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Business Process Change, 3rd Edition

Book Description

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

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Business Process Change
  5. Copyright
  6. Dedication
  7. Foreword
  8. Preface to the Third Edition
  9. Introduction
  10. Chapter One. Business Process Change
    1. Organizations as Systems
    2. Systems and Value Chains
    3. The Six Sigma Movement
    4. Business Process Change in the 1990<span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="smallcaps">S</span>
    5. Lean and the Toyota Production System
    6. Other Process Change Work in the 1990<span xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" class="smallcaps">S</span>
    7. A Quick Summary
    8. Business Process Change in the New Millennium
    9. What Drives Business Process Change?
    10. Notes and References
  11. Part I. Organization-Wide Concerns
    1. Introduction
    2. Chapter Two. Strategy, Value Chains, Business Initiatives, and Competitive 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. Business Models
      10. Business Initiatives
      11. Summary
      12. Notes and References
    3. Chapter Three. Understanding Your Organization
      1. A Comprehensive Business Process Method
      2. Strategy and Enterprise BPM
      3. Understand the Enterprise
      4. The Traditional View of an Organization’s Structure
      5. A Case Study of Organization Transformation
      6. The Systems View of an Organization
      7. Models and Diagrams
      8. Organization Diagrams
      9. Organizations and Value Chains
      10. Systems and Processes
      11. Notes and References
    4. Chapter Four. Business Architecture
      1. The Supply Chain Council’s SCOR Framework
      2. Business Architecture: The IT Approach
      3. Business Process Architecture
      4. Defining an Architecture Using a Framework
      5. The Supply Chain Council’s SCOR Framework
      6. Developing a Supply Chain Architecture with SCOR
      7. The Extension of SCOR
      8. Another Approach
      9. Summary
      10. Notes and References
    5. Chapter Five. Measuring Process Performance
      1. Key Measurement Terms
      2. Developing a Comprehensive Measurement System
      3. Balanced Scorecard and Process Measures
      4. Aligning Process Measures
      5. Deriving Measures from Business Process Frameworks
      6. Putting It All Together
      7. Completing the Business Process Architecture Worksheet
      8. Notes and References
    6. Chapter Six. Process Management
      1. The Process Perspective
      2. What is Management?
      3. Matrix Management
      4. The Management of Outsourced Processes
      5. Value Chains and Process Standardization
      6. Management Processes
      7. Documenting Management Processes in an Architecture
      8. Completing the Business Process Architecture Worksheet
      9. Notes and References
    7. Chapter Seven. 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
  12. Part II. Process Level Concerns
    1. Introduction
    2. Chapter Eight. 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. Creating a Business Case for a Process Change Project
      8. Notes and References
    3. Chapter Nine. Modeling Business Processes
      1. Process Flow Problems
      2. Day-to-Day Management Problems
      3. Process Flow Diagrams
      4. Flow Diagramming Basics
      5. More Process Notation
      6. As-Is, Could-Be, and To-Be Process Diagrams
      7. Case Management
      8. Notes and References
    4. Chapter Ten. Human Performance Analysis, Automation, and Decision Management
      1. Analyzing a Specific Activity
      2. Analyzing Human Performance
      3. Managing the Performance of Activities
      4. Automating the Enter Expense Reports Activity
      5. Empowering Employees
      6. Analyzing a Completely Automated Activity
      7. Decision Management
      8. Knowledge Workers, Cognitive Maps, and Decision Management
      9. Notes and References
    5. Chapter Eleven. Managing and Measuring a Specific Business Process
      1. Representing Management Processes
      2. The 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
      10. Notes and References
    6. Chapter Twelve. Incremental Improvement with Lean and Six Sigma
      1. Six Sigma
      2. The Six Sigma Concept
      3. The Six Sigma Approach to Process Improvement
      4. Phases in a Six Sigma Improvement Project
      5. Lean
      6. Summary
      7. Notes and References
    7. Chapter Thirteen. 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
      11. Notes and References
    8. Chapter Fourteen. The Rental Cars-R-Us Case Study
      1. Rental Cars-R-Us
      2. Phase 1: Understand the Project
      3. Phase 2: Analyze the Business Process
      4. Phase 3: Redesigning the Rental Process
      5. Phase 4: Implement the Redesigned Business Process
      6. Phase 5: Roll Out the New Rental Process
      7. Notes and References
  13. Part III. Implementation Level Concerns
    1. Introduction
    2. Chapter Fifteen. 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. Notes and References
    3. Chapter Sixteen. Business Process Management Suites
      1. Process Diagrams and BPMS Engines
      2. What Features Might a BPM Suite Include?
      3. BPMS and BAM
      4. BPMS, SOA, and the Cloud
      5. Choosing a BPMS Product
      6. The Current BPMS Market
      7. Some Leading BPMS Vendors
      8. Market Trends
      9. Process Modeling Tools vs BPMS Suites
      10. Creating a BPMS Application
      11. Notes and References
    4. Chapter Seventeen. 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. Enterprise Resource Planning and Business Process Management Suite
      7. ERP vs BPMS Applications
      8. Notes and References
    5. Chapter Eighteen. The Future of Business Process Management
  14. Appendix 1. Business Problem Analysis Checklist
  15. Appendix 2. Core Business Process Modeling Notation
  16. Appendix 3. Business Process Standards
  17. Index