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Authors:John Jeston, Johan Nelis
Publisher: Butterworth-Heinemann
Number of Pages: 464
Published: 2006-04-24
List price: $39.95
ISBN-10: 0750669217
ISBN-13: 9780750669214
书籍介绍(英文)
Business Process Management: Practical Guidelines to Successful Implementations provides organizational leadership with an understanding of Business Process Management and its benefits to an organization. This book also gives Business Process Management practitioners a framework and a set of tools and techniques that provide a practical guide to successfully implementing Business Process Management projects and provides a holistic approach and the necessary details to deliver a Business Process Management project.
Business Process Management: Practical Guidelines to Successful Implementations delivers:
* a proven in-depth step-by-step framework for the Business Process Management practitioner.
* insights into how to embed Business Process Management within an organization to ensure a continuous business process involvement culture.
* practical tools, explanations and assistance in the successful implementation of a BPM project.
* more than 50 case studies to illustrate various steps and aspects of the framework.
* an overall view and understanding of Business Process Management and the move towards a process-centric organization.
* Encompasses best practices and an overview of the most important tools and methods
* An in -depth framework for the Business Process Management practitioner.
* Insights into how to embed Business Process Management within an organization to ensure a continuous business process improvement culture.
* Practical tools, explanations and assistance in the successful implementation of a BPM project.
* Includes in excess of 50 case studies to illustrate various points in the book.
Contents
Contributors xi
Foreword xiii
Preface xvii
Introduction xix
Acknowledgements xxiii
Part I Frequently asked questions 1
Chapter 1 How can we demystify business process management? 3
Brief history of business process management 3
The next big thing (or how mystification begins) 4
BPM hype cycle 4
What is mystifying about BPM? 5
The iceberg syndrome 5
Exploring ‘reality’ 7
Change management and performance measurement 8
Conclusion 8
Chapter 2 What is business process management? 9
Chapter 3 Why is it important to improve business processes before automating them? 12
So, what’s the problem? 12
Why isn’t this working? 13
Why do automated solutions fail to deliver expected benefits? 13
What have we learned from history? 14
Conclusion 15
Chapter 4 When should you do BPM – what are the main drivers and triggers? 16
Chapter 5 Who should be involved in BPM? 20
Management of business processes 20
Use of external BPM experts 23
Chapter 6 Why are organizational strategy and process architecture important in BPM
implementation? 25
Organization strategy 25
Process architecture 27
Chapter 7 How do you sell BPM technology to the organization? 29
Who is buying BPM technology? 31
Who is selling BPM technology? 33
Chapter 8 What are the critical success factors in a BPM project? 34
Chapter 9 What are the critical implementation aspects for a BPM solution? 38
Chapter 10 Why do you need a structured approach to implementing BPM? 40
Conclusion 44
Part II The framework 45
Chapter 11 Framework overview 47
The BPM implementation framework 50
Organizational approach to BPM implementations 51
Framework phases 53
Project essentials 55
A process-centric organization 57
Chapter 12 Guidelines on how to use the framework 59
Why a ‘one approach fits all’ philosophy does not work 59
How are BPM projects selected? 60
Four scenarios in implementing BPM 62
How to determine which scenario is applicable 62
Skipping of a phase 63
Iterative approach 64
Chapter 13 Organization strategy phase 66
Why? 66
Why involve strategy in BPM? 67
Results 69
How? 69
Organization strategy outputs 78
Organization strategy phase risks 79
Chapter 14 Process architecture phase 80
Why? 81
What is process architecture? 83
Results 84
How? 85
Realize value 98
Process architecture outputs 98
Process architecture phase risks 98
Chapter 15 Launch pad phase 100
Why? 100
Results 102
How? 102
Realize value 121
Launch pad phase outputs 121
Launch pad phase risks 123
Chapter 16 Understand phase 124
Why? 124
Results 125
How? 125
Realize value 140
Understand phase outputs 140
Understand phase risks 141
Chapter 17 Innovate phase 143
Why? 143
Results 144
How? 145
Realize value 165
Innovate phase outputs 165
Innovate phase risks 166
Chapter 18 People phase 167
Why? 167
Results 168
How? 169
Realize value 184
People phase outputs 184
People phase risks 184
Chapter 19 Develop phase 187
Why? 187
Results 189
How? 190
Realize value 201
Develop phase outputs 201
Development phase risks 203
Chapter 20 Implement phase 204
Why? 204
Results 205
How? 206
Realize value 213
Implement phase outputs 213
Implement phase risks 214
Chapter 21 Realize value phase 215
Why? 215
Results 217
How? 217
Critical success factors 226
Realize value phase outputs 227
Realize value phase risks 228
Chapter 22 Sustainable performance phase 229
Why? 229
Results 230
How? 230
Realize value 243
Sustainable performance phase outputs 243
Sustainable performance phase risks 243
Chapter 23 Essentials introduction 245
Chapter 24 Project management 247
Why? 247
Results 250
How? 250
Project management risks 266
Chapter 25 People change management 267
Step 1: Resistance to change 269
Step 2: Why change and leadership’s role? 270
Step 3: Components of the change program 272
Step 4: Getting ready for change 276
Step 5: Required behavior 278
Step 6: How do you get there? 279
Chapter 26 Leadership 282
Why? 282
How? 283
What is leadership in the context of a BPM program/project? 283
Summary 293
Part III BPM and the organization 297
Chapter 27 BPM maturity 299
Introduction 299
Business process management maturity 300
The BPM maturity model 303
Application of the BPMM model 313
Related work 314
Summary 315
Chapter 28 Embedding BPM within the organization 316
Why do we need a special BPM organization structure? 316
What are the results of embedding BPM into the organization? 317
Ownership of processes 327
Part IV: Appendices – tools and techniques 329
Appendix A: Organization strategy phase 331
Checklist: Organization strategy phase 331
Self-assessment strategy 332
Appendix B: Process architecture phase 340
Checklist: Process architecture phase 340
Sample architecture 341
Appendix C: Launch pad phase 344
Checklist: Launch pad phase 344
Project team structure and roles 345
Business case template 349
Sample report structure 351
Project plan schedule 352
Appendix D: Understand phase 358
Checklist: Understand phase 358
Overview of process model levels 359
Understand workshop – initial workshop presentation 365
Modeling guidelines 367
Issues and opportunities register 368
Appendix E: Innovate phase 370
Checklist: Innovate phase 370
Innovate executive kick-off workshop 372
Steps of an Innovate workshop 373
Questions for an Innovate workshop 377
Innovate case study 379
Sample process gap analysis 383
Appendix F: Develop phase 384
Checklist: Develop phase 384
Components of an automated solution 385
Appendix G: People phase 392
Checklist: People phase 392
Appendix H: Implement phase 394
Checklist: Implement phase 394
Training guidelines 395
Appendix I: Realize value phase 398
Checklist: Realize value phase 398
Benefits tracking matrix 400
Appendix J: Sustainable performance phase 401
Checklist: Sustainable performance phase 401
Appendix K: People change management essential 403
Drivers for cultural change 403
Appendix L: Embedding BPM in the organization 405
BPM interest group 405
BPM Forum 406
Outline for process modeling convention 408
Checklist for process modeling and management tool 410
Business process outsourcing (BPO) 416
Important BPM methodologies 418
References and bibliography 429
Index 433
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