Description

This curriculum mirrors the iterative, cross-functional problem-solving of a multi-workshop process transformation program, addressing the same governance, co-design, and systems integration challenges encountered when aligning internal business process redesign with ISO 22361 in complex organizational environments.

Module 1: Understanding ISO 22361 and Its Role in Process Governance

Determine whether ISO 22361 applies to internal process redesign or only to outsourced service delivery based on organizational structure.
Map existing process governance frameworks (e.g., COBIT, ITIL) to ISO 22361 clauses to identify coverage gaps.
Decide whether to adopt ISO 22361 as a standalone standard or integrate it into an existing management system (e.g., ISO 9001).
Assess the extent to which stakeholder engagement requirements in ISO 22361 align with current change management protocols.
Define the boundary of "service" in internal business processes to determine applicability of service co-design principles.
Negotiate ownership of service design responsibilities between business units and central process governance teams.
Document the rationale for excluding specific ISO 22361 clauses based on organizational scope and operational constraints.
Establish a cross-functional team to interpret ambiguous terms such as “co-creation” and “service ecosystem” in the context of internal process redesign.

Module 2: Stakeholder Identification and Engagement Strategy

Conduct a power-interest analysis to prioritize stakeholders in a legacy process modernization initiative.
Design communication cadence and channels for process-impacted employees versus executive sponsors.
Decide whether to include external vendors in redesign workshops when internal processes depend on third-party systems.
Resolve conflicting requirements between frontline users and compliance officers during stakeholder interviews.
Implement feedback loops using structured surveys and review boards to validate stakeholder input throughout redesign.
Address legal and data privacy constraints when collecting stakeholder input across multinational operations.
Balance representation from high-volume users versus niche but critical process participants.
Document dissenting stakeholder views and mitigation actions to satisfy ISO 22361 transparency requirements.

Module 3: Defining Service Boundaries and Process Scope

Delineate handoff points between procurement and accounts payable when redesigning invoice processing workflows.
Decide whether customer onboarding should be treated as one end-to-end service or segmented by product line.
Identify shadow IT systems used in parallel with official processes to ensure complete scope definition.
Establish criteria for including or excluding exception handling paths in the primary process model.
Negotiate with department heads to freeze scope creep during discovery when new pain points emerge.
Define service level expectations for cross-departmental processes with shared accountability.
Map data dependencies across systems to determine whether process boundaries align with data ownership.
Use process mining output to validate or correct assumed process boundaries based on actual system logs.

Module 4: Co-Designing Processes with Stakeholders

Facilitate a joint workshop between IT and operations to redesign a paper-based approval process, balancing usability and control.
Choose between low-fidelity paper prototypes and high-fidelity digital mockups for validating redesigned workflows.
Mediate disagreements between legal and sales teams on contract approval thresholds during co-design sessions.
Document design decisions in a traceable repository to demonstrate compliance with ISO 22361 co-creation requirements.
Integrate accessibility standards into process design when co-developing digital service interfaces.
Decide whether to standardize process variants across regions or allow localized adaptations during redesign.
Use role-playing exercises to simulate redesigned processes with end users before technical implementation.
Establish a change control board to review and approve modifications to co-designed process specifications.

Module 5: Integrating Risk and Compliance into Redesigned Processes

Incorporate segregation of duties rules into automated workflows during redesign of financial processes.
Conduct a risk assessment on bypass routes in approval chains that emerged during legacy process analysis.
Embed audit trail requirements into system specifications for regulatory reporting obligations.
Balance data minimization principles with process efficiency when redesigning customer intake forms.
Map redesigned processes to GDPR or CCPA compliance requirements for personal data handling.
Implement compensating controls when full automation of compliance checks is not technically feasible.
Define escalation paths for exceptions that violate internal control policies in redesigned workflows.
Validate that new process KPIs do not incentivize behavior that undermines compliance objectives.

Module 6: Performance Measurement and Service Monitoring

Select process cycle time, error rate, and rework frequency as core metrics for a redesigned HR onboarding process.
Decide whether to use real-time dashboards or periodic reports for monitoring redesigned process performance.
Align process KPIs with organizational OKRs while ensuring they reflect stakeholder-defined service outcomes.
Address data quality issues in source systems that distort performance measurement accuracy.
Define thresholds for automated alerts when process deviations exceed acceptable tolerances.
Assign ownership for monitoring specific metrics across shared or cross-functional processes.
Adjust performance targets after process stabilization to reflect new baseline performance.
Integrate customer satisfaction scores with operational metrics to evaluate holistic service performance.

Module 7: Change Management and Organizational Adoption

Develop role-specific training materials for supervisors and frontline staff based on redesigned workflows.
Identify early adopters in each department to champion the new process and provide peer support.
Plan a phased rollout schedule to minimize disruption during transition from legacy to new processes.
Address resistance from employees who perceive automation as a threat to job security.
Update job descriptions and performance evaluations to reflect new process responsibilities.
Coordinate with HR to manage staffing levels during process simplification that reduces manual effort.
Conduct post-implementation reviews to capture lessons learned and adjust adoption strategies.
Use process conformance reports to identify teams deviating from redesigned workflows and intervene.

Module 8: Technology Enablement and System Integration

Select a low-code platform for process automation based on integration capabilities with legacy ERP systems.
Define API contracts between workflow engine and customer database to ensure real-time data synchronization.
Decide whether to modify core system functionality or build a middleware layer to support new process logic.
Implement error handling and retry mechanisms for failed system-to-system communications.
Configure role-based access controls in the workflow system to align with revised process responsibilities.
Test failover procedures for mission-critical processes hosted on cloud-based automation platforms.
Archive historical process data in a queryable format to support continuity and audit needs.
Validate that system-generated timestamps meet legal requirements for process event logging.

Module 9: Continuous Improvement and Governance Review

Schedule quarterly governance reviews to assess redesigned process performance against service objectives.
Establish a backlog of process improvement opportunities based on user feedback and metric trends.
Decide whether to initiate a full redesign cycle or incremental adjustments based on performance gaps.
Update process documentation and training materials following approved changes to workflows.
Reassess stakeholder relevance and engagement methods when business models evolve.
Conduct internal audits to verify adherence to ISO 22361 requirements in ongoing process governance.
Integrate lessons from process deviations into updated design standards and governance policies.
Report process health metrics to executive leadership as part of enterprise risk and performance reporting.