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Business Process Change, 2nd Edition

Book Description

Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is part of his or her job. BUSINESS PROCESS MANAGEMENT (or BPM) is what they call these activities that companies perform in order to improve and adapt processes that will help improve the way they do business.

In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition are coverage of business process management systems, business rules, enterprise architectures and frameworks (SCOR), and more content on Six Sigma and Lean--in addition to new coverage of performance metrics.

* Extensive revision and update to the successful BPM book, addressing the growing interest in Business Process Management Systems, and the integration of process redesign and Six Sigma concerns.

* The best first book on business process, the most up-to-date book to read to learn how all the different process elements fit together.

* Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign.

* Offers all new detailed case studies showing how these methods are implemented.

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Business Process Change
  5. Praise for Business Process Change
  6. Copyright
  7. Dedication
  8. Foreword
  9. Preface to the Second Edition
  10. Introduction
    1. Levels of Concerns
    2. Business Process Change and Management
    3. The Evolution of an Organization’s Understanding of Process
    4. The Variety of Options
    5. The Variety of Solutions
    6. How This Book Is Organized
  11. Chapter 1: Business Process Change
    1. Organizations as Systems
    2. Systems and Value Chains
    3. The Six Sigma Movement
    4. Business Process Change in the 1990s
    5. Other Process Change Work in the 1990s
    6. A Quick Summary
    7. Business Process Change in the New Millennium
    8. What Drives Business Process Change?
  12. PART I: ENTERPRISE-LEVEL CONCERNS
    1. INTRODUCTION TO ENTERPRISE-LEVEL CONCERNS
    2. Chapter 2: Strategy, Value Chains and Competive Advantage
      1. Defining a Strategy
      2. Porter’s Model of Competition
      3. Industries, Products, and Value Propositions
      4. Strategies for Competing
      5. Porter’s Theory of Competitive Advantage
      6. Porter’s Strategic Themes
      7. Treacy and Wiersema’s Positioning Strategies
      8. The Balanced Scorecard Approach to Strategy
      9. Summary
    3. Chapter 3: Understanding the Enterprise
      1. The BPTrends Enterprise Methodology
      2. Strategy and Enterprise BPM
      3. Understand the Enterprise
      4. The Traditional View of an Organization’s Structure
      5. The Systems View of an Organization
      6. Models and Diagrams
      7. Organization Diagrams
      8. Organizations and Value Chains
      9. Systems and Processes
    4. Chapter 4: Process Architecture and Organizational Alignment
      1. Process Hierarchies
      2. Defining a Business Process Architecture
      3. Completing a Worksheet
      4. Core, Support and Management Processes
      5. Aligning Managers, Measures and Resources
      6. Defining a Business Process Architecture
      7. Developing a Supply Chain Architecture with SCOR
      8. The Extension of SCOR
      9. The Extension of SCOR at HP
      10. Other Approaches
      11. From Strategy Statements to a Process Architecture
    5. Chapter 5: Process Management
      1. What Is Management?
      2. Matrix Management
      3. The Management of Outsourced Processes
      4. Value Chains and Process Standardization
      5. Management Processes
      6. Documenting Management Processes in an Architecture
      7. Completing the Business Process Architecture Worksheet
    6. Chapter 6: Measuring Process Performance
      1. What Is Measurement?
      2. Balanced Scorecard and Process Measures
      3. Aligning Process Measures
      4. Deriving Measures from Business Process Frameworks
      5. Putting It All Together
      6. Completing the Business Process Architecture Worksheet
    7. Chapter 7: An Executive Level BPM Group
      1. What Does a BPM Group Do?
      2. Create and Maintain the Enterprise Business Process Architecture
      3. Identify, Prioritize and Scope Business Process Change Projects
      4. Help Create, Maintain, and Manage the Process Performance System
