ABPMP CBPA - ABPMP International Certified Business Process Associate (CBPA) Exam

Processes generally consist of the followingtypes of activities:

Value-adding activities: Directly contribute to process output.

Handoff activities: Transfer responsibility or information.

Control activities: Ensure the process is under guidance and meets standards.

“Process activities can be grouped as value-adding, control, and handoff to capture their function and impact on process performance.”

– ABPMP CBOK®, Chapter 2 – Process Modeling

Industry reference models such asAPQC's Process Classification Framework (PCF)orSCORare used toclassify and standardize business processes. They serve as ataxonomy for benchmarking and aligning process definitionsacross departments or industries.

“Industry frameworks provide a structured way to classify business processes, making them useful for benchmarking, standardization, and identifying improvement opportunities.”

– ABPMP CBOK®, Chapter 8 – Enterprise Process Management

Process transformationinvolves afundamental changeto how a business process operates. This may involvereplacing old processes with new ones, especially when the current design no longer aligns with business goals or market needs.

“Transformation efforts aim at redesigning processes to significantly enhance performance or create entirely new ways of operating that align with strategic shifts.”

– ABPMP CBOK®, Chapter 7 – Process Transformation

Drivers for transformation include:

Technological disruption

Mergers or acquisitions

Customer behavior changes

TheSIPOCdiagram stands forSupplier, Input, Process, Output, and Customer. It is used at a high level to identify all relevant elements of a business process improvement projectbefore detailed mapping begins. It helps define process boundaries and the relationship between inputs and outputs.

“The SIPOC model is a high-level process map that shows the Suppliers, Inputs, Process, Outputs, and Customers for a process. It is commonly used in Six Sigma and Lean methodologies.”

– ABPMP CBOK®, Chapter 2 – Process Modeling

Thecentral purpose of BPMis to ensure that processes are not just efficient, but alsostrategically alignedwith the organization’s goals. Performance measurement and improvement efforts should support the achievement ofbroader business objectives.

“BPM aims to align processes with strategic objectives, ensuring that performance management is not just operational, but also strategic in nature.”

– ABPMP CBOK®, Chapter 6 – Process Performance Management

KPIs and metrics are thetools, but thegoalis alignment to strategy. This ensures that:

Resources are directed toward value creation

Improvements support business direction

Decision-making is strategic and data-informed

Process analysisis used to examine how well an organization’s processes are performingin alignment with strategic goals and operational objectives. It evaluates theefficiency, effectiveness, and value contributionof existing processes.

“Process analysis involves gathering and evaluating data about how work is performed to determine if processes are efficient, effective, and aligned with business objectives.”

– ABPMP CBOK®, Chapter 4 – Process Analysis

It supports:

Performance improvement

Identification of bottlenecks

Alignment with strategy and customer needs

Process ownersare accountable formonitoring process performanceand ensuring that deviations from expected outcomes are identified and corrected. They serve as the central point forescalation, analysis, and resolution.

“The process owner is responsible for monitoring, diagnosing, and correcting performance issues. This includes responding when KPIs indicate the process is outside control thresholds.”

– ABPMP CBOK®, Chapter 6 – Process Performance Management