Course Overview
Framework and Key Concepts
- Customer and business value
- How business functions and processes operate
- Why understanding the current state matters
- The three layers of analysis used throughout the course
- Dual-lens analysis: task-flow - the sequence of work and decision-flow - where judgment occurs and where work waits for it
- The solution-independence discipline that governs the entire course
Business Process Mapping
- BPMN concepts
- Mapping relationships and dependencies
- Modeling conditional branching
- Incorporating events and external activities
- Applying workflow patterns for clear, accurate process models
- Identifying and classifying deterministic, discretionary, and exceptional decision points
- Making decision density visible on the process map
Deconstructing Work Activities
- The 7 W's framework
- Systematic deconstruction of work activities
- BPMN procedure diagrams
- Appropriate activity granularity to reveal how work truly operates
- The decision embedded within each activity
- Decision rights and who holds them
- Information consumed by each decision
- What happens to work while a decision is pending
Measures, Metrics and Indicators
- Selecting and defining meaningful measures and metrics
- Performance indicators and KPIs
- Quantifying process performance and generating actionable insights
- Decision latency and escalation rate
- Straight-through-processing rate and human-touch rate
- Measures that surface the 70–90 percent of elapsed time conventional task-execution dashboards treat as residual queue time
Analyzing Business Processes
- Pain-point analysis
- KPI and strategic gap analysis
- Root-cause analysis
- Identifying issues, uncovering drivers, and targeting high-value improvement opportunities
- Locating concentrations of decision density, judgment intensity, and latency
- Recognizing process segments whose characteristics identify them as agentic AI candidates for downstream evaluation
BPMA at Scale Case Study
Map, measure, and analyze a complex business process case - culminating in a vetted, solution-independent opportunity backlog, the course's signature deliverable. This case study provides an invaluable template that you and your team can leverage to elevate business process analysis in your organization. The same business scenario continues into the Business Process Reengineering course, where the backlog is solutioned.
From Analysis to Opportunity Backlog
- Vetting and qualifying candidate opportunities
- Writing solution-independent opportunity statements: performance gap, evidence, baseline metrics, and value
- Packaging the opportunity backlog for handoff
- Using business and process change drivers to identify strategically high-value opportunities
- Previewing the process change continuum - from no- and low-technology changes in routing, rules, and policies to RPA, agentic workflows, and AI agents
- Understanding why premature solution selection can foreclose better, less costly tactics
- Positioning where the opportunity backlog enters the Inteq BPR/Framework and method lifecycle
Practical Guidance
- Complementary improvement methods
- Customer engagement considerations
- Leveraging proven frameworks and models to strengthen process analysis and execution
- Technology push and automation bias
- Avoiding the habit of naming the solution while analysis is still underway
|
Inteq's Business Process Modeling & Analysis training course builds the modern skills professionals need to map, visualize, measure, and analyze complex business processes with clarity and confidence.
Grounded in customer and business value, participants learn to apply BPMN-based modeling, deconstruct work activities with precision, and assess performance using meaningful measures, metrics, and KPIs - including the decision-centric metrics most dashboards never display.
Processes are analyzed through two complementary lenses: the task-flow lens, which reveals the sequence of work, and the decision-flow lens, which reveals where judgment occurs, who holds decision rights, and where work waits for decisions to be made.
In most enterprise processes, decision latency - the elapsed time between a work item reaching a judgment point and the judgment actually being made - accounts for 70 to 90 percent of total elapsed time, and it is the most commonly underestimated number in business process analysis.
Through hands-on techniques - including pain-point, gap, and root-cause analysis - participants uncover inefficiencies, diagnose underlying drivers, and identify high-impact improvement opportunities.
The course culminates in the discipline that separates professional process analysis from documentation: vetting, qualifying, and packaging opportunities into a solution-independent opportunity backlog with each opportunity stated as a measured performance gap with evidence, baseline metrics, and value, never as a pre-selected solution.
Solutions range from no/low-tech changes in routing, rules, and business policies to RPA, agentic workflows, and AI agents - which is precisely why opportunities must be written solution-independently.
Real-world scenarios and a scalable case study provide a practical blueprint teams can immediately apply.
The backlog produced here is the input that Inteq's Business Process Reengineering course - the recommended next step - consumes to solution, prioritize, and operationalize per the Inteq BPR/Framework and method.
|
