Business Process Modelling

The requirements engineering certification is a key requirement for the following jobs:

• Business Analysts
• Requirements Engineers
• Project Managers
• Business Change Managers
• People who want to learn business process modelling

• The Context for Business Processing Modelling
• The Organisational Context for Business Processes
• Modelling the Business Processes
• Documenting Tasks
• Improving Business Processes

This course is likely to add to the employment-related skills of the participants. The skills developed are likely to be used in the course of being an employee or working in a business.

Following people can attend Requirements Engineering training

• Business Analysis Graduates
• Business Analysts
• Business Managers
• Business Change Managers
• Requirement Engineers
• People aspiring to become Business Analysts or Requirement Engineers

• Demonstrate an understanding of the purpose and benefits of business process modelling.
• Identify the three levels of the business process hierarchy; organisation, process and task level.
• Explain the importance of the process view versus the functional view of an organisation.
• Describe the use of the POPIT model in assessing the impact of a new process design.
• Discuss the use of pilot, phased, direct changeover and parallel running to implement business change.
• Understand the construction of an organisational level model of business process for a given business scenario.
• Understand how to construct an organisational model for a given scenario (Paul et al, Business Analysis, 3rd Edition).
• Apply knowledge to distinguish between the external and internal elements of an organisational model.
• Explain how the processes on the organisational model support the delivery of the value proposition.
• Understand the construction of a business process model for a given business scenario, using the following elements: Actors; Swim lanes; Tasks; Decision points with guard conditions; Start and end points; Process flows; Forks and joins.
• Explain why using a standard notation set is important.
• Apply knowledge to distinguish between the terms process, task and step; describe how they relate to each other.
• Demonstrate that a task typically involves one person (actor) at one place at one time (OPOPOT), and that it is represented as a single ‘box’ on a process model.
• Based on a given business scenario, identify external, internal and time-based business events.
• Explain the difference between internal performance measures and customer expectations of performance.
• Understand how to construct a task description for a given business scenario.
• Demonstrate an ability to document the steps and business rules within a task, using UML activity diagram notation, or structured English.
• Apply the following approaches to improving business processes: task automation; removal of gaps and disconnects; process re-engineering.
• Show understanding of the need to challenge business rules and assumptions when improving business processes.
• Identify the areas of a business process that may contribute to unsatisfactory performance from a given scenario.
• Explain the use of business scenarios in identifying combinations of conditions that the improved business process will need to handle.
• Conduct a gap analysis on a given ‘to be’ business process model, in order to identify the functional requirements for the IT system support for that business process.