You are previewing The Complete Business Process Handbook.
O'Reilly logo
The Complete Business Process Handbook

Book Description

The Complete Business Process Handbook is the most comprehensive body of knowledge on business processes with revealing new research. Written as a practical guide for Executives, Practitioners, Managers and Students by the authorities that have shaped the way we think and work with process today. It stands out as a masterpiece, being part of the BPM bachelor and master degree curriculum at universities around the world, with revealing academic research and insight from the leaders in the market.

This book provides everything you need to know about the processes and frameworks, methods, and approaches to implement BPM. Through real-world examples, best practices, LEADing practices and advice from experts, readers will understand how BPM works and how to best use it to their advantage. Cases from industry leaders and innovators show how early adopters of LEADing Practices improved their businesses by using BPM technology and methodology. As the first of three volumes, this book represents the most comprehensive body of knowledge published on business process. Following closely behind, the second volume uniquely bridges theory with how BPM is applied today with the most extensive information on extended BPM. The third volume will explore award winning real-life examples of leading business process practices and how it can be replaced to your advantage.

  • Learn what Business Process is and how to get started
  • Comprehensive historical process evolution
  • In-depth look at the Process Anatomy, Semantics and Ontology
  • Find out how to link Strategy to Operation with value driven BPM
  • Uncover how to establish a way of Thinking, Working, Modelling and Implementation
  • Explore comprehensive Frameworks, Methods and Approaches
  • How to build BPM competencies and establish a Center of Excellence
  • Discover how to apply Social BPM, Sustainable and Evidence based BPM
  • Learn how Value & Performance Measurement and Management
  • Learn how to roll-out and deploy process
  • Explore how to enable Process Owners, Roles and Knowledge Workers
  • Discover how to Process and Application Modelling
  • Uncover Process Lifecycle, Maturity, Alignment and Continuous Improvement
  • Practical continuous improvement with the way of Governance
  • Future BPM trends that will affect business
  • Explore the BPM Body of Knowledge

