What you'll learn

Understanding why process management is essential in organizations and contributes to business success
Learning the significance and goals of process management
Learning the differences and relationships between organizational structures
Understanding key process-related terms
Defining and recognizing various process types and value chains
Ability to identify and optimize processes
Understanding the application areas of different management concepts
Applying the process lifecycle in a business context
Learning tasks in strategic and operational process management
Learning a specific role model for implementation
Preparedness for leading process management initiatives
Recognizing organizational changes, impacts, and typical challenges
Readiness for proactive problem-solving in process management

Requirements

No prior knowledge required
Your interest is all that matters

Description

Would you like to dive deeper into process management? Do you finally want to understand what it's all about and how process management can be implemented? Then this course is perfect for you.You'll have access to 5 hours of video content and over 90 lessons. Plus, you will receive 1-on-1 personal support from me.What exactly will you learn in this course?1. The Importance of Process Management: Why is process management important for organizations, and why do companies focus on it?2. Basics of Structural and Process Organization: What do the terms structural and process organization mean? How are these concepts connected? What types of organizational forms exist (functional, divisional, matrix, and process organization)? What is a process organization, and what are its advantages and disadvantages?3. Process Fundamentals: Here, you'll learn what a process is. What are some examples? What do the different types of processes mean (management, core, and support processes)? What are process levels? What does value creation mean, and what are value chains? How does Porter's value chain look? What are end-to-end processes, and what does the Order-to-Cash (O2C) process look like?4. Fundamentals of Process Management: What does management mean, and therefore, what does process management entail? How is its strategic positioning understood? What are the tasks in process management? What goals does process management pursue, and what value and medium-term impact can it provide?5. Advanced Task Types: What does the distinction between complex and complicated mean? What different process types exist, and how can they be categorized as complex or complicated? What is a project, and how do projects and processes differ? For which task types (complex, complicated) are different management concepts such as project management, Scrum, Kanban, and process management suitable?6. Advanced Process Management by Example: What model can be used to implement process management? How can the process lifecycle be applied to a specific example company? What do the phases of process strategy, process documentation, process analysis and optimization, process implementation, process execution, and process controlling mean? What methods can be used to implement these phases, and what does this look like in practice? Various terms will be discussed, such as core competency, process map, process objectives, modeling guidelines, value chain diagram, different visualization techniques, retrospectives, bottleneck and root cause analysis, control loops, process audit, assessment and maturity levels, and sample KPIs.7. Advanced Process Management: In this section, the process lifecycle will be discussed in detail. You'll also learn about the distinction between strategic and operational process management and the related tasks and methods. Additionally, a critical role model, such as the process owner, will be introduced.8. Advanced Implementation and Impact: What changes will organizations face when transitioning from a functional to a process-oriented structure? What are the consequences for companies? Keywords: decentralization, dismantling of hierarchies, and breaking down silos. What resistance and challenges must companies and experts deal with? Keywords: loss of power and control, organizational inertia, cultural resistance. What are the success factors for a "smooth" implementation of process management? How can process management prove its value, and what ideas are helpful in demonstrating this? Finally, I'll provide an

Overview

of frequently asked questions (FAQs) that I often encounter.

Overview

Section 1: Welcome to the Course and Introduction to the Topic of Process Management
Lecture 1 Welcome and Course

Overview

Lecture 2 Tips for Navigating My Online Course
Lecture 3 Your Workbook: Process Management Expert Course
Lecture 4 Your Future Role as a Process Management Expert
Lecture 5 Importance of Process Management
Lecture 6 Why Companies Implement Process Management - Study -
Section 2: Fundamentals: Structure and Process Organization as well as Organizational Forms
Lecture 7

Overview

of this Section
Lecture 8 What Does Structural Organization Mean?
Lecture 9 What Does Process Organization Mean?
Lecture 10 Relationship Between Structural and Process Organization
Lecture 11 Explanation of Functional Orientation
Lecture 12 Problems with Functional Orientation
Lecture 13 Need for Process Orientation
Lecture 14 Definition of Process Orientation
Lecture 15

Description

of Process Orientation
Lecture 16 Functional vs. Process Orientation
Lecture 17 Transition to the Topic of Organizational Forms
Lecture 18 Functional Organization
Lecture 19 Divisional Organization
Lecture 20 Matrix Organization
Lecture 21 Process Organization
Lecture 22 Advantages and Disadvantages of Process Organization
Lecture 23 Comparison of Functional, Matrix, and Process Organization
Section 3: Introduction to the Concepts of Process and Value Creation
Lecture 24

