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  • Overview of ABPMP BPM-BOK

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    Professional AssociationThe Association of Business Process Management Professionals is a non-profit, vendor independent professional organization dedicated to the advancement of business process management concepts and its practices. ABPMP is practitioner-oriented and practitioner-led.

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    Our MissionThe mission of ABPMP is:to engage in activities that promote the practice of business process management, to develop a Common Body of Knowledge in this field, and to contribute to the advancement and skill development of professionals who work in this discipline. ABPMP produces educational and networking events for continuing education and sharing of best practices, new ideas, and experiences of its members and professional colleagues.

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    GrowthBegan 2003 in ChicagoActive Chapters TodayChicagoMetro New YorkPhiladelphiaPortland, ORSoutheast Michigan Washington, D.C.New Chapters Forming AtlantaBostonCincinnatiDallasDenver

    PhoenixSaint LouisSan DiegoSF Bay AreaTampa Bay

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    Education CommitteeYvonne Antonucci, PhD, Professor Widener UniversityMarty Bariff, PhD, Professor Illinois Institute of TechnologyTony Benedict, MBA, BPM Practitioner, Consultant, Adjunct Faculty Univ. of PittsburghBrett Champlin, MBA, BPM Practitioner, Adjunct Faculty Univ. of ChicagoBruce Downing, PhD, BPM Practitioner, ConsultantJason Franzen, MBA, BPM Practitioner, ConsultantSandra Lusk, BPM Practitioner, ConsultantDan Madison, MBA, Author, Consultant, Adjunct Faculty Univ. of ChicagoBill Merx, BPM PractitionerAndrew Spanyi, Author, Consultant, Researcher & Adjunct Faculty Babson College Mark Treat, MBA, BPM Practitioner, Author, Consultant Committee Chairs

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    What are we doing?Developing a BPM Common Body of Knowledge (first draft release ~May 2007)Developing Model Curricula for BPMDeveloping Training Endorsement ProgramDeveloping Professional Certification ProgramDeveloping SeminarsDeveloping links with Academia

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    Building Blocks

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    ChaptersPrefaceIntroduction to Business Process ManagementEnterprise Process ManagementBusiness Process Management OrganizationProcess ModelingProcess AnalysisProcess DesignProcess ImplementationBPM SystemsProcess Repository AdministrationConclusion/Next StepsAppendices Model BPM Curricula Reference Disciplines BPM Glossary

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    Preface: Defining the Nature and Role of the BPM ProfessionalBPM Professionals Business or IT practitioners?BPM as a management discipline and a set of technologies that support that disciplineBPM as the dominant management paradigm for 21st centuryProcess and Performance ManagementNew Roles in BPMBPM Center of ExcellenceThe Business Process Professional

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    1. Introduction to Business Process ManagementWhat is Business Process Management?BPM Critical Success FactorsBPM professional spaceBPM Sub-Disciplines (major topics)BPM LifecycleProcess Controls & MetricsProcess Performance Management

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    2. Enterprise Process ManagementDefinition of Enterprise Process ManagementProcess GovernanceProcess Portfolio ManagementOutsourcingBenefits of EPMBest Practices in EPMFrom Planning to Action

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    3. Business Process Management OrganizationThe Process EnterpriseProcess RolesProcess OwnerProcess ManagerProcess AnalystProcess DesignerOrganizational StructuresProcess CouncilBPM OfficeCenters of ExcellenceTeam Based Performance

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    4. Process ModelingDefinition of Process ModelingPurpose of Process ModelingProcess Modeling for EPMLevels of Process ModelsManual & Technology Assisted ModelingDiagramming NotationsDiagramming, Mapping, and ModelingModel Characteristics/AttributionSimulationModel Quality

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    5. Process AnalysisContinuous AnalysisEvent Triggered AnalysisAnalyzing a ProcessAnalysis TechniquesAnalyzing Human PerformanceAssessments and MethodologiesProcess FrameworksCritical Success Factors

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    6. Process DesignProcess DesignerDesign TeamRoadmap for Process DesignPreparing for Process DesignKey Activities in Process DesignProcess Design Principles

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    7. Process ImplementationWhat is BPM Implementation?Activities Involved in Process ImplementationImplementation FrameworksProject ManagementIntegration ManagementScope ManagementImplementation MetricsPerpetuating the BPM Lifecycle