Table of Contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Authors Biographies
  6. Foreword
  7. Abbreviation Meaning
  8. Introduction to the Book
  9. Phase 1: Process Concept Evolution
    1. Introduction
    2. Process Concept Evolution
  10. Phase 2: Process Concept Evolution
    1. Introduction
    2. Gantt Chart
    3. Frank B. Gilbreth
    4. Allan H. Mogensen
    5. Boeing B17
    6. Benjamin S. Graham
    7. ASME: American Society of Mechanical Engineers
    8. Functional Flow Block Diagram of PERT
    9. Data Flow Diagrams and IDEF
    10. Zero Defects
    11. Toyota Production System
  11. Phase 3: Process Concept Evolution
    1. Introduction
    2. Prof. Dr. H.C. Mult. August-Wilhelm Scheer
    3. John A. Zachman—the Arrival of Enterprise Architecture
    4. Lean Thinking, Lean Practice and Lean Consumption
    5. Business Process Reengineering
    6. Total Quality Management
    7. Tools for TQM
    8. Six Sigma
  12. Phase 4: What Is Business Process Management?
    1. Introduction
    2. Definition and Research
    3. Insights Gained
    4. Conclusion: One Common Definition
  13. The BPM Way of Thinking
    1. Introduction
  14. The Value of Ontology
    1. Introduction
    2. What is Ontology?
    3. Ontology Classification Based on Context Dependency
    4. Ontology Maturity and the Maturing Process
    5. State of the Art
    6. Conclusions and Directions for Future Research
  15. The BPM Ontology
    1. Introduction
    2. The BPM Ontology as a Folksonomy: Sharing Fundamental Process Concepts
    3. The BPM Ontology as a Thesaurus: Structuring Process Knowledge by Defining Relations
    4. The BPM Ontology as a Frame: The Ontological Structure of the LEADing Practice Process Meta Model
    5. Discussion of the BPM Ontology
    6. Summary
  16. Process Tagging—A Process Classification and Categorization Concept
    1. Introduction
    2. Logical Clustering: Learning from other Areas
    3. Conceptual and Logical Process Classification and Categorization
    4. Classification of Process by Method of Execution
    5. The Nature of Process Decomposition
    6. Describing Work
    7. Process Area
    8. Process Group
    9. Process
    10. The Nature of Processes
    11. Process Lifecycle Verb Taxonomy
    12. Process Step
    13. The Nature of Process Steps
    14. Activity
    15. The Nature of Activity
    16. The Work System
    17. Procedure
    18. Connecting the Work Spaces
    19. Process Scenarios
    20. Process Type
    21. Process Tier
    22. Process Nature
    23. Miscategorization and Misclassification
    24. Conclusions
  17. Why Work with Process Templates
    1. Introduction
    2. The Relationship Between Business Process Management Ontology and Process Templates
    3. What are Process Templates?
    4. Process Maps
    5. Process Matrix
    6. Process Model
    7. The Most Common Process Templates
    8. Benefits of Process Templates
    9. Conclusion
  18. The BPM Way of Working
    1. Introduction
  19. Business Process Trends
    1. Introduction
    2. The Importance of Trends
    3. Maturity of the Subject
    4. Mega trends
    5. Emerging Trends
    6. Process Trends
    7. Early Adoption
    8. Early Adopter of Process Trends
    9. Industry Adoption
    10. Standard Adoption
    11. Standards Adoption of Process Trends
    12. Conclusion
  20. BPM Center of Excellence
    1. Introduction
    2. The Challenge BPM CoE Faces
    3. What Happens Without a BPM CoE?
    4. Cause and Effect Matrix
    5. Lessons Learned Regarding BPM CoE
    6. Conclusion
  21. Understanding Business Process Management Roles
    1. Introduction
    2. Motivation for Defining Your BPM Roles
    3. Relevance Context
    4. What Is a Role?
    5. Standards that Link to Role Concepts
    6. Current Methods
    7. Role Context
    8. Abilities to Act
    9. Role Profile
    10. Common Roles Involved with Role Modeling
    11. Roles within BPM
    12. Typical BPM CoE Roles
    13. Additional Roles
    14. Role Profile within BPM CoE
    15. Role Profile Within BPM Projects
    16. Conclusion
  22. Working with the Business Process Management (BPM) Life Cycle
    1. Introduction
    2. Phase 1: Analyze—Project Preparation and Blueprint
    3. Phase 2: Design—Project Realization and Design
    4. Phase 3: Build—Final Project Preparation
    5. Phase 4: Deploy/Implement—Go Live
    6. Phase 5: Run/Maintain—Run Processes and Govern Performance
    7. Phase 6: Continuous Improvement—Continuously Optimize and Develop Processes
    8. Conclusion
  23. The Chief Process Officer: An Emerging Top Leadership Role
    1. Introduction
    2. The Emerging Role of the CPO
    3. Key Tasks of the CPO
    4. Positioning of the CPO in the Organization
    5. Conclusion
  24. iBPM—Intelligent Business Process Management
    1. The Evolution of Intelligent BPM
    2. From Automation to Orchestration: The Realignment of BPM Around Service-Oriented Architectures
    3. Apply SOA Strategies to Integrating Unstructured Information
    4. Realizing Adaptability: Shifting from Event-Driven to Goal-Driven
    5. Phase Three: Intelligent BPM
    6. Intelligent BPM Leverages Big Data
    7. The Value of Social Media to Intelligent BPM
    8. Conclusion
  25. Evidence-Based Business Process Management
    1. Introduction
    2. Evidence-Based BPM: What for?
    3. The Answer: Process Mining
    4. Descriptive Approaches
    5. Process Performance Analytics
    6. Automated Process Discovery
    7. Model Enhancement
    8. Deviance Mining
    9. Process Variant and Outlier Identification
    10. Predictive Approaches
    11. Case Studies and Lessons in Evidence-Based BPM
    12. Case Studies in Automated Process and Variant Discovery
    13. Case Studies in Deviance Mining
    14. Case Studies in Predictive Monitoring
    15. Conclusion
  26. Social Media and Business Process Management
    1. Introduction
    2. The Digital Mind-set Is Changing
    3. Social Media Are Reshaping Business
    4. Enabling Customer-Centricity
    5. Lessons Learned Around Social-Oriented Process Modeling
    6. Target Marketing Campaigns with Social Media
    7. Improving the Prospect Qualification Process
    8. Customer Profile Data for Process (Simplification)
    9. Customer Notifications for Process (Visibility)
    10. Alternative Channels for Sales
    11. Selection of the Right Offering/Solution
    12. Social Media and BPM for Customer Servicing
    13. Customer Relationship Management
