CBAP® Exam Preparation Course

Lesson 13—Business Process Management Perspective

CBAP ®, CCBA ® and BABOK ® are registered certification marks owned by International Institute of Business Analysis.
 WHAT’S IN IT FOR ME

About Business Process Management

Change Scope

Business Analysis Scope

Frameworks, Methodologies, and Techniques

Underlying competencies

Impact on Knowledge Areas

Lesson 13: Business Process Management Perspective
Topic 13.1: Introduction

✓ Introduction to the Business Process

Management
Defect per Unitperspective
 INTRODUCTION

Focuses on how organization performs

work

Business Process Management

(BPM)  View of value delivery of the organization

Organization
Views the organization through a process-
centric lens

delivers value
BPM Implementing the improvement in the way work
Initiative is performed in an organization

Note: BPM is an ongoing effort and an integral part of the ongoing management and the operation of the organization.
Lesson 13: Business Process Management Perspective
Topic 13.2: Change Scope

✓ What Change Scope is in the Business Process Management

perspective
✓ Breadth and Depth of change
✓ Value
Defect and solution delivered
per Unit
✓ BPM drivers
✓ Delivery approach
✓ Process improvement approach
✓ Major assumptions
✓ operations
 CHANGE SCOPE
BUSINESS PROCESS MANAGEMENT LIFECYCLE

Designing

Optimizing Modeling

Monitoring Executing
 CHANGE SCOPE
BREADTH AND DEPTH OF CHANGE

Ensure that the value delivery is

Breadth of change optimized from end to end
Goal

Depth of
change
Uses the BPM frameworks to facilitate the analysis
and understanding of the organization processes

Engages in continuous improvement activities

Business Analyst
 CHANGE SCOPE
VALUE AND SOLUTION DELIVERED


Improving operational performance

  Reducing costs

Value can be
increased by  Reducing risks

Including transparency into processes and operations provides clear

operational view
 CHANGE SCOPE
BPM DRIVERS

Cost reduction initiatives Increase in quality Increase in productivity Emerging competition Risk management

Core system Post merger and Standardization of

Compliance initiatives Process automation
implementation acquisition rationalization initiatives

Establishment of BPM
Major transformations Increase agility Faster processes
Center of Excellence
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Substantial Process Specialized BPMS

Evolutionary Change
Re-engineering Discovery Benchmarking applications
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Substantial Process Specialized BPMS

Evolutionary Change
Re-engineering Discovery Benchmarking applications

• Major process
re-design across
the enterprises
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Substantial Process Specialized BPMS

Evolutionary Change
Re-engineering Discovery Benchmarking applications

• Overall objectives
of the process
• Individual changes
at sub-process
level in line with
process goals
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Re- Substantial Process Specialized BPMS

Evolutionary Change
engineering Discovery Benchmarking applications

• Methods used
when processes
are undefined
• When the
documented
version is different
from actual
process in use
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Re- Substantial Process Specialized BPMS

Evolutionary Change
engineering Discovery Benchmarking applications

• Comparison of the
organization’s
processes and
performance
metrics to the
industry best
practices
 CHANGE SCOPE
DELIVERY APPROACH—IMPLEMENTATION MECHANISM

Business Process Re- Substantial Process Specialized BPMS

Evolutionary Change
engineering Discovery Benchmarking applications

• Designed to
support BPM
initiatives and
execute the
process models
directly
 CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES

Top-down

Bottom-up

People-
centric

IT-centric
 CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES

• Orchestrated by Senior Management

Top-down • Spanning end-to-end processes

Bottom-up

People-
centric

IT-centric
 CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES

Top-down

Tactical approaches to improve the

Bottom-up individual processes or sub-processes

People-
centric

IT-centric
 CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES

Top-down

Bottom-up

Change is related to the activities and

People-centric
workflows in an organization

IT-centric
 CHANGE SCOPE
PROCESS IMPROVEMENT APPROACHES

Top-down

Bottom-up

People-
centric

Initiatives are focused on process

IT-centric automation
 CHANGE SCOPE
MA JOR ASSUMPTIONS

Major assumptions include

• Processes are generally supported by IT systems. Development of IT

systems are not covered under BPM.
• BPM initiatives have senior management support.
• BPM system requires a tight integration with organizational strategy.

Business Analysis • BPM initiatives are cross functional.

