology also pays respect to and incorporates the frequently changing dynamics of process within corporations due to the rapidity with which current technological innovations are pushing change, forcing new operational directions and value chain re-definitions.

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Dan Grijzenhout

Over 35 years of business experience

About Dan Grijzenhout: For close to thirty years, I've been a professional business and information systems consulting professional working to executive levels for both private and public sector organizations globally, a number of which were "Fortune" level enterprises. I've built from scratch, operated and sold an online global payment services company that moves millions of dollars on behalf of its 100,000 plus account holders annually; I've been interviewed on the show "World Business Revi...

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