Business Process Change, 4th Edition

Business Process Change, 4th Edition

by Paul Harmon
Released February 2019
Publisher(s): Morgan Kaufmann
ISBN: 9780128158487

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Book description

Business Process Change: A Business Process Management Guide for Managers and Process Professionals, Fourth Edition, provides a balanced view of the field of business process change. Bestselling author and renowned expert in the field Paul Harmon offers concepts, methods, cases for all aspects, and phases of successful business process improvement. Students and professionals alike will benefit from the comprehensive coverage and customizable, integrated approach to broad business process management that focuses on improving efficiency and productivity. In this updated Edition, particular attention is paid to the impact of disruptive technology on business and the need for agile transformation.

  • Covers Business Process Management Systems and the integration of process redesign and Six Sigma
  • Explores how different process elements fit together, including the human aspects of process redesign
  • Presents best-practice methodologies that can be applied and tailored to an organization’s specific needs
  • Offers invaluable, detailed case studies demonstrating how these key methods are implemented

Table of contents

  1. Cover image
  2. Title page
  3. Table of Contents
  4. Copyright
  5. Dedication
  6. Foreword to fourth edition by Michael Rosemann
  7. Foreword to third edition by Thomas Davenport
  8. Preface to the fourth edition
  9. Introduction
    1. Levels of Concerns
    2. Business Process Change and Management
    3. The Evolution of an Organization’s Understanding of Process
    4. The Variety of Options
    5. The Variety of Solutions
    6. How This Book Is Organized
    7. Notes and References
  10. Chapter 1: Business process change
    1. Abstract
    2. Organizations as Systems
    3. Systems and Value Chains
    4. The Six Sigma Movement
    5. Business Process Change in the 1990s
    6. Lean and the Toyota Production System
    7. Other Process Change Work in the 1990s
    8. A Quick Summary
    9. Business Process Change in the New Millennium
    10. What Drives Business Process Change?
    11. Notes and References
  11. Part I: Organization-wide concerns
    1. Introduction
    2. Chapter 2: Strategy, value chains, business initiatives, and competitive advantage
      1. Abstract
      2. Defining a Strategy
      3. Porter’s Model of Competition
      4. Industries, Products, and Value Propositions
      5. Strategies for Competing
      6. Porter’s Theory of Competitive Advantage
      7. Porter’s Strategic Themes
      8. Treacy and Wiersema’s Positioning Strategies
      9. The Balanced Scorecard Approach to Strategy
      10. Business Models
      11. Business Initiatives
      12. Summary
      13. Notes and References
    3. Chapter 3: Understanding your organization
      1. Abstract
      2. A Comprehensive Business Process Method
      3. Strategy and Enterprise BPM
      4. Understand the Enterprise
      5. The Traditional View of an Organization’s Structure
      6. A Case Study of Organization Transformation
      7. The Systems View of an Organization
      8. Models and Diagrams
      9. Organization Diagrams
      10. Organizations and Value Chains
      11. Systems and Processes
      12. Notes and References
    4. Chapter 4: Business architecture
      1. Abstract
      2. The Supply Chain Council’s Supply Chain Operations Reference Framework
      3. Business Architecture: The IT Approach
      4. Business Process Architecture
      5. Defining an Architecture Using a Framework
      6. The Supply Chain Council’s SCOR Framework
      7. Developing a Supply Chain Architecture With a SCOR
      8. The Extension of a SCOR
      9. Another Approach
      10. Summary
      11. Notes and References
    5. Chapter 5: Measuring process performance
      1. Abstract
      2. Key Measurement Terms
      3. Developing a Comprehensive Measurement System
      4. Balanced Scorecard and Process Measures
      5. Aligning Process Measures
      6. Deriving Measures From Business Process Frameworks
      7. A Process-Driven Approach to Defining Measures
      8. Putting It All Together
      9. Notes and References
    6. Chapter 6: Process management
      1. Abstract
      2. The Process Perspective
      3. What Is Management?
      4. Matrix Management
      5. Management of Outsourced Processes
      6. Value Chains and Process Standardization
      7. Management Processes
      8. Documenting Management Processes in an Architecture
      9. Completing the Business Process Architecture Worksheet
      10. Notes and References
    7. Chapter 7: An executive-level business process management group
      1. Abstract
      2. What Does a BPM Group Do?
      3. Create and Maintain the Enterprise Business Process Architecture
      4. Identify, Prioritize, and Scope Business Process Change Projects
      5. Help Create, Maintain, and Manage the Process Performance System
      6. Help Create and Support the Process Manager System
      7. Recruit, Train, and Manage Business Process Change Professionals
      8. Manage Risk/Compliance Reporting and Documentation
      9. A Case Study: Boeing’s GMS Division
      10. Summary
      11. The BPM Group
      12. Notes and References
  12. Part II: Process-level concerns
    1. Introduction
