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Provided by: Vlerick Leuven Gent Management School Executive Master Class in Business Process ManagementBusiness and Management Skills |
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Certificate Program
Provided by Vlerick Leuven Gent Management School
The Executive Master Class in Business Process Management (BPM) is an executive education programme that aims to educate business and IT professionals, consultants and managers to face process management challenges with confidence!
This intensive 12-month programme provides a unique learning experience where formal knowledge transfer of technical concepts is deeply rooted in business practice. A perfect balance between the hands-on techniques and enterprise management skills allows participants to develop an in-depth knowledge of the BPM domain. The programme prepares you to become a certified business process management expert.
The Executive Master Class in BPM offers you:
- state-of-the-art theories, techniques and best practices in the field of BPM
- mastery of the BPM domain, in line with the BPM body of knowledge
- knowledge and experience exchange with peers in BPM
- inspiration rooted in the latest research and trends
Related Awards, Degrees or Certifications: Certified Business Process Manager (Executive Master Class certificate and Vlerick Alumni access)
Related Jobs or Careers: Process owners, Business Process managers, ICT Managers, Consultants, Executives, CIO, CFO, Interim managers, Finance directors,
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Executive Master Class in Business Process Management Seminar Schedule
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Executive Master Class in Business Process Management
All modules are closely related to the business practice of the participants. Examples are the frequent presentations by practitioners, the close connection with Vlerick's BPM Network of practitioners, the business relevance of the professors and lecturers, and the in-company business project.
Opening Seminar: Introduction to BPM (1 day)
During the opening seminar, participants will be brought up to speed to tackle the rest of the programme with confidence. A common vocabulary will be introduced, and attention will be devoted to developing a constructive group atmosphere.
Module 1: Business Process Management Fundamentals (3 days)
This module introduces the fundamentals of BPM. The participants will be guided through the BPM life cycle (i. e. analysis, modelling, evaluation, (re)design, implementation, and learning). By working through a case exercise in a hands-on way, participants have the opportunity to feel what the BPM fundamentals are all about.
Module 2: Strategy and Performance Management (3 days)
This module examines the linkages between strategy, performance management and continuous improvement. The module will first looks at strategy from a process perspective and takes the participants into the realm of balanced scorecarding, key performance indicators, strategy mapping, and (time-driven) activity based costing. The foundation is laid for performance management at the enterprise level.
Modules 3 & 4: Advanced Techniques for Process Improvement (2 x 3 days)
These two modules zoom in on the use of state-of-the-art techniques for process analysis and process modelling. First, the linkages between BPM and techniques rising from quality management (TQM) are examined in depth. The participants will then study techniques that originated in the fields of business process reengineering (BPR) and process optimisation and simulation. With case exercises the techniques will be brought into the classroom.
Module 5: Setting Up a Process Support Organisation (3 days)
This module deals with setting up a process support organisation, often also referred to as a Business Process Office (BPO). How do you set up such a centre of excellence? Which activities, roles and responsibilities does it cover? How do you make it fit your enterprise and keep it alive over time? Lessons learned and best practices are picked up from real-life case studies.
Module 6: Information Systems Alignment (3 days)
This module speaks to the need for alignment between business and IT in support of BPM. How do you get the demand-side and the supply-side ready and aligned for process orientation? It is here that enterprise architecture and service oriented architecting (SOA) meet business cases for IT investments. The potential of systems and suites for business process management is shown.
Module 7: Business Intelligence (3 days)
This module explicitly links BPM and Business Intelligence (BI) investments (e. g. data warehousing, reporting and analytical processing). How intelligent can processes truly become? The module will review the role and value of performance information in your organisation. Participants will get a deep understanding of the organisational impact of "going intelligent" and get a helicopter view on the tools and techniques associated with BI. It will position BPM and BI as natural allies under the umbrella of corporate performance management (CPM).
Module 8: Enterprise Programme Management (3 days)
This module elaborates on the concept and practice of enterprise programme management (EPM) that is supportive of BPM. The notion of EPM encompasses an enterprise perspective on projects, programmes and portfolios of business change. The module generalises from real-life, practical experiences to help participants establish or grow their EPM capabilities.
Module 9: Delivering Service Excellence (3 days)
This module zooms in on service environments and puts the customer in the spotlight for the BPM exercise. Customer centricity is the name of the game. Building, growing and maintaining strong customer relationships through innovative and high quality service processes are at the heart of the course content. The material covered in this module will help the participants move in the direction of more customer-focused answers to business process challenges.
