Certified Business Process Professional (CBPP

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• Certified Business Process Professional (CBPP)
• Exam Overview

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What is the CBPP ?

• BPM Certification means that an individual has
• Achieved appropriate professional experience
  and/or education
• Passed a rigorous examination (140 questions)
• Agreed to abide by a professional code of
  conduct
• Committed to maintaining anactive credential
  through meeting continuing professional
  development requirements.

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Experience Qualification

• 4 Years
• Process management, Process Improvement, or
  Process Transformation experience
• Documented experience and qualifications
• Disclaimer Preparing for the CBPP exam is
  geared toward the experienced practitioner in the
  knowledge areas contained in the BPM CBOK

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How to Prepare

• CBOK
• Through ABPMPs eStore at https//www.createspace.
  com/3376044
• Download a PDF copy through ABPMPs member
  section at http//www.abpmp.org/displaycommon.cfm?
  an1subarticlenbr139
• Study Guide (available at participating Chapters)

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Why the BPM CBOK?

• The BPM CBOK is the WHAT of BPM
• One must first know the WHAT before one can
  completely understand the HOW of putting it all
  together into a comprehensive, sustainable whole.
  
• Until now, there has been no comprehensive
  resource espousing the skills and competencies
  until the BPM CBOK

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BPM CBOK Knowledge Areas
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1.0 Business Process Management(7 Questions)

• 1.1 Business Process Principles
• Articulate the definition of Business Process
  Management, why organizations implement BPM, how
  they apply the philosophy and the goal for BPM
  projects
• Describe the drivers and the impact on the
  organization
• 1.2 BPM Lifecycle
• Describe the phases of BPM implementation, the
  methodology and the projects that would impact
  the goals of the organization
• Understand the BPM lifecycle and the various
  activities at each phase
• 1. 3 BPM Professionals
• Understand the principles of change with the
  shift from an organizational and hierarchical
  focus changing to a process based focus
• Describe the roles required for moving to a
  process centric organization

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2.0 Process Analysis (15 Questions)

• 2.1 Process Analysis
• Define the term process analysis
• Recognize how processes cross various functional
  areas and the challenges that result for process
  improvement efforts.
• Describe the various methods to collect
  information
• 2.2 Process Analysis - Techniques
• Define and describe model types and components
• Recognize how processes cross various functional
  areas and the challenges that result for process
  improvement efforts.
• Describe the benefits of capturing process
  documentation
• 2.3 Process Analysis - Approaches
• Define the role of the process analyst for
  capturing process documentation
• Understand the use of varied levels of detail
  used to capture process activities and procedures
• Describe the various methods to collect
  information

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Chapter 2 Key Concepts

• Business Process Management (BPM) is a
  disciplined approach to identify, design,
  execute, document, measure, monitor, and control
  both automated and non-automated business
  processes to achieve consistent, targeted results
  consistent with an organizations strategic
  goals.
• BPM involves the deliberate, collaborative and
  increasingly technology-aided definition,
  improvement, innovation, and management of
  end-to-end business processes that drive business
  results, create value, and enable an organization
  to meet its business objectives with more
  agility.
• It enables an enterprise to align its business
  processes to its business strategy leading to
  effective overall company performance through
  improvements of specific work activities either
  within a specific department, across the
  enterprise, or between organizations.
• A process is a defined set of activities or
  behaviors performed by humans or machines to
  achieve one or more goals.
• There are three types of business processes
  primary, support and management.
• Primary processes are cross-functional in nature
  and make up the value chain.
• Support processes such as human resources and IT
  enable other processes.
• Management processes are used to measure, monitor
  and control business activities. Management
  processes ensure that primary and supporting
  processes meet operational, financial,
  regulatory, and legal goals.

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Key Concepts

• 6 BPM Critical Success Factors include the
  following
• alignment of business strategy, value-chain
  definitions, and business processes
• establishment of enterprise and business unit
  goals to meet business strategy
• development of action plans and business tactics
  to successfully meet the organizations goals
• assignment of executive sponsorship,
  responsibility, authority and accountability for
  processes leading to attainment of goals
• assignment of clear process ownership along with
  authority to engineer change
• establish metrics, measure, and monitor process
• institutionalize practices such as continuous
  improvement investigations, change management,
  change controls, and proper leverage of BPM
  products and tools that lead to improvements and
  change
• standardize and automate business processes and
  related methodologies across the enterprise

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Key Concepts

• 7 BPM is a professional discipline made up of
  eight sub-disciplines Modeling, Analysis,
  Design, Performance Measurement, Transformation,
  Organization, Enterprise Process Management and
  Technology.
• 8 The four cornerstones of BPM are Values,
  Beliefs, Leadership, and Culture.
• 9 The BPM lifecycle includes Planning and
  Strategy followed by Analysis, Design and
  Modeling, Implementation, Monitoring, and
  Controlling thereby leading to Refinement.
• 10 Key factors impacting the BPM lifecycle are
  organization, process definition, responsibility,
  sponsorship, measurement, awareness, alignment,
  information technology, and BPM methodology.
• 11 A key element of BPM is the identification and
  definition of computing financial and operational
  controls. Achieving successful adherence to
  these controls requires the design, testing,
  implementation, and monitoring of control
  activities.

