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Business Process Modeling

Available Modalities:

  • e-Training
  • Public Classroom
  • On Site
  • Virtual Classroom
Delivery Method PDU Total Technical PMP/PgMp Leadership Strategy PMI RMP PMI SP PMI ACP PfMP PMI PBA
Instructor-led training 21 21 0 0 0 0 0 0 21
Virtual instructor-led training 15 15 0 0 0 0 0 0 15
e-Training 15 15 0 0 0 0 0 0 15
Delivery Method Instructor-led training Virtual instructor-led training e-Training
PDU Total 21 15 15
Technical PMP/PgMp 21 15 15
Leadership 0 0 0
Strategy 0 0 0
PMI RMP 0 0 0
PMI SP 0 0 0
PMI ACP 0 0 0
PfMP 0 0 0
PMI PBA 21 15 15
  • CEUs: 1.5
  • CPEs: 25
  • Field of Study: Business Management and Operations

The importance of the business analyst's role in defining requirements during the planning phases of a project continues to gain recognition across all industries. The business analyst, working in conjunction with the project manager, facilitates the solution of business challenges. However, when gathering requirements for a new or existing project, business analysts must be mindful that any project may require the development and redesign of accompanying processes. In fact, the business analyst must act as a change agent to help ensure that the newly implemented processes not only enhance the success of a project, but also increase the project's chance of meeting the organization's business goals.

This highly interactive course provides participants the opportunity to perform the four phases of a process improvement project-define, analyze, implement and control-which have been derived from the leading process improvement models in the industry. The key deliverables and outputs for the business analyst are emphasized during each phase, as well as the importance of tying all outputs back to the business strategy.

You'll practice identifying and prioritizing the processes that require improvement, as well as creating the documents needed to communicate these changes to the rest of the organization. You'll focus on the competencies necessary to perform workflow modeling to ensure you have the core tools required to document the processes. You will also practice creating "As-Is" and "To-Be" process maps and conducting a gap and stakeholder analysis. Finally, you'll develop the competencies required to create new process benchmarks and measurements for new processes. You'll leave this course with the preparation necessary to perform your business analysis responsibilities within the process improvement process and to employ the required skills in accordance with sensitive cost, organizational and stakeholder requirements.

Reminder: Prior to taking this course, you should have acquired the background as taught in Eliciting and Managing Requirements.

This course is aligned with version 3.0 of A Guide to the Business Analysis Body of Knowledge® (BABOK® Guide)™.

  • Describe the Process Modeling Management (PMM) framework 
  • Define key PMM terms and concepts 
  • Conduct major activities performed during each phase of PMM, including workflow modeling 
  • Perform the business analyst's role and responsibilities in PMM 
  • Apply PMM methodologies and techniques specific to the business analyst's role and responsibilities
  • Overview of Business Process Modeling

    Overview of Business Process Modeling

    Terms and Concepts


    What Is a Process

    Process Models

    Why Are We Modeling

    Process Improvement

    What Is Process Improvement?

    Key Benefits and Drivers of Process Improvement

    Four Phases of Process Improvement

  • Define


    Identify Processes to Be

    Improved Identify

    Processes for Improvement Identify

    Critical to Quality (CTQ)


    Context of Process Improvement

    Chance of Success


    Stakeholder Expectations

    Sample Process Selection

    Matrix Based on Stakeholder Expectations

  • Analyze (Modeling)

    Analyze (Modeling)

    Process Models and Modeling

    What Is a Function?

    Process vs. Function

    Components of a Process Diagram

    A Process Diagram

    Activities: General Guidelines

    Activities: Naming Conventions

    Flows: General Guidelines


    Events: General Guidelines

    Decisions and Alternative Paths

    Merge Nodes

    Decisions: Some Considerations

    Parallel Paths

    Forks: Some Considerations

    Actors and Swim Lanes


    Observing the Process Firsthand

    AS-IS Process Diagram

    Developing the AS-IS Process Diagram

    Schedule and Conduct Workflow Modeling Sessions

    Build the High-Level Diagram

    High-Level Diagram Example

    Detailed Diagram Example

    Root Cause Analysis

    Root Cause Analysis Techniques

    Five Whys

    Cause-and-Effect Diagram

  • Conducting the Implement Phase

    Analyze (Metrics)

    Measuring Process Performance

    Measuring Performance of the AS-IS Process

    Measuring Performance: Metrics

    Possible Metrics to Use

    Direct Metrics: Cost

    Direct Metrics: Number of Executions

    Direct Metrics: Time to Execute

    Calculated Metrics: Key Resources

    Calculated Metrics: Efficiency

    Using the Right Metrics

    Using Metrics: Building a Matrix

    Using Metrics: Calculating Ratios

    Using Metrics: Identifying Processes That Need Further


    Using Metrics: Identifying Processes That Need Further

    Process Benchmarking

    Steps for Benchmarking

    Identifying Benchmark Partners

    Examining the Benchmark Process

  • Implement

    Formulate Measurements for the New Process

    Measuring Performance of the New Process

    Design the TO-BE Process

    The TO-BE Process

    Six Process Improvement Enablers

    Managing Process Change

    Example of Process Improvement

    Process Improvement Example Decide on Approach

    Perform Gap AnalysisGap Analysis Process

    Communicate Implementation Findings

    Prepare to Transition to New Process

    Roll Process Into Production

    Document and Implement the New Process

    Communicate Implementation Findings to Stakeholders

  • Control

    Monitor the New Process

    Constantly Monitor the New Process

    Continuously Improve the Process

  • Business Process Modeling Workshop


    Defining the Process Scope

    Identifying the Business Process

    Producing the AS-IS Process Diagram

    Identifying Appropriate Metrics

    Using a Fishbone Diagram

    Identifying Areas for Improvement

    Identifying Impacts of Change

    Producing a TO-BE Diagram

    Creating a Gap Analysis

    Creating a Cost-Benefit Analysis

    Determining Process Monitoring

    Preparing and Presenting Recommendations