UID:
edoccha_9958100090502883
Umfang:
1 online resource (520 p.)
Ausgabe:
3rd edition.
ISBN:
0-12-800522-X
Serie:
The MK/OMG Press
Inhalt:
"Business Process Change 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."
Anmerkung:
Description based upon print version of record.
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Front Cover -- BUSINESS PROCESS CHANGE -- FEATURES -- ABOUT THE AUTHOR -- PRAISE FOR BUSINESS PROCESS CHANGE -- Business Process Change: A BUSINESS PROCESS MANAGEMENT GUIDE FOR MANAGERS AND PROCESS PROFESSIONALS -- Copyright -- Dedication -- CONTENTS -- FOREWORD -- PREFACE TO THE THIRD EDITION -- Introduction -- LEVELS OF CONCERNS -- BUSINESS PROCESS CHANGE AND MANAGEMENT -- THE EVOLUTION OF AN ORGANIZATION'S UNDERSTANDING OF PROCESS -- THE VARIETY OF OPTIONS -- THE VARIETY OF SOLUTIONS -- HOW THIS BOOK IS ORGANIZED -- NOTES AND REFERENCES -- 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 -- 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.
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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 -- Chapter Eight - Understanding and Scoping Process Problems -- WHAT IS A PROCESS? -- PROCESS LEVELS AND LEVELS OF ANALYSIS -- SIMPLE AND COMPLEX PROCESSES -- BUSINESS PROCESS PROBLEMS.
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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.
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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 -- 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 -- OUTPUT PROBLEMS -- INPUT PROBLEMS -- GUIDE PROBLEMS -- ENABLER PROBLEMS -- PROCESS ACTIVITY AND FLOW PROBLEMS -- PROBLEMS WITH THE MANAGEMENT OF A PROCESS -- Appendix 2 - Core Business Process Modeling Notation -- AN OVERVIEW OF A BPMN DIAGRAM USED FOR BUSINESS PROCESS ANALYSIS AND REDESIGN -- AN ACTIVITY -- AN EVENT -- A GATEWAY -- A SEQUENCE FLOW -- A MESSAGE FLOW -- A DATA OBJECT -- AN ASSOCIATION -- A POOL WITH SWIMLANES.
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A FEW EXTENSIONS OF THE ACTIVITY RECTANGLE -- A FEW EXTENSIONS OF THE EVENT CIRCLE -- INITIAL OR START EVENT -- INTERMEDIATE EVENT -- TERMINAL OR END EVENT -- A FEW EXTENSIONS OF THE GATEWAY DIAMOND -- SOME OTHER NOTATIONS THAT WE OCCASIONALLY USE -- BPTRENDS SPECIAL NOTATION -- Appendix 3 - Business Process Standards -- ORGANIZATION LEVEL BUSINESS PROCESS STANDARDS -- PROCESS LEVEL BUSINESS PROCESS STANDARDS -- BUSINESS PROCESS STANDARDS FOR IMPLEMENTATION -- THE FUTURE OF STANDARDS -- INDEX.
Weitere Ausg.:
ISBN 9780128003879 (Paperback)
Sprache:
Englisch
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