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- Events | BPMInstitute. org
Our commitment to delivering a complete curriculum, professional certificates, and certifications in the realm of process improvement is unmatched Choose the learning format that suits you best: on-demand, live online, or in-person sessions held year-round
- Training | BPMInstitute. org
At BPMInstitute org, we offer comprehensive training programs in business process management (BPM), business architecture, artificial intelligence and digital transformation designed to help you unlock your potential and stay ahead of the competition
- Get Started | BPMInstitute. org
Comprehensive course materials: Our courses are designed to cover all the key topics in BPM, from process modeling to process improvement, process automation, and process governance
- Business Performance Management Meets Business Process Management . . .
She leads interactive workshops, presents at conferences, writes extensively and is often quoted in business and IT journals on BPM Interest in business process management (BPM) continues to accelerate Users increasingly offer the right responses to questions about their interest in BPM technology
- Process Ownership - BPMInstitute. org
This course builds a comprehensive understanding of how to establish process governance with a focus on the emerging roles of process owner, process council, and the process office
- Advanced Facilitation Skills – Face-to-Face | BPMInstitute. org
Face-to-face and virtual facilitation skills are needed for developing a business architecture, creating a process model, leading an improvement team, or running a meeting Learn models and practice in all these areas
- The BPM Lifecycle: Exploring Models for Strategy to Execution and . . .
At its core, this lifecycle establishes the system of oversight that enables process improvement to happen within a strategic frame In other words: strategy leads; improvement follows
- The Importance of a Business Process Organization (BPO)
Attendees at the 2004 Business Process Management conferences held in Chicago and San Francisco indicated their company’s desire to transform themselves into process-centric organizations and considered this transformation to be critical to the company’s future success
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