    2. Chapter 8: Understanding and scoping process problems
      1. Abstract
      2. What Is a Process?
      3. Process Levels and Levels of Analysis
      4. Simple and Complex Processes
      5. Business Process Problems
      6. The Initial Cut: What Is the Process?
      7. Refining an Initial Process Description
      8. Creating a Business Case for a Process Change Project
      9. Notes and References
    3. Chapter 9: Modeling business processes
      1. Abstract
      2. Process Flow and Process Management Problems
      3. Day-to-Day Management Problems
      4. Process Flow Diagrams
      5. Flow Diagramming Basics
      6. More Process Notation
      7. As-Is, Could-Be, and To-Be Process Diagrams
      8. Case Management
      9. Notes and References
    4. Chapter 10: Modeling activities
      1. Abstract
      2. Analyzing a Specific Activity
      3. Analyzing Human Performance
      4. Managing the Performance of Activities
      5. Automating the Enter Expense Reports Activity
      6. Empowering Employees
      7. Analyzing a Completely Automated Activity
      8. Decision Management
      9. Knowledge Workers, Cognitive Maps, and Decision Management
      10. Notes and References
    5. Chapter 11: Managing and measuring a specific business process
      1. Abstract
      2. Representing Management Processes
      3. The Management Process
      4. Plan Work
      5. Organize Work
      6. Communicate
      7. Control Work
      8. The Project Management Institute’s Approach
      9. Evaluating the Performance of the Process Manager
      10. Continuous Measurement and Improvement
      11. Management Redesign at Chevron
      12. Notes and References
    6. Chapter 12: Incremental improvement with Lean and Six Sigma
      1. Abstract
      2. Six Sigma
      3. The Six Sigma Concept
      4. The Six Sigma Approach to Process Improvement
      5. Phases in a Six Sigma Improvement Project
      6. Lean
      7. Summary
      8. Notes and References
    7. Chapter 13: A comprehensive redesign methodology
      1. Abstract
      2. Why Have a Methodology?
      3. How Does It All Begin?
      4. What Happens?
      5. Who Makes It All Happen?
      6. Phase 1: Understanding the Project
      7. Phase 2: Analyze Business Process
      8. Phase 3: Redesign Business Process
      9. Phase 4: Implement Redesigned Process
      10. Phase 5: Roll Out the Redesigned Process
      11. Summary
      12. Notes and References
    8. Chapter 14: Rental Cars-R-Us case study
      1. Abstract
      2. Rental Cars-R-Us
      3. Phase 1: Understand the Project
      4. Phase 2: Analyze the Business Process
      5. Phase 3: Redesigning the Rental Process
      6. Phase 4: Implement the Redesigned Business Process
      7. Phase 5: Roll Out the New Rental Process
      8. Notes and References
  13. Part III: Implementation-level concerns
    1. Introduction
    2. Chapter 15: Software tools for business process work
      1. Abstract
      2. Why Use Business Process Software?
      3. Variety of Business Process Tools
      4. Professional BP Modeling Tools
      5. Modeling and Management Screens
      6. Business Process Management Suites
      7. Process Diagrams and BPMS Engines
      8. What Features Might a BPM Suite Include?
      9. BPMS, SOA, and the Cloud
      10. Choosing a BPMS Product
      11. Some Leading BPMS Vendors
      12. Creating a BPMS Application
      13. Notes and References
    3. Chapter 16: Enterprise resource planning–driven redesign
      1. Abstract
      2. Processes, Packages, and Best Practices
      3. A Closer Look at SAP
      4. Implementing an ERP-Driven Design
      5. Case Study: Nestlé USA Installs SAP
      6. Using BPMS to Improve ERP Installations
      7. Enterprise Resource Planning and Business Process Management Suite
      8. Notes and References
    4. Chapter 17: AI-driven process change
      1. Abstract
      2. Artificial Intelligence
      3. AI Technologies
      4. Developing and Deploying AI-Based Processes
      5. Notes and References
    5. Chapter 18: The future of business process management
      1. Abstract
  14. Appendix 1: Business problem analysis checklist
    1. Output Problems
    2. Input Problems
    3. Guide Problems
    4. Enabler Problems
    5. Process Activity and Flow Problems
    6. Problems With the Management of a Process
  15. Appendix 2: Core business process modeling notation
    1. Overview of a BPMN Diagram Used for Business Process Analysis and Redesign
    2. An Activity
    3. An Event
    4. A Gateway
    5. A Sequence Flow
    6. A Message Flow
    7. A Data Object
    8. An Association
    9. A Pool With Swimlanes
    10. A Few Extensions of the Activity Rectangle
    11. A Few Extensions of the Event Circle
    12. A Few Extensions of the Gateway Diamond
    13. Some Other Notations That We Occasionally Use
    14. BPTrends Special Notation
  16. Appendix 3: Business process standards
    1. Organization-Level Business Process Standards
    2. Process-Level Business Process Standards
    3. Business Process Standards for Implementation
    4. The Future of Standards
  17. Appendix 4: Processes and capabilities
    1. Some Corollaries
    2. Processes, Capabilities, and Business Architecture
  18. Appendix 5: Process analysis diagrams used in this book
  19. Index

Product information

  • Title: Business Process Change, 4th Edition
  • Author(s): Paul Harmon
  • Release date: February 2019
  • Publisher(s): Morgan Kaufmann
  • ISBN: 9780128158487