Work • BPM initiatives are end-to-end processes in the organization.
Lesson 13: Business Process Management Perspective
Topic 13.3: Business Analysis Scope

✓ Change sponsor
✓ Change targets
✓ Position of a business analyst
Defect per Unit
✓ Business analysis outcomes
 BUSINESS ANALYSIS SCOPE
CHANGE SPONSOR AND CHANGE TARGETS
Change Sponsors Change Targets

• Focus on value
and outcomes
Customer Regulator
• BA practices
applied to BPM
initiatives
Executive

Process owner Process participants

Initiate and manage

process improvements
Process Manager
Process manager Implementation Team
 BUSINESS ANALYSIS SCOPE
POSITION OF A BUSINESS ANALYST
• Modeling, analyzing, deploying, monitoring, and continuously improving business
processes

• Developing and maintaining standards.

Process
Architect • Maintaining repository of reference models for products, services, business processes,
Key Performance Indicators (KPIs), and Critical Success Factors (CSF)

• Documenting process design along with performance trends

Process Analyst
• Performing analysis and assessment of As-Is process, evaluating process design options, and making
Or
Business Analyst recommendations for change
Designer

• Capturing As-Is and To-Be processes

Process • Documenting a process for implementation

Modeler
 BUSINESS ANALYSIS SCOPE
BUSINESS ANALYSIS OUTCOMES

Business process models

Business rules

Business decision

Process performance measures

Process performance assessment

Lesson 13: Business Process Management Perspective
Topic 13.4: Frameworks, Methodologies, and Techniques

✓ BPM Frameworks
✓ BPM Methodologies
✓ BPM Techniques
 FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM FRAMEWORKS

ACCORD

Maps current state models and unstructured data to

conceptual models

Governments Strategic Reference Model (GSRM)

Enhanced Telecommunications Operations Map (eTOM)
Provides generic government processes and patterns for
each stage of organizational maturity
Maps out the processes involved at the enterprise level

Model based and integrated process improvement (MIPI)

• Understand business needs and process Process Classification Framework (PCF)
• Model and Analysis process
Business Analyst
• Redesign process Creates a common language for organizations to
• Implement new process communicate and define work processes comprehensively
• Assess new process and methodology and without redundancies
• Review process
 FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM METHODOLOGIES

Adaptive Case Management Business Process Re-engineering Continuous Improvement (CI)

(ACM) (BPR)

Lean Six Sigma Theory Of Constraints (TOC)

Total Quality Management (TQM)

 FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM METHODOLOGIES

• Used when processes are not

Adaptive Case Management static and have a lot of human Business Process Re-engineering Redesigning business processes
(ACM) interaction (BPR) for improvements in critical
• May be different each time it is performance measures
performed

Ongoing monitoring and

Continuous improvement
Continuous Improvement (CI) adjustment of existing processes Lean methodology focusing on
to bring them closer to goals or
eliminating waste in a process
performance targets
 FRAMEWORKS, METHODOLOGIES AND TECHNIQUES
BPM METHODOLOGIES

Continuous improvement methodology

Six Sigma focusing on eliminating variations in the
outcome of a process

• Controls the performance, and can be

optimized by managing the variables
Theory Of Constraints (TOC)
• Variables are throughput, operational
expenses, and product inventory

• Organization processes should provide

highest quality products and services to
Total Quality Management (TQM) the customer and stakeholders

• Products or services should meet or

exceed the customer and stakeholder
expectations
 FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM TECHNIQUES

House of Quality / Inputs, Guide,

Cost Analysis Voice of Customers Outputs, Enablers
(VOC) (IGOE)

Failure Mode and

Critical To Quality Who What When
Effect Analysis Kaizen Event
(CTQ) Where Why (5Ws)
(FMEA)

Supplier, Inputs,
Drum-Buffer-Rope Value Stream
Cycle Time Analysis Process, Outputs,
(DBR) Analysis
Customers (SIPOC)

Define Measure Define Measure Theory of

Value Added
Analyze Design Analyze Improve Constraints (TOC)
Analysis
Verify (DMADV) Control (DMAIC) Thinking Processes
 FRAMEWORKS, METHODOLOGIES, AND TECHNIQUES
BPM TECHNIQUES

Critical To Quality
Cost Analysis (CTQ)

A set of diagrams used for

A list of cost of each activity in a
aligning process improvement
process is totaled to
effort to customer requirements.
understand the cost associated
Used in six sigma Define Measure
with a product or service
Cycle Time Analysis Analyze Design
Verify (DMADV)

