Business Motivation Model Training Courses

Business Motivation Model Training

Business Motivation Model (OMG BMM) training

Business Motivation Model Course Outlines

Code Name Duration Overview
bplanbmm Business Plan building with Business Motivation Model 14 hours Attendees will learn the principals behind the modeling of business strategy, and the specifics of doing so using the Business Motivation Model from the OMG. Delegates will build a company business plan during the course complying to the BMM standard The Business Motivation Model Overview Key Ideas in the Business Motivation Model Business Perspective Motivation Reaction to Change Separation of Concerns Decomposition Metrics Overview of BMM Structure End Means Course of Action Directive Influencers Assessments Externally-referenced Business Model Elements Organization Unit Business Process Business Rule Associations between Externally-referenced Concepts Common Business Vocabulary Processes Supported by the Business Motivation Model Business Motivation Model Structure Business Planing Process Preparing Vision Market analysis Creating Ends and Means Business Process mapping Executing the model
bitsas Business and IT System Agility in the Digital Age 7 hours Objective: This introduction seminar provides you with an overview of the digital business models, business and enterprise architecture frameworks as well as methodologies that are used by the organizations to increase their agility facing the digital age disruptions. In particular, this seminar aims at helping you to understand frameworks that are used worldwide to align digital business models, organization and IT architectures with changing competitive landscape. Introduction The digital disruption, digital value creation and value delivery, Digital Business Models facing a competitive digital landscape, Becoming a Digital Data Ready Enterprise, The "Goal and Data Driven" structures of the Business Motivation Model, Refinement from the Enterprise Vision toward Business Processes, Steps to align IT to the evolutions of the business needs. Gaining Agility : From the Business to IT System capitalizing on Capabilities Preparing the Enterprise and IT System Architectures to support changes : The Goal and Data Driven Structures from the Business to the IT Systems, The Backbone of the Business Architecture structured by capabilities and value delivery functions, How to structure evolutions on the capabilities based on changing strategies, How to propagate changes from business requirements toward IT components (examples are given on the presentation case study). Impact of the changes upon the Business Processes and Business Objects (Ressources) Aligning business processes, responsibilities of their participants and business objects in coherence with strategic changes, Integration of these modifications into components of the business process cartography. Impacts on the IT System Components The Goal and Data-Driven Structures of the System backbone to support changes, How to identify Services (or System functions) and Use Cases that have to be impacted by the changes, Integration of the evolutions into the Service backbone (examples provided on the same case study). Conclusion Steps of the Efficient Agile Business / System Architecture Development Methodology, Traceability from business requirements toward IT System structures in order to better govern them in face of change. Notice : The above training-mentoring sessions are conducted interactively on a case study to illustrate how to ensure good level of traceability between business and IT system architectures. Concepts are explained first using case study examples and may then be followed by solution drafts to your own business case during or after these sessions. We can alsoa ccompany you by reviewing and validating solutions depending on your needs. Minor changes may be brought to the contents depending on the evolutions of these standards and commercial strategies. The Business and Value Model Canvases are trademarks by Osterwalder and Pigneur BMM, BPMN, UML referenced on this site are trademarks of the Object Management Group (OMG).
eaintro1 Introduction to Enterprise Architectures 14 hours Objective This training course aims at helping attendees to understand the most used Enterprise Architectures and rules to follow up in their construction to succeed with an appropriate architecture scenario for their organisation. Thanks to the selection of appropriate architecture layers, components and traceability links that are to be established from the business layer to the technical layer, the resulting enterprise architecture framework allows you a good impact analysis in the face of evolutions of the business decisions and anticipates mutations of the corresponding information system components. Why Architecting the Enterprise? Introduction : Current issues in the Enterprise and IT governance Legacy Systems and evolution needs Business Architecture and Enterprise Architecture : similarities and differences The fundamentals Architecting