Kooperativer Bibliotheksverbund

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Umfang: 1 online resource (813 pages) : , illustrations

Ausgabe: 1st edition

ISBN: 0-12-799959-0 , 0-12-800472-X

Inhalt: 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

Anmerkung: Includes index. , Front Cover -- The Complete Business Process Handbook -- Copyright -- Contents -- Author Biographies -- Foreword -- Abbreviations -- Introduction to the Book -- 1: Process Concept Evolution -- INTRODUCTION -- PROCESS CONCEPT EVOLUTION -- Sun Tzu -- Adam Smith -- Taylorism13 -- Henry Ford18 -- End Notes -- 2: Process ConceptEvolution -- INTRODUCTION -- GANTT CHART -- FRANK B. GILBRETH -- ALLAN H. MOGENSEN -- BOEING B17 -- BENJAMIN S. GRAHAM -- ASME: AMERICAN SOCIETY OF MECHANICAL ENGINEERS -- FUNCTIONAL FLOW BLOCK DIAGRAM OF PERT -- PERT: Program Evaluation Review Technique28 -- DATA FLOW DIAGRAMS AND IDEF -- Data Flow Diagram -- Integrated Definition -- IDEF032 Overview: Function Modeling Method -- IDEF134 Overview: Information Modeling Method -- IDEF1X35 Overview: Data Modeling Method -- IDEF336 Overview: Process Description Capture Method -- IDEF437 Overview: Object-Oriented Design Method -- IDEF538 Overview: Ontology Description Capture Method -- ZERO DEFECTS -- TOYOTA PRODUCTION SYSTEM -- Just-In-Time: Productivity Improvement -- End Notes -- 3: Process Concept Evolution -- INTRODUCTION -- PROF. DR. H.C. MULT. AUGUST-WILHELM SCHEER -- Introduction -- A New Way of Thinking: Linking Process and Information Concepts -- Architecture of Integrated Information Systems (ARIS) -- Additional Important Aspects -- Conclusion -- JOHN A. ZACHMAN-THE ARRIVAL OF ENTERPRISE ARCHITECTURE -- Introduction -- The Zachman Framework for Enterprise Architecture -- Perspectives of the Framework -- Conclusion -- LEAN THINKING, LEAN PRACTICE AND LEAN CONSUMPTION -- The evolution of Toyota's practices -- The evolving understanding of Lean -- The spread of Lean and Lean Consumption -- Conclusion -- BUSINESS PROCESS REENGINEERING -- Dr Michael Hammer -- Introducing Business Process Reengineering -- Width before Depth -- The Three Levels of Management. , The Three Important Ingredients -- The Business Process Reengineering Cycle -- Methods and Approaches to Business Process Reengineering -- Business Process Reengineering Project and Success Criteria -- The Pros of Business Process Reengineering -- The Cons of Business Process Reengineering -- Conclusion -- TOTAL QUALITY MANAGEMENT -- Introduction -- Implementing Total Quality Management in the Organization -- Key Elements for Change -- The Use of Total Quality Management in Process Work -- TOOLS FOR TQM -- House of Quality or Quality Function Deployment -- Taguchi Techniques -- Pareto Diagrams -- Process Diagrams -- Cause & -- Effect Analysis Diagrams -- Statistical Process Control -- The PDCA Cycle -- Business Excellence and EFQM -- Conclusion -- SIX SIGMA -- Introduction -- What Six Sigma Means -- The Purpose of Six Sigma -- DMAIC -- DMADV -- Conclusion -- End Notes -- 4: What Is Business Process Management? -- INTRODUCTION -- DEFINITION AND RESEARCH -- INSIGHTS GAINED -- BPM Is Not About Automation of Processes -- BPM Is Done by People Concerned Primarily with Improvement