An analysis of time taken by Used to develop new processes

each activity within the process or improve existing processes.
Used in six sigma
 FRAMEWORKS, METHODOLOGIES AND TECHNIQUES
BPM TECHNIQUES

Define Measure Failure Mode and

Analyze Improve Effect Analysis
Control (DMAIC) (FMEA)

Used to improve processes. A systematic method of

Used in six sigma investigating process failures
and defects and identifying the House of Quality /
Drum-Buffer-Rope potential causes Voice of Customers
(DBR) (VOC)

A method to ensure that the A matrix relating customer need

system constraint always functions and product characteristics to the
at the maximum possible output capabilities of an organization
 FRAMEWORKS, METHODOLOGIES AND TECHNIQUES
BPM TECHNIQUES

Inputs, Guide, Supplier, Inputs,

Outputs, Enablers Process, Outputs,
(IGOE) Customers (SIPOC)

A diagram that describes the A table that summarizes the

context of a process, by listing inputs and outputs of multiple Theory of
the Inputs, Outputs, Guide and processes Constraints (TOC)
Kaizen Event
Enablers or Supporting tools Thinking Processes
required for the process

A rapid effort to improve value A set of logical cause and effect

delivery in one specific activity models used to diagnose
or sub-process conflicts, identify root cause of
the problem
 FRAMEWORKS, METHODOLOGIES AND TECHNIQUES
BPM TECHNIQUES

Value Added Who What When

Analysis Where Why (5Ws)

Value Stream
Analysis

Benefit to the customer added A set of questions for basic

at each step to identify information gathering. 5Ws may
opportunities for improvement also include How, then it’s 5Ws
1H
To assess the value added by
each functional area of a
business to the customer as
part of end-to-end process
Lesson 13: Business Process Management Perspective
Topic 13.5: Underlying Competencies

✓ Underlying competencies in the BPM perspective

Defect per Unit
 UNDERLYING COMPETENCIES
INTRODUCTION

Needs to challenge the status quo, understand the root cause of a problem and encourage SMEs
to consider new ideas and approaches

Understands and articulates internal and external views of the processes under analysis

Business Analyst A neutral and independent facilitator of the change and frequently involved in negotiation,
conflict resolution between individuals with different opinions

Needs to communicate to individuals, across the organization, and outside the organization
Lesson 13: Business Process Management Perspective
Topic 13.6: Impact of Knowledge Areas

✓ Impact of the BPM Perspective on Knowledge

Areas
 IMPACT ON KNOWLEDGE AREAS
BUSINESS ANALYSIS KNOWLEDGE AREAS

BUSINESS ANALYSIS PLANNING AND MONITORING

ELICITATION AND COLLABORATION

Requirements Solution Evaluation

Strategy Analysis
Analysis and
Design Definition
Potential Actual
Value Need Solution Requirements Design Proof of Concept Pilot or Operating Value
Scope or Prototype Beta Solution

REQUIREMENTS LIFE CYCLE MANAGEMENT

 IMPACT ON KNOWLEDGE AREAS
BUSINESS ANALYSIS PLANNING AND MONITORING

1. Plan business analysis approach

2. Plan stakeholder engagement Outputs
Used as key inputs
3. Plan business analysis governance and guidelines for
4. Plan business analysis information management the other tasks
5. Identify business analysis performance
improvements
Business Analysis
Planning and
Monitoring tasks

Performs

Business Analyst Stakeholders

 IMPACT ON KNOWLEDGE AREAS
BUSINESS ANALYSIS PLANNING AND MONITORING

Progressive elaboration is common

 Involves continuous improvement activities


Business Analysis
Planning and Common cause of failure is the failure to plan for ongoing
Monitoring monitoring of the effects of change to the process

The initial focus is on analyzing and improving business processes, then

on the technology and systems which support business processes
 IMPACT ON KNOWLEDGE AREAS
BUSINESS ANALYSIS PLANNING AND MONITORING
BABOK® Techniques

Stakeholder List, Map, or Personas Process Modeling

Estimation Item Tracking

Reviews Workshops

Other Techniques Input, Guide, Outputs, Enablers (IGOE)

 IMPACT ON KNOWLEDGE AREAS
ELICITATION AND COLLABORATION

To prepare for
1. Prepare for elicitation and conduct
2. Conduct elicitation Objective elicitation
3. Confirm elicitation results activities and
confirm the result
4. Communicate business analysis
obtained
Elicitation and
information
Collaboration 5. Manage stakeholder collaboration
tasks
Performs


Business Analyst Stakeholders
 IMPACT ON KNOWLEDGE AREAS
ELICITATION AND COLLABORATION

Process modeling and stakeholder analysis is utilized during the elicitation

phase.

