Project Description

Business Process Reengineering Fundamentals, MHC-1012

Course Benefits
  • Proven, hands-on, blended approach to learning (with many group discussions, exercises, and case studies) that includes classroom participation and the use of Mountain Home’s online resources.
  • Latest on BPM / BPR strategy and applications.
  • Up-to-date reference/course materials.
  • Apply a proven, structured approach to Lean Six Sigma.
  • Presenters with actual experience in the area of process reengineering and strategic planning

Today, throughout both the Commercial and Federal, State, and local government sectors, change is inevitable. Performance Improvement is the watchword. Budgets are being slashed at all levels. ERP systems are being installed. Business Process Management & Reengineering (BPM&R) has been used very successfully as a means to improve an organization’s performance. Reengineering is defined as the fundamental rethinking and radical redesign of business processes to bring about dramatic improvements in organizational performance. It’s an exciting philosophy that encompasses many, if not all, of the improvement concepts and techniques that have been used over the past 50 years, including such areas as methods improvements, TQM (incremental process improvement), Six Sigma/Lean Innovation, performance measurement, business process management (BPM), productivity improvement, as well as others.

BPR Fundamentals (with Strategic Planning) is a 5-day course that presents an overview of the Innovative Management FrameworkTM (based on the original U.S. DoD BPR methodology), along with the methodologies and concepts of current industry experts on Process Innovation and Reengineering. The course addresses each of the major phases in BPR and includes a discussion of the origins of BPR and why it is critical for the survival of today’s organizations. Also included are discussions on process management, the need for an organization to have a corporate identity (who are you as an organization); how to decide what to reengineer; why you cannot reengineer an organization; what are the pitfalls to reengineering; the relationship of culture to BPR; how to integrate with Six Sigma/Lean projects and Strategic Outsourcing reviews; why BPR must be the first step in successful Enterprise Resource Planning (ERP) implementation; the relationship of Knowledge Management to BPR; the role of Strategic Planning (SP) as a part of BPR. SP is the critical foundation for all reengineering efforts. The course discusses the essential elements in this initial phase to BPR, including mission analysis, environmental analysis, and performance analysis, identifying gaps in performance, and how to set up an enterprise-wide Performance Management System using the Balanced Scorecard. The course includes a case study in which students participate in developing a strategic plan. This case study is used for continued application within the remaining BPR training series courses.
This course is designed to provide the student an understanding of what Business Process Reengineering (BPR) is and how it can be effectively applied successfully in any organization. The course is designed for individuals currently or soon to be involved in a Continuous Process Improvement (CPI), Business Process Reengineering (BPR), Lean Six Sigma, Enterprise Resource Planning (ERP), Functionality Assessment (FA), OMB A-76 (Commercial Activities) project, or organizations going through significant budget cuts; or those who need to know how to implement such projects or the aftermath of budget reductions.
  • The latest information concerning BPR and BPM best practices, policy, strategies, and direction (including the Department of Defense’s Business Management Modernization Program (BMMP)).
  • An in-depth discussion of the Innovative Management FrameworkTM (IMF) methodology. The IMF was created from the Framework for Managing Process Improvement methodology, originally developed by DoD (which forms the foundation for the entire BPR Certification Program training series).
  • Concepts, policies, and procedures employed in the conduct of strategic and business planning as a necessary initial step in BPR.
  • For Federal government attendees, the latest information concerning the implementation of the Government Performance and Results Act (GPRA), as well as a discussion on the impact of the Clinger-Cohen Act (Information Technology Management Reform Act (ITMRA)).
  • An in-depth discussion of Enterprise Performance Management, including implementing the Balanced Scorecard.
  • Tools and techniques that are used in the definition, analysis, development, and implementation of organizational strategic and business plans.
  • Tools and techniques that will help the participant in starting and completing a BPR project.
  • The relationship of knowledge management in reengineering, the building of a synergistically-aligned Learning Enterprise.
  • The course will also examine how BPR interfaces with Six Sigma, Lean Innovation, Total Quality Management (TQM), various business transformation initiatives, Strategic Sourcing, and the U.S. OMB’s Circular A-76 (Commercial Activities).

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