1. December 2013 Chicago Chapter Meeting A Case Study in Process Frameworks

2. Agenda 9:00 a.m.Arrival and networking 9:15 a.m.General Announcements – Chapter Officers Updates 9:30 a.m. Feature Presentation "A case studyof APQC's Process Classification Framework" Michelle Sheedy 11:00 a.m.Facilitated Discussion 11:30 a.m. Holiday Fun and Continued Networking 12:00 p.m.Adjourn

3. Officer Updates Tom Hillison – VP Marketing JD Sanders – VP of Information Gavin Quinn – VP of Education Pat Dowdle – VP of Finance Phil Vitkus – VP Membership Dan Morris – VP of International Relations VP – Operations and Programs

4. International Updates Training provider registration – o expanded approach to training o build member value through access and discounts CBPP certification promotion – o Brazil has the greatest number of CBPPs. The creation of an entry level certification – o Dan Morris to lead this and work with Europe and S. America The creation of a masters level certification - same as current Membership and certification - certification should become a focus of each chapter. This may help drive membership. Marketing will be a focus in 2013

5. Feature Presentation

6. BPM Trivia From the ABPMP CBOK First to Raise Hands Gift Cards as Prizes

7. Name (4) of the (5) knowledge areas of BPM

8. Name (4) of the (6) BPM Critical Success Factors 1.Alignment of strategy, value chain, and business process 2.Establishment of Goals 3.Executive sponsorship / governance 4.Process ownership 5.Metrics, measures, and monitoring 6.Institutionalized practices [mastery of skills, CoE, standardized methodology]

9. What are the differences between Diagrams, Maps and Models Diagrams – rough abstraction o Identifies the major activities of a process Map – precise / accurate representation o Comprehensive view of performers, events, results, activities, relationships Model – includes performance attirbutes o Used for simulation o Includes metrics, reporting capabilities, data that impacts performance

10. Name (5) of the key categories/ Activities of Process Analysis Understanding the unknown Business environment Organizational culture / context Performance metrics Customer interactions Hand-offs Business Rules Capacity Bottlenecks Variation Cost Human Involvement Process Controls

11. Name (5) of the key BPM Technologies