Overview

of this Chapter
Lecture 25 Definition of Process
Lecture 26 Process Criteria
Lecture 27 Process Examples
Lecture 28 Types of Processes (Management, Core, Support Processes)
Lecture 29 Process Levels
Lecture 30 Value Chain According to Michael Porter
Lecture 31 What is a Value Chain?
Lecture 32 What is the Customer-Supplier Principle?
Lecture 33 What are End-to-End Processes?
Lecture 34 The End-to-End Process: Order-to-Cash
Section 4: Fundamentals of Process Management
Lecture 35

Overview

of this Chapter
Lecture 36 Definition of Management
Lecture 37 Definition and Tasks of Process Management
Lecture 38 Process Management and Business Objectives
Lecture 39 Goals, Added Value, and Impact of Process Management
Section 5: Types of Tasks and Suitable Management Concepts
Lecture 40

Overview

of this Chapter
Lecture 41 Complex and Complicated - Stacey Matrix
Lecture 42 Process Management for Complicated Tasks
Lecture 43 Not All Processes Are the Same - Process Types
Lecture 44 Methods, Frameworks, and Stacey Matrix
Lecture 45 Process and Project - Definitions
Lecture 46 Project Criteria
Lecture 47 Project Examples
Lecture 48 Goals of Projects
Lecture 49 Methods for Processes and Projects
Lecture 50 Process Types and Stacey Matrix
Section 6: Implement Process Management with the Process Management Lifecycle
Lecture 51

Overview

of this Chapter
Lecture 52 The Process Management Lifecycle
Lecture 53 Example Organization: SportLeistung Ltd
Lecture 54 Introduction to Phase: Process Strategy
Lecture 55 Process Strategy: Defining Core Competencies
Lecture 56 Process Strategy: Defining Processes
Lecture 57 Process Strategy: Creating a Process Map
Lecture 58 Process Strategy: Prioritizing Processes
Lecture 59 Process Strategy: Developing Process Objectives
Lecture 60 Summary of the Process Strategy Phase and Transition to the Next Phase
Lecture 61 Introduction to the Next Phase: Process Documentation
Lecture 62 Process Documentation: Developing Modeling Guidelines
Lecture 63 Process Documentation: Process

Description

Options
Lecture 64 Process Documentation: Creating a Value Chain Diagram
Lecture 65 Process Documentation: Developing a Process Cover Sheet
Lecture 66 Introduction to the Next Phase: Process Analysis and Optimization
Lecture 67 Process Analysis and Optimization: Measuring Performance
Lecture 68 Process Analysis and Optimization: The Five Whys
Lecture 69 Process Analysis and Optimization: Cause-and-Effect Diagram
Lecture 70 Process Analysis and Optimization: Conducting Bottleneck and Root Cause Analysis
Lecture 71 Process Analysis and Optimization: Developing Improvement Ideas
Lecture 72 Process Analysis and Optimization: Creating an Action Plan

Overview

Lecture 73 Introduction to the Next Phase: Process Implementation
Lecture 74 Process Implementation: Change Management - John Kotter's 8 Steps
Lecture 75 Process Implementation: project management - milestone plan -
Lecture 76 Process Implementation: Retrospective
Lecture 77 Introduction to the Next Phase: Process Execution
Lecture 78 Process Execution: Enabling Process Monitoring
Lecture 79 Process Execution: Integrating Feedback and Control Loops into Processes
Lecture 80 Process Execution: Quality Tools
Lecture 81 Introduction to the Next Phase: Process Controlling
Lecture 82 Process Controlling: Process Audit
Lecture 83 Process Controlling: Example KPIs
Lecture 84 Process Controlling: Maturity Levels and Assessments
Section 7: Advanced: Process Management
Lecture 85

Overview

of this Chapter
Lecture 86 Where Does Process Improvement Fit in the Process Lifecycle?
Lecture 87 Working with the Process Lifecycle
Lecture 88 Definition of Strategic and Operational Process Management
Lecture 89 Strategic Process Management - Tasks
Lecture 90 Operational Process Management - Tasks
Lecture 91 A Role Model for Process Management
Section 8: Implementation and Impact of Process Management
Lecture 92

Overview

of this Chapter
Lecture 93 Consequences and impact on the Organization
Lecture 94 Resistance and Challenges in the Organization
Lecture 95 How Can We Make Process Management "Take Off"? Success Factors
Lecture 96 How Can We Demonstrate the Value of Process Management?
Lecture 97 Frequently Asked Questions and My Opinion
Section 9: Thank you and Farewell
Lecture 98 Thank you and Farewell
Anyone who wants to learn more about management concepts, organizations, and specifically process management,Process managers and other experts in organizations who are interested in new insights,Anyone beginning to engage with process management and aiming to become an expert,Entrepreneurs who want to implement process management Students looking for additional input as part of their module preparation

Homepage:

https://www.udemy.com/course/business-process-management-expert/