Modules Executive Master Class in Business Process Management

[Description] [Modules] [Faculty] [Testimonials]

Sessions are scheduled during working hours. All sessions start at 9am and end between 5pm and 7.30pm.

	Participants will learn about...	Date & Location
Introduction	Introduction to the programme	Face-to-face interview or phone call to be scheduled before Module 1
Module 1	BPM Fundamentals	25-26-27 April 2012, Ghent Campus
Module 2	Strategy and Performance Management	23-24-25 May 2012, Ghent Campus
Module 3	Advanced Techniques for Process Improvement: Focus on Modelling	20-21-22 June 2012, Leuven Campus
Module 4	Advanced Techniques for Process Improvement: Quality Perspective	12-13-14 September 2012, Leuven Campus
Module 5	Setting up a Process Support Organisation	10-11-12 October 2012, Ghent Campus
Module 6	Information Systems Alignment	14-15-16 November 2012, Leuven Campus
Module 7	Delivering Service Excellence	11-12-13 December 2012, Ghent Campus
Module 8	People and Change Management	16-17-18 January 2013, Ghent Campus
Closing Seminar	State-of-the-art BPM	21-22 February 2013, Leuven Campus
In-Company Project

All modules are closely related to the participants’ business practice. Examples are the frequent presentations by practitioners, the close connection with Vlerick's BPM Network of practitioners, the business relevance of the professors and lecturers, and the in-company business project.

Introduction to the programme

Introduction to the Executive Master Class Programme
Setting the expectations
Vlerick Alumni briefing

Module 1: Business Process Management Fundamentals (3 days)

This module introduces the fundamentals of BPM. The participants are guided through the BPM life cycle (i.e. analysis, modelling, evaluation, (re)design, implementation, and learning). By working through a case exercise in a hands-on way, participants have the opportunity to feel what the BPM fundamentals are all about.

Define and model a business process
A holistic approach to BPM
Exploring the BPM Life Cycle:

Analysis and AS-IS modelling
Root cause analysis
Improvement and TO-BE redesign
Implementation

Module 2: Strategy and Performance Management (3 days)

This module examines the linkages between strategy, performance management and continuous improvement. The module first looks at strategy from a process perspective and takes the participants into the realm of balanced scorecards, key performance indicators, strategy mapping, and (time-driven) activity-based costing. The foundation is laid for performance management at the enterprise level.

Strategy formulation and mapping
Strategy implementation: balanced scorecarding
Performance indicators
Management controlling: (time-driven) activity-based costing

Modules 3 & 4: Advanced Techniques for Process Improvement (2 x 3 days)

These two modules zoom in on the use of state-of-the-art techniques for process analysis and process modelling. First, participants study techniques that originated in the fields of business process reengineering (BPR) and process optimisation and simulation. Then, the linkages between BPM and techniques arising from quality management (TQM) are examined in depth. The techniques are brought to life via case exercises.

Advanced techniques for process modelling
BPR: process redesign – UML, BPMN
TQM: Quality - Lean thinking, Six Sigma and Value Stream Mapping

Module 5: Setting Up a Process Support Organisation (3 days)

This module deals with setting up a process support organisation, often also referred to as a Business Process Office (BPO). How do you set up such a centre of excellence? Which activities, roles and responsibilities does it cover? How do you make it fit your enterprise and keep it alive over time? Lessons learned and best practices are picked up from real-life case studies.

Focus on process-centric organisations
Growing the business process organisation
Roles, responsibilities and maturity
Centre for excellence in BPM: build and maintain the roadmap

Module 6: Information Systems Alignment (3 days)

This module speaks to the need for alignment between business and IT in support of BPM. How do you get the demand-side and the supply-side ready and aligned for process orientation? It is here that enterprise architecture and service-oriented architecture (SOA) meet business cases for IT investments. The potential of systems and suites for business process management is shown.

Business-IT alignment
IT strategy and the operating model
IT governance
Enterprise system investments

Module 7: Delivering Service Excellence (3 days)

This module zooms in on service environments and puts the customer in the spotlight for the BPM exercise. Customer centricity is the name of the game. Building, growing and maintaining strong customer relationships through innovative and high-quality service processes are at the heart of the course content. The material covered in this module helps participants move towards more customer-focused answers to business process challenges.

Services management
Aligning the operational capabilities with the value proposition
Services marketing: customer focus
Service quality and customer satisfaction

Module 8: People and Change Management (3 days)

Respectfully influencing and managing change is the central theme of this module. In combination with change on an individual and team level, organisational readiness is a key theme. The style of this module is a combination of theory and illustrative stories and practical interaction via group exercises, based on real-life BPM change situations and issues.

Leading effective teams
Change management foundations
Planning for change
Resistance management

Closing Seminar: State-of-the-art BPM (2 days)

This two-day seminar turns the management of business processes into a closing theme, providing a natural moment of synthesis for both participants and lecturers at the end of the Executive Master Class. A keynote sets the stage for discussion and analysis of state-of-the-art developments in the BPM domain. The participants are also invited to take the stage and share their own organisation’s latest BPM efforts with their classmates.

Assignments

Throughout the programme, case exercises complement the lectures. Two case assignments, in particular, are to be solved in groups of 4 to 5 participants. These group assignments are important opportunities to integrate the lessons learned. Together with the in-company project, the assignments are an integral part of the course evaluation.

In-Company Project

After successfully completing the core modules, participants execute an in-company project, which allows them to translate their knowledge into business practice. Throughout this in-company project, participants apply the knowledge and experience acquired during the programme in their own company. This project is carried out under the supervision of a faculty adviser and an internal company adviser. The scope of the project is defined in consultation with the company and the Vlerick promoter. The outcome of the project is a practical and relevant management report.

Part-time, modular

The Executive Master Class in Business Process Management is a set of modules that make it easy to combine this programme with other Vlerick programmes in the BPM domain. The modularity fosters life-long learning, which is particularly relevant in areas such as BPM that are directly affected by continuous and accelerating technological change.

If you have already taken the 'BPM Workshop' and/or the 'Excellence in Business Process Improvement programme', please contact Luc Lutin (+32 16 24 8857) to discover how you can complete your education to become a certified Business Process Management professional.