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Business Process Change
3rd Edition - April 26, 2014
Author: Paul Harmon
Language: English
eBook ISBN:9780128005224
9 7 8 - 0 - 1 2 - 8 0 0 5 2 2 - 4
Business Process Change, 3rd Edition provides a balanced view of the field of business process change. Bestselling author Paul Harmon offers concepts, methods, cases for all aspect…Read more
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Business Process Change, 3rd Edition provides a balanced view of the field of business process change. Bestselling author Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition is new material on the development of business models and business process architecture development, on integrating decision management models and business rules, on service processes and on dynamic case management, and on integrating various approaches in a broad business process management approach.
New to this edition:
How to develop business models and business process architecture
How to integrate decision management models and business rules
New material on service processes and on dynamic case management
Learn to integrate various approaches in a broad business process management approach
Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma
Learn how all the different process elements fit together in this best first book on business process, now completely updated
Tailor the presented methodology, which is based on best practices, to your organization’s specific needs
Understand the human aspects of process redesign
Benefit from all new detailed case studies showing how these methods are implemented
Process practitioners (managers, business analysts, business process architects); students in BPM programs, some Lean and Six Sigma professionals, some IT practitioners
Dedication
Foreword
Preface to the Third Edition
Introduction
Chapter One. Business Process Change
Organizations as Systems
Systems and Value Chains
The Six Sigma Movement
Business Process Change in the 1990S
Lean and the Toyota Production System
Other Process Change Work in the 1990S
A Quick Summary
Business Process Change in the New Millennium
What Drives Business Process Change?
Notes and References
Part I. Organization-Wide Concerns
Introduction
Chapter Two. Strategy, Value Chains, Business Initiatives, and Competitive Advantage
Defining a Strategy
Porter’s Model of Competition
Industries, Products, and Value Propositions
Strategies for Competing
Porter’s Theory of Competitive Advantage
Porter’s Strategic Themes
Treacy and Wiersema’s Positioning Strategies
The Balanced Scorecard Approach to Strategy
Business Models
Business Initiatives
Summary
Notes and References
Chapter Three. Understanding Your Organization
A Comprehensive Business Process Method
Strategy and Enterprise BPM
Understand the Enterprise
The Traditional View of an Organization’s Structure
A Case Study of Organization Transformation
The Systems View of an Organization
Models and Diagrams
Organization Diagrams
Organizations and Value Chains
Systems and Processes
Notes and References
Chapter Four. Business Architecture
The Supply Chain Council’s SCOR Framework
Business Architecture: The IT Approach
Business Process Architecture
Defining an Architecture Using a Framework
The Supply Chain Council’s SCOR Framework
Developing a Supply Chain Architecture with SCOR
The Extension of SCOR
Another Approach
Summary
Notes and References
Chapter Five. Measuring Process Performance
Key Measurement Terms
Developing a Comprehensive Measurement System
Balanced Scorecard and Process Measures
Aligning Process Measures
Deriving Measures from Business Process Frameworks
Putting It All Together
Completing the Business Process Architecture Worksheet
Notes and References
Chapter Six. Process Management
The Process Perspective
What is Management?
Matrix Management
The Management of Outsourced Processes
Value Chains and Process Standardization
Management Processes
Documenting Management Processes in an Architecture
Completing the Business Process Architecture Worksheet
Notes and References
Chapter Seven. An Executive Level BPM Group
What Does a BPM Group Do?
Create and Maintain the Enterprise Business Process Architecture
Identify, Prioritize, and Scope Business Process Change Projects
Help Create, Maintain, and Manage the Process Performance System
Help Create and Support the Process Manager System
Recruit, Train and Manage Business Process Change Professionals
Manage Risk/Compliance Reporting and Documentation
A Case Study: Boeing’s GMS Division
Summary
The BPM Group
Notes and References
Part II. Process Level Concerns
Introduction
Chapter Eight. Understanding and Scoping Process Problems
What is a Process?