the Enterprise : the principles Strategic Alignment Business and IT Repository Logical Architectures n-tiers Application technologies : ERP, SCM, webportail, Integration architectures and Services Architectures : EAI and ESB Service Oriented Architectures : Roles of the BPM and BAM Enterprise Architecture Strategies and Methodologies "As is" and "To be" system cartographies : How to determine the roadmap ? Structures to better align IT with the Strategies ? What is the approach ? What are links with the development processes ? Enterprise Architecture Content Framework Identifying the business functions of the enterprise Cartography of the actors and business functions Aligning business strategies Patterns to architecting the IT system Zones, squares and blocks Identifying Exchanges using services and events Modeling inter-block exchanges and data objects to support business process realizations Building the repository and data architectures The Master Data Management (MDM) Granularity Management Modeling Languages Definition of the meta-model and architecture rules Elaborate the Enterprise Architecture Repository Architecture Cartography Reference Layers Business, Functional, Application and Technical Layers Links between the Strategic and Business Views Traceability between the Business and Functional Views Traceability between the Functional and Application Views Bridges with the Technical View Contribution of an 'Enterprise Architecture' to create value Contribution to the business value Best Practices The Enterprise Architecture Roadmap Perspectives Tools Business Process and Cartography Management tools Presentation on a case study Notice: The above training-mentoring sessions are conducted interactively using Business Modeling tools in order to ensure good level of traceability between business specifications and their execution. Concepts are first explained using basic examples and are then followed by solution drafts to your own problems. After this session, we can accompany you by reviewing and validating your solutions depending on your needs. The logos BMM, BPMN and UML referenced on this site are trademarks of the Object Management Group (OMG). The RUP and SOMA are rademarks of the IBM / Rational Software.
bmam Business Modeling for an Agile Enterprise 14 hours Objective: Helping Business Analysts to understand how to efficiently model and validate their business processes and resources in order to increase business agility of their organization on the basis of their target architecture and changing market needs. This 2 day training course aims at helping delegates to learn how to model their business processes and resources in order to adapt them to changes of their goals, strategies and impacted capabilities as part of the target architecture. On the basis of the key elements of business performance (strategies, tactics, KPI, business capabilities, etc...), delegates learn there how to elaborate a vision centric business process and resource cartography. Then, only using the appropriate BPMN and UML notation adapted to their language, they understand how to adapt them to changing strategies, tactics and policies. Introduction Definition of an Agile Enterprise and its Enterprise Architecture Comparison of the enterprise architecture’s purposes of Zachman, US FEAF /CISR Elements of the Business Architecture for an Agile Enterprise Business Architecture : the missing link between business strategy and enterprise architecture Connections between the Business Architecture, BPM and SOA Business Motivation Model (BMM) vs Enterprise Business Motivation Model (EBMM) and other Business Models, The core structures and relationships in the Business Motivation Model (SWOT analysis, business vision, goals, objectives, missions, strategies, tactics,... ) toward business processes Guiding the Operating Enterprise using Balanced Score Cards, The Business Architecture Views of the OMG : From the Strategy View to the Organizational View throughout Business Capabilities and Processes Process Modeling : Essential elements, best practices Process Modeling with BPMN adapted to the language of business owners and analysts : Basics, Process, Sub-process, Activity, Task, Pool, Lane, Detailed Events and Gateway typology, Synchronization, Connectors, Message Flows, Compensations, Good practices Overview on the Process Modeling, Execution and Monitoring tools Using BPMN and UML to model Business Processes and Business Objects (Resources) Case Study : Refinement of Goals from the Business Vision toward Business Processes and Resources Gaining Agility with Business Process using BPMN and UML 2 How to model business processes to render the underlying IT system more reactive to changes? BPMN, UML and SoaML to support changes on the business process and business object models Updating Target Architecture business models by changing strategies capitalizing on Business Capabilities Case Study : Elaborating an agile process and resource model easy to maintain in face of changes Adapting "business models" to changes