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Business Process Management Training and Certification Program: A Slovenian-Romanian Collaboration Experience

Listed author(s):
  • Anca Draghici

    (Politehnica University of Timisoara, Romania)

  • Cristian Olariu

    (Politehnica University of Timisoara, Romania)

  • Tomislav Rozman

    (Bicero d.o.o., Slovenia)

The paper presents a Slovenian – Romanian collaboration experience in the context generated by the Certified Business Process Manager - CertiBPM project (under the Leonardo da Vinci Programme, project no. 2010-1-RO1-LEO05-07445). The experience (wisdom, knowledge, information) gained by a Slovenian group of trainers in building, disseminating and practically implementing a BPM training program has been transferred to the Romanian market, by means of a group of Romanian trainers, using the basic knowledge already existing in the field. The motivation of the described collaboration has risen-up from the needs of the modern organizations directed to improving their BPM implementation process. It is known that the most difficult managerial approach is the Implementation Level that is focused on the role information technology and human resources play in developing the soft assets required for executing the business processes. At this level, managers, supervisors, specialists will need to go through a learning process during which they gather new information, experience certain emotions, and try out new things to understand the change content, directions and meanings. The key factor in accelerating the BPM implementation process is linked with the correct employers’ involvement in an adequate BPM training program. CertiBPM training program can be a feasible solution for satisfying this organizational need. The main ideas approached and discussed under this training program are further on briefly outlined: (1) the improved BPM training program design process (the design of the skill set for the new profession and of the training program structure); (2) the development of the transfer of innovation process, seen as a knowledge transfer and share; (3) methodological aspects regarding the procedure of certification by the European Qualification and Certification Association (the certification body); (4) brief overview of the CertiBPM learning units and elements.

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This chapter was published in: Anca Draghici & Cristian Olariu & Tomislav Rozman , , pages 651-663, 2012.
This item is provided by International School for Social and Business Studies, Celje, Slovenia in its series Knowledge and Learning: Global Empowerment; Proceedings of the Management, Knowledge and Learning International Conference 2012 with number 651-663.
Handle: RePEc:isv:mklp12:651-663
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