The effect of all process improvements on the organization, people and

technology are considered when existing processes are changed.

Elicitation and
Collaboration  Process maps are important tools to drive elicitation.

Process changes can have a significant impact across the organization. So

managing stakeholder expectations are critical.
 IMPACT ON KNOWLEDGE AREAS
ELICITATION AND COLLABORATION
BABOK® Techniques

Stakeholders List, Map, Personas Root Cause Analysis Scope Modeling

Process Modeling Brainstorming Document Analysis

Focus Groups Interface Analysis Interviews

Observations Prototyping Surveys and Questionnaire

Workshops Reviews Use Cases and Scenarios

Metrics and Key Performance Indicators

User Stories
(KPIs)

Other Techniques House of Quality / Voice of Customer

 IMPACT ON KNOWLEDGE AREAS
REQUIREMENTS LIFE CYCLE MANAGEMENT

• Establish meaningful
relationships between
1. Trace requirements related requirements
2. Maintain requirements and designs
3. Prioritize requirements • Assess, analyze and
gain consensus on
4. Assess requirement changes proposed changes to
Requirement 5. Approve requirements the requirements and
lifecycle designs
management
tasks
Performs

Business Analyst
 IMPACT ON KNOWLEDGE AREAS
REQUIREMENTS LIFE CYCLE MANAGEMENT

 BPM is a set of approaches focused on delivering value across multiple functional areas
through a process centric lens.

BPM activities can drive new business requirements resulting in new design,
development and implementation.

The Business analyst has to ensure communication with stakeholders and process
Requirement owners.
lifecycle
management
Process owners are ultimate decision makers about the process change and
supporting solutions.

 The documentation of business analysis is available to all stakeholders, as it is to be used

in the daily operations of the business.
 IMPACT ON KNOWLEDGE AREAS
REQUIREMENTS LIFE CYCLE MANAGEMENT

BABOK® Techniques

Acceptance and Evaluation Criteria Scope Modeling Process Modeling

Process Analysis Business Rules Analysis Non Functional Requirements Analysis

Backlog Management Prioritization Brainstorming

Prototyping Workshops
 IMPACT ON KNOWLEDGE AREAS
STRATEGY ANALYSIS

• A need of strategic or
tactical importance
1. Analyze current state Identifies • Enable the enterprise
2. Define future state to address that need
3. Assess Risks and align it for the
4. Define change strategy change with higher and
lower level strategies
Strategy
Analysis tasks

Performs

Business Analyst Stakeholders

 IMPACT ON KNOWLEDGE AREAS
STRATEGY ANALYSIS

 In the BPM context, the business analyst needs to understand the role of
each process in value delivery.

The Current state or As-Is process describes current performance

➔ measures while the future state or To-Be process describes target
performance measures.

Strategy
Analysis Continuous Improvement focuses on the performance measures to
determine strategy and change strategy involved in the identification of
possible process changes.
 IMPACT ON KNOWLEDGE AREAS
STRATEGY ANALYSIS
BABOK® Techniques

Process Modeling Process Analysis Document Analysis

Functional Decomposition Lessons Learned Interviews

Other Techniques

House of Quality/Voice of Customer Input, Guide, Outputs, Enablers (IGOE) Drum-Buffer-Rope

TOC Thinking Processes

 IMPACT ON KNOWLEDGE AREAS
REQUIREMENT ANALYSIS AND DESIGN DEFINITION

1. Specify and model requirements

2. Verify requirements Estimates The potential value
3. Validate requirements for each solution
4. Define requirements architecture option
5. Define design options
Requirement 6. Analyze potential value and recommend solution
Analysis and
Design Definition
tasks

Performs

Business Analyst
 IMPACT ON KNOWLEDGE AREAS
REQUIREMENT ANALYSIS AND DESIGN DEFINITION

 The focus is on defining the To-Be process model

Requirements architecture includes process models, business rules and

decisions, information requirements, and organization structure
Requirement
Analysis and
Design
Definition