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    8. Business Process Management SystemsWhat is a BPMS?BPM TechnologiesModeling, Analysis & Design TechnologiesImplementation & Execution TechnologiesManagement Decisions, Performance Measures, and Administrative ActivitiesTrends and Convergence of BPM SystemsHow to Select and Implement BPMS

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    9. Process Repository AdministrationWhy is Process Repository Administration Important?Activities involved in Repository AdministrationManaging ModelsIntegrating ModelsModel OwnershipManaging Repository Change

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    10. Conclusion/Next StepsBPM Success FactorsAssessing Organizational BPM Maturity

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    AppendicesModel CurriculaUndergraduate DegreeGraduate DegreeMBA ConcentrationTrainingReference DisciplinesList of related fieldsGlossaryDefinition of Terms and acronyms

  • Visit www.ABPMP.org Today!

    **Not for ProfitVendor IndependentMember Run*Promote practice of BPM as a professional activityFocus on setting standards of good practice and skill development for professionalsCommunity of Practice*We have people working to setup chapters across AmericaWe are looking into international chapters, and currently have loose affiliations with BPM associations in Australia, Dubai, Japan, and Portugal

    Andrew Spanyi was the VP Education and Chair of the Education Committee from 2005-2006Mark Treat is the current VP Education and Chair of the Education Committee

    *Like other Bodies of Knowledge, ours is a guide to the larger body of knowledge that exists and a guide to the most important concepts and critical topics. We will include our Model BPM Curricula for (a) undergraduate degree programs, (b) graduate degree programs, (c) MBA concentrations, and (d) executive education programs as an appendix to the BOK. Following that we will define criteria to evaluate training programs and create an endorsed or registered training vendor program. We have a sub-committee already working on defining a professional certification program that will include requirements for experience, education, examinations, code of ethics, continuing education, recertification etc.

    Early in our development of the BOK, the education committee came up with the concept of Building Blocks and created this diagram. Some of the blocks moved around a bit and there were some blocks that came and went. Eventually, we decided to include the Process Management topic in the introductory chapter. The group dropped the Business Rules and Performance Management topics and considered substituting Change Management for the bottom block for a while before dropping it. Eventually, the concept of Building Blocks was challenged as implying too much about structure and sequence and instead we now use either sub-discipline or major topic area. But, you will see the bulk of the BB concept carried forward in the organization of the final chapters.Structure of the first draft BPM-BOKThis preface introduces BPM Practitioners and the dilemma of whether BPM is Business or IT driven, Business or IT discipline, Business or IT Managed. What we find is that it is both. Sometimes one, sometimes the other and most often shared. Several studies have come to the same conclusions: BPM is the way leading organizations are managing their businesses today, BPM technologies are still developing and bringing more and more functionality into BPM suites designed to service all of the professionals involved in BPM activities. BPM suites are working toward supporting the full BPM lifecycle: Modeling-Execution-Measurement-Control-Analysis-ChangeThis chapter introduces the concepts and strategies required to successfully manage your business processes from a holistic end-to-end perspective. It begins by defining Business Process and Business Process Management (BPM). The term business, as used here, refers to individuals, interacting together, to perform a set of activities to deliver value to customers and a return on investment to the stakeholders. The Critical Success Factors required to implement and sustain successful BPM are discussed. A set of topics representing the core competencies required to establish and maintain BPM is defined and shown within the context of a framework to support and enhance them.Enterprise Process Management [EPM] assures alignment of the portfolio of end-to-end business processes and process architecture with the organizations business strategy and resource allocation. It provides a governance model for the management and evaluation of initiatives. This chapter discusses EPM as an essential management practice for the leaders of those firms who wish to satisfy customers and improve performance. EPM also provides the means for a firm to better engage its people, shifts the organization culture towards more of a performance based model and facilitates growth. This chapter addresses some of the organizational changes which may be considered during the introduction and maturation of managing business processes. These changes may be far reaching, including changes in how work is performed, organizational structure, roles and responsibilities, performance measures, values and culture. Essentially everything about the organization, perhaps even how it defines itself, is subject to change. Each organization is different, and the nature, amount and pace of change itself can be dynamic. As organizations reach new levels of process maturity, new skills, management structures, and ways to align, motivate and reward employees may be introduced. This chapter will help build an under