      5. Help Create and Support the Process Manager System
      6. Recruit, Train and Manage Business Process Change Professionals
      7. Manage Risk/Compliance Reporting and Documentation
      8. A Case Study: Boeing’s GMS Division
      9. Summary
      10. The BPM Group
      11. Notes and References
  13. PART II: PROCESS LEVEL CONCERNS
    1. INTRODUCTION TO PROCESS LEVEL CONCERNS
    2. Chapter 8: Understanding and Scoping Process Problems
      1. What Is a Process?
      2. Process Levels and Levels of Analysis
      3. Simple and Complex Processes
      4. Business Process Problems
      5. The Initial Cut: What is the Process?
      6. Refining an Initial Process Description
      7. Redesign, Improvement and Lean Six Sigma
      8. Creating a Business Case for a Process Change Project
    3. Chapter 9: Modeling Processes
      1. Process Diagram Basics
      2. More Process Notation
      3. As-ls, Could-Be and To-Be Process Diagrams
    4. Chapter 10: Task Analysis, Knowledge Workers and Business Rules
      1. Analyzing a Specific Activity
      2. Analyzing Human Performance
      3. Managing the Performance of Activities
      4. Automating the Enter Expense Reports Activity
      5. Analyzing a Completely Automated Activity
      6. Knowledge Workers, Cognitive Maps and Business Rules
      7. Activities, Job Descriptions and Applications
    5. Chapter 11: Managing and Measuring Business Processes
      1. Representing Management Processes
      2. The Process Management Process
      3. Plan Work
      4. Organize Work
      5. Communicate
      6. Control Work
      7. Evaluating the Performance of the Process Manager
      8. Continuous Measurement and Improvement
      9. Management Redesign at Chevron
    6. Chapter 12: Process Improvement with Six Sigma
      1. Six Sigma
      2. The Six Sigma Concept
      3. The Six Sigma Approach to Process Improvement
      4. Six Sigma Teams
      5. Phases in a Six Sigma Improvement Project
      6. Define
      7. Measure
      8. Analyze
      9. Improve
      10. Control
      11. Lean
      12. TRIZ
    7. Chapter 13: The BPTrends Process Redesign Methodology
      1. Why Have a Methodology?
      2. How Does It All Begin?
      3. What Happens?
      4. Who Makes It All Happen?
      5. Phase 1: Understanding the Project
      6. Phase 2: Analyze Business Process
      7. Phase 3: Redesign Business Process
      8. Phase 4: Implement Redesigned Process
      9. Phase 5: Roll-out the Redesigned Process
      10. Summary
  14. PART III: IMPLEMENTATION LEVEL CONCERNS
    1. INTRODUCTION TO IMPLEMENTATION LEVEL CONCERNS
    2. Chapter 14: The Ergonomic Systems Case Study
      1. Ergonomic Systems, Inc.
      2. An E-Business Strategy
      3. Phase 1: Understand the Redesign of the Order Process Project
      4. Phase 2: Analyzing the Order Fulfillment Process
      5. Phase 3: Redesigning the New Order Process
      6. Phase 4: Implement Redesigned Business Process
      7. Phase 5: Roll-out the New Order Process
    3. Chapter 15: Software Tools for Business Process Analysis and Design
      1. Why Use Business Process Software?
      2. The Variety of Business Process Tools
      3. A Professional BP Modeling Tool
      4. Modeling the Ergonomics Case
    4. Chapter 16: Business Process Management Suites
      1. What Features Might a BPM Suite Include?
      2. BPMS and BAM
      3. The BPMS Technology Continuum
      4. BPEL
      5. BPMS and SOA
      6. Choosing a BPMS Product
      7. The BPMS Market
      8. Process Modeling Tools vs. BPMS Suites
      9. Creating a BPMS Application
    5. Chapter 17: ERP-Driven Redesign
      1. Processes, Packages and Best Practices
      2. A Closer Look at SAP
      3. Implementing an ERP-Driven Design
      4. Case Study: Nestlé USA Installs SAP
      5. Using BPMS to Improve ERP Installations
      6. ERP and BPMS
      7. ERP vs. BPMS Applications
    6. Chapter 18: Conclusions
  15. Appendix I: Business Process Modeling Notation BPMN CORE NOTATION
  16. Appendix II: Business Process Standards
    1. Enterprise Level Business Process Standards
    2. Process Level Business Process Standards
    3. Business Process Standards for Implementation
    4. The Future of Standards
  17. Index
  18. About the Author