 Solution options may include changes to the IT system to support the process
 IMPACT ON KNOWLEDGE AREAS
REQUIREMENT ANALYSIS AND DESIGN DEFINITION

BABOK® Techniques

Benchmarking and Market Analysis Business Rules Analysis Scope Modeling

Decision Modeling Functional Decomposition Stakeholder List, Maps or Personas

Metrics and Key Performance Indicators

Estimation Prioritization
(KPIs)

Prototyping Workshops

Other Techniques Kaizen Event Process Simulation

 IMPACT ON KNOWLEDGE AREAS
SOLUTION EVALUATION

1. Measure solution performance Removal of

2. Analyze performance measures barriers or
Recommend
3. Assess solution limitations constraints that
4. Assess enterprise limitations prevent the full
5.Recommend actions to increase solution realization of
Solution value value
Evaluation
tasks
Performs

Business Analyst
 IMPACT ON KNOWLEDGE AREAS
SOLUTION EVALUATION

Solution evaluation occurs repeatedly during BPM initiatives

Solution evaluation provides insights about the impact of process

improvements and value delivered by process change

Analyze solution performance task is performed to understand the difference

between potential and actual value
Solution
Evaluation
Solution evaluation examines the opportunities or constraints of the
implemented solution

New opportunities trigger a repeat of the BPM life cycle

 IMPACT ON KNOWLEDGE AREAS
SOLUTION EVALUATION
BABOK® Techniques

Benchmarking and Market Analysis Balanced Scorecard SWOT Analysis

Root Cause Analysis Business Capability Analysis Business Rules Analysis

Decision Analysis Risk Analysis and Management Stakeholder List, Maps or Personas

Metrics and Key Performance Indicators

Acceptance and Evaluation Criteria Estimation
(KPIs)

Process Modeling Organizational Modeling Brainstorming

Document Analysis Interviews Observation

Reviews Survey or Questionnaire

Kaizen Event Process Simulation

Other Techniques
Value Stream Analysis Failure Mode and Effect Analysis (FMEA)
 KEY TAKEAWAYS
A BPM Initiative delivers value by implementing the improvement
the way work is performed in an organization.
BPM is ongoing effort and integral part of the ongoing management
and operation of the organization.
The BPM life cycle generally includes designing, modeling,
executing, monitoring, and optimizing.

The goal of BPM is to ensure that value delivery is optimized across

end-to-end processes. A BPM initiative can span the entire
enterprise to make a process-centric organization. Individual
initiative may improve specific processes and sub-processes.
BPM implementation approaches are Business Process Re-
engineering, Evolutionary Change, Substantial Discovery, Process
benchmarking, and Specialized BPMS applications.

Process improvement approaches are Top-down, Bottom-up,

People-centric and IT-centric.
Primary change targets may include, customer, regulator, process
owner, process participants, process manager, and implementation
team. Business Analyst may assume a role of process architect,
process analyst, process designer, or process modeler.
Managing stakeholder expectations are critical, as process changes
can have a significant impact across the organization.
Without effective stakeholder management, process changes may
not be successful..
Lesson 13: Business Process Management Perspective
Topic 13.7: Case Study Exercise
 CASE STUDY
OVERVIEW - BUSINESS NEED

Standard Inc. is a leading insurance company with 3000

employees and 30,00,000 customers. The company’s
strategic objectives are to improve the insurance agent-
customer interaction, increase up-sales and cross-sales,
improve claims processing efficiency, improve profitability,
and reduce costs. The company provides customized
services to corporate clients apart from serving retail
clients directly and through partners.

Standard Inc.
 CASE STUDY
OVERVIEW – CURRENT STATE

Paul is a Sr. Business Analyst assigned to this strategic

initiative to improve the process efficiency. He is working
with a couple of junior business analysts. He performed
an initial document analysis to understand the current
state of the company. He observed that the available
process diagrams are generic and inconsistent in
terminology and notations. He asked all BAs to utilize
standard notation for documenting the existing process,
so that the new process can be designed.

Sr. Business Analyst

Jr. Business Analysts
 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES

Paul has also considered industry standards to

standardize insurance operations, integrate applications,
and streamline customer and partner interaction.
The key processes are Quote Insurance Premium,
Underwriting proposal, Generate Insurance Policy,
Renewal, Estimate Validation, Approval, and Claims
Processing.
The key applications are Insurance Management Software,
CRM, and Document Management Software.