of the Process -- Misrepresentations of BPM -- BPM Is Not a Product -- BPM Is Not a Market Segment -- An Application Does Not Do BPM -- BPM As a Service Is Not Application Hosting -- Entire Organizational Units Do Not Do BPM -- BPM Is Not Merely Anything that Improves Business -- BPM Is Not All Activities Supported by a BPMS -- Just Because You Can Do Something with a BPMS Does Not Mean It Is BPM -- Participating in a Process Is Not Doing BPM -- Implementation (Coding) of the Process Application Is Not BPM -- Making a Suggestion for Process Improvement Is Not BPM -- Improving a Single Step of a Process Is Not BPM -- CONCLUSION: ONE COMMON DEFINITION -- End Notes -- The BPM Way of Thinking -- INTRODUCTION -- The Value of Ontology -- INTRODUCTION -- WHAT IS ONTOLOGY?. , ONTOLOGY CLASSIFICATION BASED ON CONTEXT DEPENDENCY -- ONTOLOGY MATURITY AND THE MATURING PROCESS -- STATE OF THE ART -- CONCLUSIONS AND DIRECTIONS FOR FUTURE RESEARCH -- End Notes -- The BPM Ontology -- INTRODUCTION -- THE BPM ONTOLOGY AS A FOLKSONOMY: SHARING FUNDAMENTAL PROCESS CONCEPTS -- THE BPM ONTOLOGY AS A THESAURUS: STRUCTURING PROCESS KNOWLEDGE BY DEFINING RELATIONS -- THE BPM ONTOLOGY AS A FRAME: THE ONTOLOGICAL STRUCTURE OF THE LEADING PRACTICE PROCESS META MODEL -- DISCUSSION OF THE BPM ONTOLOGY -- SUMMARY -- End Notes -- Process Tagging-A Process Classification and Categorization Concept -- INTRODUCTION -- LOGICAL CLUSTERING: LEARNING FROM OTHER AREAS -- CONCEPTUAL AND LOGICAL PROCESS CLASSIFICATION AND CATEGORIZATION -- CLASSIFICATION OF PROCESS BY METHOD OF EXECUTION -- THE NATURE OF PROCESS DECOMPOSITION -- DESCRIBING WORK -- PROCESS AREA -- What Is a Process Area? -- How to Identify Process Areas -- How Is a Process Area Documented? -- PROCESS GROUP -- What Is a Process Group? -- Why Separate Process Group and Business Service as Unique Concepts? -- How to Identify Process Groups -- How Are Process Groups Documented? -- The Nature of Process Groups -- PROCESS -- What Is a Process? -- How to Identify Processes -- How Are Processes Documented? -- THE NATURE OF PROCESSES -- PROCESS LIFECYCLE VERB TAXONOMY -- PROCESS STEP -- What Is a Process Step? -- How to Identify Process Steps -- How Are Process Steps Documented? -- THE NATURE OF PROCESS STEPS -- ACTIVITY -- What Is an Activity? -- How to Identify Activities -- How Are Activities Documented? -- THE NATURE OF ACTIVITY -- THE WORK SYSTEM -- What Is the Work System? -- How to Determine the Work System -- How Is the Work System Documented? -- PROCEDURE -- What Is a Procedure? -- How to Identify Procedures -- How Are Procedures Documented? -- CONNECTING THE WORK SPACES. , PROCESS SCENARIOS -- PROCESS TYPE -- PROCESS TIER -- PROCESS NATURE -- MISCATEGORIZATION AND MISCLASSIFICATION -- CONCLUSIONS -- End Notes -- Why Work with Process Templates -- INTRODUCTION -- THE RELATIONSHIP BETWEEN BUSINESS PROCESS MANAGEMENT ONTOLOGY AND PROCESS TEMPLATES -- WHAT ARE PROCESS TEMPLATES? -- PROCESS MAPS -- PROCESS MATRIX -- PROCESS MODEL -- THE MOST COMMON PROCESS TEMPLATES -- BENEFITS OF PROCESS TEMPLATES -- CONCLUSION -- End Notes -- The BPM Way of Working -- INTRODUCTION -- Business Process Trends -- INTRODUCTION -- THE IMPORTANCE OF TRENDS -- MATURITY OF THE SUBJECT -- MEGA TRENDS -- EMERGING TRENDS -- PROCESS TRENDS -- EARLY ADOPTION -- EARLY ADOPTER OF PROCESS TRENDS -- INDUSTRY ADOPTION -- Industry Adoption of Process Trends -- STANDARD ADOPTION -- STANDARDS ADOPTION OF PROCESS TRENDS -- CONCLUSION -- End Notes -- BPM Center of Excellence -- INTRODUCTION -- THE CHALLENGE BPM COE FACES -- WHAT HAPPENS WITHOUT A BPM COE? -- CAUSE AND EFFECT MATRIX -- LESSONS LEARNED REGARDING BPM COE -- Work of a BPM CoE -- Typical BPM CoE Roles -- BPM CoE Process Life Cycle -- BPM CoE Portfolio Process Management -- A Clear Understanding and Approach to BPM Governance -- A BPM Maturity Holistic View in BPM CoE -- BPM Performance Management Is Executed Within the BPM CoE -- BPM Alignment to Value So That the Strategic Intent Is Woven Into the BPM CoE -- Alignment of BPM CoE to Existing Enterprise Standards, Enterprise Architecture, Enterprise Modeling, and Other IT Disciplines -- Continuous Improvement and BPM CoE Change Management -- CONCLUSION -- End Notes -- Understanding Business Process Management Roles -- INTRODUCTION -- MOTIVATION FOR DEFINING YOUR BPM ROLES -- RELEVANCE CONTEXT -- WHAT IS A ROLE? -- STANDARDS THAT LINK TO ROLE CONCEPTS -- CURRENT METHODS -- ROLE CONTEXT -- ABILITIES TO ACT -- Rights versus Hierarchical Power. , ROLE PROFILE -- Categories of Working Roles -- COMMON ROLES INVOLVED WITH ROLE MODELING -- ROLES WITHIN BPM -- TYPICAL BPM COE ROLES -- BPM CoE Stakeholders -- Process Owner -- BPM CoE Manager -- Business Process Portfolio Manager -- Process Project Manager -- Process Expert -- Business Process Analyst -- Process Engineer -- Process Architect -- Enterprise Architect -- Process Support Desk -- Methods and Tools Specialist -- Business Process Management Tool Administrator -- Training Specialist -- ADDITIONAL ROLES -- ROLE PROFILE WITHIN BPM COE -- ROLE PROFILE WITHIN BPM PROJECTS -- CONCLUSION -- End Notes -- Working with the Business Process Management (BPM) Life Cycle -- INTRODUCTION -- PHASE 1: ANALYZE-PROJECT PREPARATION AND BLUEPRINT -- Step 1: Identify Critical Business Factors -- Step 2: Describe Process Goals -- Step 3: Choose Building -- Step 4: Check for Process Reference Content -- Step 4a: Process Reference Content Available -- Step 4b: Define High-Level Process Landscape Based on Process Reference Content -- Step 4c: Analyze Match of Process Reference Content -- Step 4d: Processes That Do Not Match Process Reference Content -- Step 4e: Understand As-Is High-Level Process Landscape -- Step 5: No Process Reference Content Available -- PHASE 2: DESIGN-PROJECT REALIZATION AND DESIGN -- Step 6: Process Planning and Design -- Step 7: Define Process Map -- Step 8: Design Solution -- Step 9: Case-Based Process Concept -- Step 10: Value-Based Process Concept -- Step 11: Standardize and Integrate -- Step 12: Process Requirement Management -- Step 13: Processes Cannot Be Adapted -- PHASE 3: BUILD-FINAL PROJECT PREPARATION -- Step 14: As-Is Analysis -- Step 15: To-Be Value-Driven Process Design -- Step 16: Harmonize Variants Based on Value-Driven Process Design -- Step 17: To-Be Documentation and To-Be Organizational Structure. , Step 18: Match Processes to Process Reference Content.

Weitere Ausg.: ISBN 1-322-47863-5

Sprache: Englisch