of the business requirements Modeling changes on goals, strategies, tactics and business rules How to adapt processes and resources in coherence to such evolutions ? Case Study : Adapting business processes and resources to changing business requirements and rules Conclusion Steps of an efficient Agile Process and Resource Modeling Frameworks for tracing business requirements from the Business Motivation Model elements toward IT structures in order to better govern them in face of change. Notice: In case of "on-site" delivery of such a workshop session, we may also adapt its content and case studies to your needs and business case in order to provide you with a good starting point and roadmap. After this workshop, we can also accompany you through review sessions for validating your architecture solutions conformance to your business needs. Provided by GooBiz
digitalT Digital Transformation - Turning Digital Disruption into Opportunity 21 hours   Objective : Helping CxOs, business strategists, analysts, product managers and designers understand foundations of the Digital Business Models, their connections with the Enterprise & Business Architectures and Value Propositions in order to efficiently integrate "digital value creation and value delivery" from strategies to the implementation of appropriate products and services. Attendees will learn during this course how to adapt strategies to digital disruptions, assess impacts on the Value Chain, guiding the creation/adaptation of differentiating products and services (value propositions) and adjusting such value proposition to digital consumer decision journey. Introduction Digital Disruption, Disruptive Technologies, Digital Maturity and Digital Transformation, How to transform digital disruptions into business opportunities ? Transforming the business culture enabled by technology, Types of Business Models of the Digital Age, Essential elements of Digital Business Models : Motivation Model, Strategy Map, Value Chain and Value Propositions for Digital Transformation Core elements of the Operating Models for building Digital Capabilities: The Business Architecture Guild and the Open Group's Business and Enterprise Architectures   Digital Business Models in detail to coordinate Operating Elements Capturing Changes : Competitor Propositions, Digital Techno Disruption, Competitive Pressures, Changing Customer Behaviors, Sources of Change and Assessment of Impacts (Influencers, Assessments, SWOT analysis, Potential Impacts) using the Digital Business Models, Deciding on Desired Results : Business vision, goals and objectives, Deciding on Means on the basis of Impacts on the Value Chain: Missions, strategies, tactics, business policies and rules How can strategies coordinate value added capabilities in order to ensure adaptation of value propositions ? Leveraging the power of your data, How to ensure Data Readiness in the digital age, Data Strategy for Digital Transformation, Aligning Data with Business Objectives : From the Vision and Mission Statement to Roadmaps Data Quality and Data Architecture Principles, Case Study : Defining Digital Strategies based on impact analysis upon the Activities of the Value Chain   Building the Capability Map on the basis of Digital Business Model Decisions How to ensure coherence between perspectives of the Digital Strategy Map ? Impacts on the Capability Map and other elements of the Business Architecture Model, Traceability until operational business elements (processes, organisation units, liabilities and assets) Using Value Added / Customer Facing Capabilities to provide stakeholders with the right and timely data for making decisions, Case Study : Defining the Value Propositions based on the Value Added Capabilities   Adapting Value Delivery Channels, Client / Partner Relationships and Value Propositions to the consumers digital journey, Elements of the Business Model Canvas and Value Model Canvas to adjust Value Propositions, Positioning Elements of the Business Model Canvas using a "Value Driven" Strategy Map : best practices,  Using the Business Model & Value Proposition Canvases to develop and maintain differentiating ‘Products & Services’ on the basis of Market Forces, Strategies & Partnerships, Improving Customer Experiences by building a multitude of touch points to interact with them, Defining Value Streams and their stages to realize adjusted Value Propositions, Reusing business and IS services while adapting stages of value streams to meet gains and relieve pains of customers, Manage feedbacks provided by the operating model, Case Study : Adapt elements of the Business Model & Value Model Canvases to relieve pains in customer digital experiences and provide them with expected gains   Conclusion  Recap on the steps of Digital Transformation Tool support

Upco...Upcoming Courses

CourseCourse DateCourse Price [Remote / Classroom]
Business Plan building with Business Motivation Model - FL, Miami Airport - WaterfordMon, Dec 4 2017, 9:30 am$3580 / $5450

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