proceedit Academy guides organizations and professionals towards Process Excellence teaching practically about OPEX, BPM-SOA and mBPO methodologies & Technologies

According to our BPM Market Surveys the highest barriers and brakes for a massive deployment of BPM Processes in the organizations

• Cultural barriers of managers and users for BPM adoption and change management issues.
• Business process discovering, mapping & optimization.
• Difficulties on the integration with the existing corporate Applications.

proceedit Academy has born to help our partners and end users to overcome these difficulties that block them the way towards reaching their Process Excellence.

With an offering of 20+ professors and 50+ seminars, courses and workshops, specialized on teaching by practice the proceedit‘s value chain: Optimization (OPEX), Automation (BPM-SOA) and µOutsourcing (mBPO), all supported on a powerful Virtual Campus, proceedit Academy represents a solid offer for professionals and organizations interested on this matters.

As you can see in the following diagram, our academic offer is organized in four domains: Strategy, Business, Operations & Technology and three levels: Generalist, Specialist and Expert, conforming in that way a complete Career Plan with different itineraries specially designed for each specific requirement.

µBPO or µOutsourcing culminates the proceedit’s value chain forwards to a sustainable Process Excellence

microBPO is the last step in the proceedit’s value chain (Optimization > Automation > µOutsourcing) that takes profit of the capacity to externalize a single task of a specific instance of each of our automated business processes depending on real-time automated decisions based on work-load picks, holidays, absences, less cost, …

To apply a microBPO strategy, the different process tasks are classified in three categories: the ones that always have to be done internally, the ones that shall always be done externally and the intermediate ones that can be outsourced or not, depending on the circumstances and guided in or out by predefined automatic process rules.

Many advantages came from this approach: of course, savings when outsourced tasks are clearly of low added value and mechanical, homogenization of the process cycles times and then having less troubles in accomplishing always the contracted SLAs, capacity to absorb expected or unexpected picks on demand or valleys on resources available to perform the process tasks, make easier to go to 24 / 7 hours operations, preparation of contingence plans (accidents, strikes, …).

microBPO is the hardest part of the whole trip because it needs to reinvent all business and it hurts a lot in the organization, but there is no other way, if you want to sustain a competitive advantage against businesses that have been born nearly 100 % automatic, real competitors of the “physical” companies. 

Therefore, when it appears that the company has done everything (optimize and automate) the hardest part begins, try to outsource as much as possible and as cheap as possible (while maintaining quality and SLAs) but not always varying a lot depending on the circumstances of the moment, trying to obtain the most profitable combination of internal and external resources, a real never-end challenge.