Process Levels and Levels of Analysis
Simple and Complex Processes
Business Process Problems
The Initial Cut: What is the Process?
Refining an Initial Process Description
Creating a Business Case for a Process Change Project
Notes and References
Chapter Nine. Modeling Business Processes
Process Flow Problems
Day-to-Day Management Problems
Process Flow Diagrams
Flow Diagramming Basics
More Process Notation
As-Is, Could-Be, and To-Be Process Diagrams
Case Management
Notes and References
Chapter Ten. Human Performance Analysis, Automation, and Decision Management
Analyzing a Specific Activity
Analyzing Human Performance
Managing the Performance of Activities
Automating the Enter Expense Reports Activity
Empowering Employees
Analyzing a Completely Automated Activity
Decision Management
Knowledge Workers, Cognitive Maps, and Decision Management
Notes and References
Chapter Eleven. Managing and Measuring a Specific Business Process
Representing Management Processes
The Management Process
Plan Work
Organize Work
Communicate
Control Work
Evaluating the Performance of the Process Manager
Continuous Measurement and Improvement
Management Redesign at Chevron
Notes and References
Chapter Twelve. Incremental Improvement with Lean and Six Sigma
Six Sigma
The Six Sigma Concept
The Six Sigma Approach to Process Improvement
Phases in a Six Sigma Improvement Project
Lean
Summary
Notes and References
Chapter Thirteen. The BPTrends Process: Redesign Methodology
Why Have a Methodology?
How Does it All Begin?
What Happens?
Who Makes it All Happen?
Phase 1: Understanding the Project
Phase 2: Analyze Business Process
Phase 3: Redesign Business Process
Phase 4: Implement Redesigned Process
Phase 5: Roll Out the Redesigned Process
Summary
Notes and References
Chapter Fourteen. The Rental Cars-R-Us Case Study
Rental Cars-R-Us
Phase 1: Understand the Project
Phase 2: Analyze the Business Process
Phase 3: Redesigning the Rental Process
Phase 4: Implement the Redesigned Business Process
Phase 5: Roll Out the New Rental Process
Notes and References
Part III. Implementation Level Concerns
Introduction
Chapter Fifteen. Software Tools for Business Process Analysis and Design
Why Use Business Process Software?
The Variety of Business Process Tools
A Professional BP Modeling Tool
Notes and References
Chapter Sixteen. Business Process Management Suites
Process Diagrams and BPMS Engines
What Features Might a BPM Suite Include?
BPMS and BAM
BPMS, SOA, and the Cloud
Choosing a BPMS Product
The Current BPMS Market
Some Leading BPMS Vendors
Market Trends
Process Modeling Tools vs BPMS Suites
Creating a BPMS Application
Notes and References
Chapter Seventeen. ERP-Driven Redesign
Processes, Packages, and Best Practices
A Closer Look at SAP
Implementing an ERP-Driven Design
Case Study: Nestlé USA Installs SAP
Using BPMS to Improve ERP Installations
Enterprise Resource Planning and Business Process Management Suite
ERP vs BPMS Applications
Notes and References
Chapter Eighteen. The Future of Business Process Management
Appendix 1. Business Problem Analysis Checklist
Appendix 2. Core Business Process Modeling Notation
Appendix 3. Business Process Standards
Index
No. of pages: 520
Language: English
Edition: 3
Published: April 26, 2014
Imprint: Morgan Kaufmann
eBook ISBN: 9780128005224
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Paul Harmon
Paul Harmon is a cofounder and executive editor at Business Process Trends, an internationally popular website that provides a variety of free articles, columns, surveys and book reviews each month on trends, directions, and best practices in business process management. He is also a cofounder, chief methodologist, and principal consultant of BPTrends Associates, a professional services company providing executive education, training, and consulting services for organizations interested in understanding and implementing business process management. At the same time Mr. Harmon serves as a Senior Consultant for AI with Cutter Consortium.