Sr. Business Analyst

 CASE STUDY
BUSINESS ANALYSIS ACTIVITIES

Paul has conducted a number of elicitation sessions to

challenge the existing process, develop a To-Be process,
and determine target performance measures.
During the elicitation sessions, he encouraged the subject
matter experts to explore new ideas and approaches,
facilitate discussion among the stakeholders, and
arbitrated between individuals with differing opinions.
The delivery approach is to focus on individual processes
based on the priority considering impact, changes on the
existing IT systems, and delivering value to the
stakeholders.

Sr. Business Analyst

 CASE STUDY
EXERCISE
Questions Options
1 Paul has asked all BAs to utilize standard notation for o Business Process Model and Notation
documenting existing processes. Which one of the following o Decision Model and Notation
is most likely to be used? o Case Management Model and Notation
o IDEF3 – Process Description Capture

2 Which underlying competency is less likely to be o Problem solving skills

demonstrated in the case study? o Interaction skills
o Negotiation Skills
o Adaptability

3 Which one of the following is an industry standard to o ACORD

standardize insurance operations, integrate applications, and o ACCORD
streamline customer and partner interaction? o NAIC
o PCF

4 In the case study, delivery approach is focused on individual o Hybrid approach

processes. Which type of process improvement approach is o Individual approach
this? o Bottom up approach
o Top down approach

5 Which one of the following is the most important in Business o Effective elicitation and collaboration in process analysis and
Process Management initiatives? design work
o Effective stakeholder management
o Communication with stakeholders and process owners
o Executive involvement
 CASE STUDY
ANSWERS
Questions Options
1 Paul has asked all BAs to utilize standard notation for Business Process Model and Notation
documenting existing processes. Which one of the following
is most likely to be used?

2 Which underlying competency is less likely to be Adaptability

demonstrated in the case study?

3 Which one of the following is one of the industry standards ACORD

to standardize insurance operations, integrate applications,
and streamline customer and partner interaction?

4 In the case study, delivery approach is focuses on individual Bottom up approach

processes. Which type of process improvement approach is
this?

5 Which one of the following is most important in Business Effective stakeholder management
Process Management initiatives?
Quiz
QUIZ
Which BPM technique is used to design new processes or improve existing processes?
1

a. DBR

b. DMADV

c. DMAIC

d. FMEA
 QUIZ
Which BPM technique is used to design new processes or improve existing processes?
1

a. DBR

b. DMADV

c. DMAIC

d. FMEA

The correct answer is b

Explanation: DMADV is used to develop new processes or improve existing processes. DMADV is used in six sigma, but is
not exclusive to six sigma.
QUIZ
What does DMAIC stand for?
2

a. Define, Measure, Analyze, Implement, Control

b. Design, Measure, Analyze, Improve, Control

c. Define, Measure, Analyze, Improve, Control

d. Design, Measure, Analyze, Implement, Control

 QUIZ
What does DMAIC stand for?
2

a. Define, Measure, Analyze, Implement, Control

b. Design, Measure, Analyze, Improve, Control

c. Define, Measure, Analyze, Improve, Control

d. Design, Measure, Analyze, Implement, Control

The correct answer is c

Explanation: DMAIC stands for Define, Measure, Analyze, Improve, Control. DMAIC is used in six sigma, but is not
exclusive to six sigma.
QUIZ
Which BPM methodology is a continuous improvement method that focuses on
eliminating variations in the outcome of a process?
3

a. Six Sigma

b. Continuous Improvement

c. Lean

d. Continuous Process Improvement

 QUIZ
Which BPM methodology is a continuous improvement method that focuses on
eliminating variations in the outcome of a process?
3

a. Six Sigma

b. Continuous Improvement

c. Lean

d. Continuous Process Improvement

The correct answer is a

Explanation: Six Sigma is a continuous improvement methodology that focuses on eliminating variations in the
outcome of a process.
QUIZ
In which BPM framework are the current state models mapped to the conceptual
models?
4

a. PCF

b. MIPI

c. ACORD

d. ACCORD
 QUIZ
In which BPM framework are the current state models mapped to the conceptual
models?
4

a. PCF

b. MIPI

c. ACORD

d. ACCORD

The correct answer is d

Explanation: ACCORD is a methodological framework that maps current state models, as well as unstructured data, to
conceptual models.
This concludes “Business Process Management Perspective.”

This concludes CBAP® certification exam preparation course.

THANK YOU