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3.0 Process Modeling (16 Questions)

• 3.1 Process Modeling Notations
• Understand the origin and the types of business
  process modeling
• Distinguish between the Value Stream, Activity
  Based Costing methods and other approaches used
  to model business process information
• Identify the types of process models
• Describe the common standards of process modeling
• Identify the key components of an effective
  symbols charts and functions
• 3.2 The Uses of Process Models
• Business Process models are used to identify
  process activities address the various ways
  process models can facilitate process change
• Incorporate the role and the added value of
  modeling
• Understand how data collected from process
  analysis is used to propose changes to the
  process incorporate other tools for process
  simulation and optimization

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Chapter 3 Summary Key Concepts

1. Process models are simplified representations of
   some business activity.
2. A process model serves as a means to communicate
   several different aspects of a business process.
   
3. Process models are used to document, analyze or
   design a business model
4. Process models are useful as documentation, a
   means for communication and alignment, design and
   requirements, or a means to analyze aspects of
   the process, training, and explanation.
5. Different levels or perspectives of business
   processes are expressed by models showing
   different scopes and levels of detail for
   different audiences and purposes
6. There are many different styles of process
   modeling notation and ways to develop process
   models.

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4.0 Process Design Transformation (18 Questions)

• 4.1 Process Design
• Understand the impact of the logical and physical
  aspects on the process design
• Identify the reasons for process design and
  opportunities for transformation
• Describe how the gaps in the current state are
  leveraged for business process information
• Describe common process analysis elements
  required for effective process design
  considerations
• Identify the elements considered to design an
  effective process flow
• 4.2 Critical Success Factors for Process
  Transformation
• Identify the critical success factors required to
  identify process activities and facilitate
  process change
• Describe the role process owners, executive
  sponsors and analysts provide for successful
  process transformation
• Understand how process methodologies and
  frameworks help guide the process analysis
  required for process transformation
• Understand how data collected from process
  analysis is used to propose changes to the
  process incorporate other tools for process
  simulation and optimization

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5.0 Process Performance Management (14 Questions)

• 5.1 Effective Process Measures
• Understand the role and objectives of
  measurements and metrics in the Process
  Performance Management
• Describe fundamental metrics dimensions and
  characteristics of effective metrics
• Describe the concept of "value added" versus
  "non-value added" measurement approaches
• 5.2 Importance and benefits of process
  performance management
• Understand the benefits of cross-functional
  process improvement efforts versus isolated
  functional area improvements
• Understand the reasons for continuous process
  monitoring and control
• Describe the role of business intelligence in
  decision support for process owners and managers

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6.0 Process Improvement Methodologies

• 6.1 Alignment of business process and enterprise
  performance
• Understand the various methodologies used to
  assess process performance and to support
  continuous improvement
• Understand the difference between the key
  approaches to process improvement methods
  explain the key differences in the tools used by
  each
• Understand the difference between functional and
  cross-functional (enterprise level) metrics
• 6.2 Modeling and simulation
• Describe the difference between Process Measuring
  and Modeling and Simulation
• Understand the process of Modeling and Simulation
  and describe its objectives and benefits
• 6.3 Decision support for process owners and
  managers
• Familiarize with common decision support
  frameworks and their benefits
• Describe the reasons for planning for monitoring
  and controlling of business processes

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7.0 Process Organization Change Management

• 7.1 Process Orientation
• Distinguish between the horizontal focus of the
  organization versus the traditional vertical
  focus
• Understand the definition of a process centric
  enterprise and the impact it can have on
  managements accountability for performance
• 7.2 Characteristics of the process culture
• Understand what the characteristics of an
  enterprise process culture are and how they
  support the process centric strategies

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7.0 Process Organization Change Management

• Process Management and Governance Roles
• Define the role of the process owner
• Describe how the process owners responsibilities
  differ from those of the functional manager.
• Describe and distinguish the different roles of
  the process owner, the project manager, the
  process analyst and the process governance team
  to accomplish their main responsibility
• Organizational Change Management
• Understand how process integration will impact to
  the traditional organizational structure and
  management roles
• Define the change management issues encountered
  in implementing process changes and role
  definition.

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8.0 Enterprise Process Management (EPM)

• Enterprise Process Governance
• Understand concepts of the Enterprise Process
  Management as a way of expressing strategy in
  terms of cross-functional activity
• Identify main factors that impact
  cross-functional enterprise decision making
• Describe reasons and objectives of Enterprise
  Process Governance
• Describe benefits of EPM and importance of
  business knowledge, roles and responsibilities,
  goals and priorities
• Describe aspects of the Customer Centric
  Measurement Framework
• Describe activities of process assessment
• Process Frameworks
• Uses and benefits of different frameworks to
  achieve the benefits of establishing of common
  definitions and standardized processes
• Describe major elements of an Enterprise
  Framework Model

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9.0 Business Process ManagementSystems (BPMS)

• 8.1 BPM System Architecture
• Understand what the ......
• 8.2 BPM System Components
• Distinguish between the ......
• enterprise and the impact it can have on
  performance
• 8.3 Business Process Rules
• Understand what the ......