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所在平台: Udemy |
课程主页: https://www.udemy.com/course/bcs-practitioner-in-modelling-business-processes-test-exam/
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课程名称：BCS业务流程建模从业者证书测试考试 课程概述： 本课程旨在为BCS业务流程建模从业者证书考试的考生做好充分准备。课程专注于培养理解、建模和改进业务流程的能力，以确保这些技能与组织目标和有效的流程管理相一致。 课程内容： 1. **业务流程建模的背景（15%）**： - 目的和好处：理解业务流程建模对客户、业务人员和组织的益处。 - 业务流程层级：识别企业级、事件响应级和参与者任务级三个层面的业务流程层级。 - 流程视图与功能视图：解释流程视图与功能视图的重要性。 2. **企业级建模（15%）**： - 组织模型：理解如何使用工具如波特价值链、价值主张等构建企业级业务流程模型。 - 价值主张：阐述如何支持价值主张的流程，包括产品/服务属性、客户关系等方面。 3. **事件响应级建模（30%）**： - 业务流程模型构建：理解业务流程模型的构建要素，如事件、参与者、任务等。 - 标准符号：说明使用标准符号集（如UML、BPMN）建模业务流程的重要性。 - 业务流程术语：区分建模相关术语，明确它们之间的关系。 - 任务表示：展示任务通常涉及单一参与者在单一地点的情况（OPOPOT）。 - 业务事件类型：识别不同类型的业务事件（外部、内部、基于时间）。 - 流程性能测量：解释流程性能测量的目的及内部性能测量与客户期望的区别。 4. **参与者任务级建模（15%）**： - 任务描述：构建任务描述，包括任务名称、执行者、触发事件等信息。 - 标准建模方法：使用UML活动图、结构化英语等方法记录任务步骤和业务规则。 5. **改进业务流程（20%）**： - 改进方法：应用简化、重构等方法改进业务流程。 - 挑战假设：理解改善或自动化业务流程时需要挑战业务规则与假设。 - 性能问题识别：识别可能导致不满意性能的流程环节。 - 场景分析：解释通过业务场景分析测试流程的重要性。 - 差距分析：为“待实现”业务流程模型准备差距分析，识别IT解决方案的功能需求。 6. **管理与实施变更（5%）**： - 引入新流程：利用POPIT™模型描述引入新流程设计的注意事项。 - 实施策略：讨论各种业务变更的实施策略。 考试格式： - 类型：包含40个多选题。 - 时长：60分钟。 - 及格分数：40题中至少26题（65%）正确。 推荐阅读： - 《业务分析（第4版）》作者：Debra Paul和James Cadle。 - 《业务分析技巧：成功所需的123个工具》作者：James Cadle等。
Purpose:The BCS Practitioner Certificate in Modelling Business Processes course is meticulously designed to prepare candidates for the BCS Practitioner Certificate in Modelling Business Processes exam. This course focuses on developing skills required to understand, model, and improve business processes, ensuring that these skills align with organizational goals and effective process management.Syllabus Content:The Context for Business Processing Modelling (15%):Purpose and Benefits: Demonstrating an understanding of the purpose and benefits of business process modelling for customers, business staff, and the organization.Business Process Hierarchy: Identifying the three levels of the business process hierarchy: enterprise level, event-response level, and actor-task level.Process View vs. Functional View: Explaining the importance of the process view compared to the functional view of an organization.Modelling at the Enterprise Level (15%):Organizational Models: Interpreting the construction of an organizational model of business process using tools like Porter's value chain, value proposition, SIPOC, and Harmon's Organizational Model.Value Proposition: Explaining how the processes on the organizational model support the delivery of the value proposition, including product/service attributes, customer relationship aspects, and image and reputation aspects.Modelling at the Event-Response Level (30%):Business Process Model Construction: Interpreting the construction of a business process model, including elements like event, actor, task, swimlane, decision point, fork and join, outcome, process flow, and timeline.Standard Notation: Explaining the importance of using a standard notation set (UML, BPMN) for modelling business processes.Business Process Terms: Applying knowledge to distinguish between modelling business process terms and describing how they relate to each other (process, task, step).Task Representation: Demonstrating that a task typically involves one person (actor) at one place at one time (OPOPOT).Types of Business Events: Identifying different types of business events (external, internal, time-based).Process Performance Measures: Explaining the purpose of process performance measures and the difference between internal performance measures and customers' expectations of performance.Modelling at the Actor-Task Level (15%):Task Description: Constructing a task description, including the name of the task, the actor carrying out the task, the trigger or business event that initiates the task, inputs, outputs, costs, measures, standards, detailed steps, and business rules.Standard Modelling Methods: Demonstrating the ability to document the steps and business rules within a task using methods such as UML activity diagram notation, Structured English, and use case descriptions.Improving Business Processes (20%):Improvement Approaches: Applying approaches to improving business processes, including simplification, redesign, bottleneck removal, change task sequence, redefine boundary, automate processing, and Robotic Process Automation (RPA).Challenging Assumptions: Showing understanding of the need to challenge business rules and assumptions when improving or automating business processes.Identifying Performance Issues: Identifying areas of a business process that may contribute to unsatisfactory performance.Scenario Analysis: Explaining the need to test processes through the use of business scenario analysis.Gap Analysis: Preparing a gap analysis on a ‘to be' business process model to identify functional requirements that could be supported by an IT solution.Managing and Implementing Change (5%):Introducing New Processes: Describing considerations for introducing a new process design using the POPIT™ model.Implementation Strategies: Discussing the use of various implementation strategies for business change, including direct changeover, parallel running, pilot running, and phased implementation.Examination Format:Type: 40 multiple choice and multiple response questions.Duration: 60 minutes.Pass Mark: 26 out of 40 (65%).Recommended Reading:Business Analysis (4th Edition) by Debra Paul and James Cadle.Business Analysis Techniques: 123 Essential Tools for Success by James Cadle, Debra Paul, Jonathan Hunsley, Adrian Reed, David Beckham, and Paul Turner.