Closing Seminar: Change Management & Testimonials (2 days)
This two-day seminar makes the management of change in the context of BPM into a closing theme. Also, participants are invited to take the stage and share the latest BPM efforts in their own organisation with their classmates. The closing seminar is a natural moment of synthesis for both participants and lecturers at the end of the master class.
In-Company Project
After successfully completing the core modules, participants execute an in-company project, which allows them to translate their knowledge into business practice. Throughout this in-company project, participants leverage the knowledge and experience acquired during the programme in their own company. This project is carried out under the supervision of a faculty adviser and an internal company adviser. The scope of the project is defined in consultation with the company and the Vlerick promoter. The outcome of the project is a practical and relevant management report.
Opening Seminar: Introduction to BPM (1 day)
During the opening seminar, participants will be brought up to speed to tackle the rest of the programme with confidence. A common vocabulary will be introduced, and attention will be devoted to developing a constructive group atmosphere.
Module 1: Business Process Management Fundamentals (3 days)
This module introduces the fundamentals of BPM. The participants will be guided through the BPM life cycle (i. e. analysis, modelling, evaluation, (re)design, implementation, and learning). By working through a case exercise in a hands-on way, participants have the opportunity to feel what the BPM fundamentals are all about.
Module 2: Strategy and Performance Management (3 days)
This module examines the linkages between strategy, performance management and continuous improvement. The module will first looks at strategy from a process perspective and takes the participants into the realm of balanced scorecarding, key performance indicators, strategy mapping, and (time-driven) activity based costing. The foundation is laid for performance management at the enterprise level.
Modules 3 & 4: Advanced Techniques for Process Improvement (2 x 3 days)
These two modules zoom in on the use of state-of-the-art techniques for process analysis and process modelling. First, the linkages between BPM and techniques rising from quality management (TQM) are examined in depth. The participants will then study techniques that originated in the fields of business process reengineering (BPR) and process optimisation and simulation. With case exercises the techniques will be brought into the classroom.
Module 5: Setting Up a Process Support Organisation (3 days)
This module deals with setting up a process support organisation, often also referred to as a Business Process Office (BPO). How do you set up such a centre of excellence? Which activities, roles and responsibilities does it cover? How do you make it fit your enterprise and keep it alive over time? Lessons learned and best practices are picked up from real-life case studies.
Module 6: Information Systems Alignment (3 days)
This module speaks to the need for alignment between business and IT in support of BPM. How do you get the demand-side and the supply-side ready and aligned for process orientation? It is here that enterprise architecture and service oriented architecting (SOA) meet business cases for IT investments. The potential of systems and suites for business process management is shown.
Module 7: Business Intelligence (3 days)
This module explicitly links BPM and Business Intelligence (BI) investments (e. g. data warehousing, reporting and analytical processing). How intelligent can processes truly become? The module will review the role and value of performance information in your organisation. Participants will get a deep understanding of the organisational impact of "going intelligent" and get a helicopter view on the tools and techniques associated with BI. It will position BPM and BI as natural allies under the umbrella of corporate performance management (CPM).
Module 8: Enterprise Programme Management (3 days)
This module elaborates on the concept and practice of enterprise programme management (EPM) that is supportive of BPM. The notion of EPM encompasses an enterprise perspective on projects, programmes and portfolios of business change. The module generalises from real-life, practical experiences to help participants establish or grow their EPM capabilities.
Module 9: Delivering Service Excellence (3 days)
This module zooms in on service environments and puts the customer in the spotlight for the BPM exercise. Customer centricity is the name of the game. Building, growing and maintaining strong customer relationships through innovative and high quality service processes are at the heart of the course content. The material covered in this module will help the participants move in the direction of more customer-focused answers to business process challenges.
Closing Seminar: Change Management & Testimonials (2 days)
This two-day seminar makes the management of change in the context of BPM into a closing theme. Also, participants are invited to take the stage and share the latest BPM efforts in their own organisation with their classmates. The closing seminar is a natural moment of synthesis for both participants and lecturers at the end of the master class.
In-Company Project
After successfully completing the core modules, participants execute an in-company project, which allows them to translate their knowledge into business practice. Throughout this in-company project, participants leverage the knowledge and experience acquired during the programme in their own company. This project is carried out under the supervision of a faculty adviser and an internal company adviser. The scope of the project is defined in consultation with the company and the Vlerick promoter. The outcome of the project is a practical and relevant management report.
About The Training Provider: Vlerick Leuven Gent Management School
Vlerick Leuven Gent Management School - Vlerick Leuven Gent Management School focuses on management education and research to meet the needs of managers and entrepreneurs at different stages in their careers. The School offers an International MBA programme and numerous training programmes for company executives. Close connections with the international corporate world lead to practice-based research in cooperation with numerous...