    14. Social Media Process Flow
    15. Conclusion
  27. BPM and Maturity Models
    1. Introduction
    2. Historic Development of Maturity Models
    3. The Different Stages of Maturity Models
    4. The Missing Parts of the Maturity Models
    5. BPM Maturity Model
    6. Maturity Levels
    7. From Maturity Level Assessment to Maturity Benchmark
    8. Conclusion
  28. The BPM Way of Modeling
    1. Introduction
  29. Business Process Model and Notation—BPMN
    1. Introduction
    2. What Is BPMN?
    3. The Historic Development of BPMN
    4. The BPMN Notations/Shapes
    5. BPMN Diagrams
    6. To Point (1) Private (Internal) Business Processes
    7. Public Processes
    8. Collaborations
    9. To Point (2) Choreography
    10. To Point (3) Conversations
    11. BPMN Usage
    12. Diagram Point of View
    13. Understanding the Behavior of Diagrams
    14. BPMN Example
    15. BPMN Caveats
    16. The Future of BPMN
    17. Fulfilling the BPMN Vision
    18. Implementation Level Modeling
    19. Case Management Modeling
    20. Conclusions
  30. Variation in Business Processes
    1. Introduction
    2. Business Process Variances: What Is It?
    3. Complications and Challenges
    4. Solution Description
    5. Cost Calculation of Process Variances
    6. Lessons Learned
    7. Conclusion and Summary
  31. Focusing Business Processes on Superior Value Creation: Value-oriented Process Modeling
    1. Introduction
    2. Value Is a Different Kind of Concept for Process Teams
    3. Conclusion
  32. Sustainability Oriented Process Modeling
    1. Introduction
    2. Situation, Complications, and the Main Questions
    3. Conditions, Circumstances, and Complexity
    4. The Main Questions Covered
    5. The Answer
    6. The Way of Thinking Around Sustainability Oriented Process Modeling
    7. Sustainability Oriented Process Modeling: The Way of Working
    8. Sustainability Oriented Process Modeling: Way of Modeling
    9. Sustainability Oriented Process Modeling: Way of Implementing
    10. Sustainability Oriented Process Modeling: Way of Governing
    11. Benefits of Combining BPM and Sustainability Oriented Process Modeling
    12. Conclusions
  33. Information Modeling and Process Modeling
    1. Introduction
    2. Intended Audience
    3. Process Life Cycle
    4. Process Attributes
    5. Why the Subject Is Important and the Problems and Challenges It Will Solve
    6. Information Models Within As-Is and To-Be Models
    7. Example As-Is Model (Sales and Distribution)
    8. Example of To-Be (BPMN) Model (Materials Management)
    9. Lesson Learned
    10. What Worked
    11. What Did Not Work
    12. Conclusions
  34. The BPM Way of Implementation and Governance
    1. Introduction
  35. Applying Agile Principles to BPM
    1. Introduction
    2. What Is Agile?
    3. Agile Characteristics
    4. Agile Values
    5. Agile Principles
    6. Agile Practices
    7. Agile versus Traditional Ways of Working
    8. Agile BPM
    9. Agility Adoption and Improvement Model
    10. Conclusion
  36. BPM Change Management
    1. Introduction
    2. Lessons Learned Around BPM Change Management
    3. Lessons Learned of the Outperformers and Underperformers
    4. Lessons Learned Around Benefit and Value Realization
    5. Leading Practice Suggestions on What Really Works Well
    6. Conclusion
  37. Business Process Management Governance
    1. Introduction
    2. Why is BPM Governance Important?
    3. What is BPM Governance?
    4. BPM Center of Excellence and Governance
    5. How Does BPM Governance Work?
    6. BPM Governance and Incident Management
    7. BPM Portfolio Management and Governance
    8. Lessons Learned
    9. Benefits and Value of BPM Governance
    10. Conclusions
  38. Business Process Portfolio Management
    1. From Business Process Management to Business Process Portfolio Management
    2. Common Pitfalls When Implementing BPPM
    3. Establishing BPPM
    4. Comparison of PPM, BPPM, and BPM
    5. Creating a BPPM Competency
    6. Alignment Considerations When Implementing BPPM
    7. BPPM Life Cycle
    8. Business Process Hierarchy
    9. BPPM Information, Measurements, and Reporting
    10. Summary of Establishing BPPM
    11. Lessons Learned From Implementing BPPM
    12. Right Time to Implement BPPM
    13. Effect of Limited or No Implemented BPPM in the Long Run
    14. Conclusions
  39. Real-Time Learning: Business Process Guidance at the Point of Need
    1. Introduction
    2. Real-Time Learning to Close the Knowledge Gap
    3. Electronic Performance Support: Delivering Knowledge at the Point of Need
    4. Business Process Guidance
    5. Components of a BPG System
    6. BPG in Practical Use
    7. Supporting Entry of Correct Data
    8. Supporting Multiple Applications
    9. Enhancing Communication with the Support Desk
    10. Introducing BPG in an Organization
    11. Major Steps to Create the Repository
    12. Conclusions and Outlook
  40. Business Process Management Alignment
    1. Introduction
    2. Background to a New Way of Looking at Alignment for BPM
    3. Alignment of BPM
    4. Establishing Alignment to BPM
    5. Business Scenarios That Would Require Business Process Alignment
    6. Benefits of BPM Alignment
    7. Conclusions
  41. Business Process Outsourcing
    1. Introduction
    2. Business Process Outsourcing: What Is It?
    3. Business Process Outsourcing Value Case
    4. The BPO Market
    5. Business Process Outsourcing: Possible Pitfalls
    6. Business Process Outsourcing: How to Go About It
    7. Conclusions
  42. The Business Process Management Way of Training and Coaching
    1. Introduction
  43. The Need for a Standardized and Common Way of Process Training
    1. Introduction
    2. Skills Requirements
    3. Learning Versus Forgetting Curve
    4. Standardized Way of Training for Process Professionals
  44. Process Expert Training
    1. Content of the Program
    2. Process Expert Learning Model
    3. What the Practitioner Gets
  45. Process Architect Training
    1. Content of the Program
    2. Process Architect Learning Model
    3. What You Get
  46. Process Engineer Training
    1. Content of the Program
    2. Process Engineer Learning Model
    3. What You Get
    4. Conclusions
  47. Process Owner Training
    1. Program Type
    2. Content of the Program
    3. Process Owner Learning Model
    4. What the Practitioner Gets
  48. Conclusion
  49. Author Index
  50. Subject Index