+612 9045 4394
Business Process Change : A Guide for Business Managers and BPM and Six Sigma Professionals : 2nd Edition - Paul Harmon

Business Process Change

A Guide for Business Managers and BPM and Six Sigma Professionals : 2nd Edition

Sorry, the book that you are looking for is not available right now.

We did a search for other books with a similar title, and found some results for you that may be helpful.

Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is part of his or her job.
In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition are coverage of business process management systems, business rules, enterprise architectures and frameworks (SCOR), and more content on Six Sigma and Lean--in addition to new coverage of performance metrics.
* Extensive revision and update to the successful BPM book, addressing the growing interest in Business Process Management Systems, and the integration of process redesign and Six Sigma concerns.
* The best first book on business process, the most up-to-date book to read to learn how all the different process elements fit together.
* Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign.
* Offers all new detailed case studies showing how these methods are implemented.

You've picked up the right book for just about any goal you have in process management. If you're an enterprise process architect or manager, Harmon tells you what you need to think about and do at the enterprise level. If you are an owner or improver of a particular process, there's an entire section devoted to managing particular processes. If you're charged with using IT to support processes, you are similarly in luck. The book should be on the desk, in the briefcase, or on the bedside table of anyone who believes business processes are an important way to understand businesses and make them better. From the foreword by Thomas H. Davenport, Director, Process Management Research Center, Babson College Paul Harmon has done a great job updating his 2002 classic. BPM has changed significantly over the past 5 years and Paul has integrated those changes with the interrelationships of six sigma, lean, ERP, BPMS, SOA, and other enablers. Paul makes sense of the proliferation of BPM tools while recognizing the fundamental management changes that underpin them. As a result, this book is an excellent tactical reference for cross-functional teams to implement and sustain BPM as a platform for business transformation and to execute strategy. -- George F. Diehl, Global Director, Process Management, Air Products and Chemicals, Inc. Paul Harmon is without doubt the best informed and most trusted observer of all things BPM. True to form, in this book Paul provides a comprehensive and insightful summary of the current BPM landscape. -- Geary Rummler, Founder & Partner, The Performance Design Lab., Coauthor Improving Performance It's a relief for process professionals to be able to move beyond theoretical BPM with case studies and find techniques and methodologies which provide great results in applied BPM. Paul Harmon's writing has been an invaluable guide for me for several years, and his methodologies in combination with the open-standard framework based on SCOR , benchmarking, and methodologies we have been using at Supply-Chain Council provide a complete end-to-end approach for organizations to take themselves not just to the next level, but to place themselves permanently on the top-level of performance. This is a must read for process professionals, whether you're coming at it from "the business or "the IT side, a "Wade-Mecum for the Third-Wave Generation of process experts. -- Joe Francis, CTO, Supply-Chain Council Six Sigma plays a role in business process change -- but this role is often not well understood. Contrary to the proclamations of certain pundits, Six Sigma is not the be-all, end-all first and last word in process change. Nor is it an isolated tool used only for solving problems or optimizing performance within existing processes. It's more subtle than either of these extreme views, and it's critically important to get it right. Until now, no one has effectively addressed the role of Six Sigma in this larger context. But Paul Harmon hits it square-on. Every Six Sigma practitioner should read this book -- and better understand the nature of Six Sigma within the greater world of business process change. -- Bruce Williams, Vice President & General Manager, BPM Solutions, webMethods, Inc. and coauthor of Six Sigma for Dummies and Lean for Dummies. Harmon takes a clear-eyed look at the "movements", the standards, the strategies and the tactics and distills it into a clear picture of how to manage an agile business in the 21st century. As change accelerates and margins fall, this book becomes a must-read for survivors-to-be. -- Dr. Richard Mark Soley, CEO, The Object Management Group (OMG)

Forewordp. ix
Preface to the Second Editionp. xix
Introductionp. xxv
Levels of Concernsp. xxvi
Business Process Change and Managementp. xxxi
The Evolution of an Organization's Understanding of Processp. xxxii
The Variety of Optionsp. xxxv
The Variety of Solutionsp. xxxvi
How This Book Is Organizedp. xxxvii
Notes and Referencesp. xli
Business Process Changep. 1
Organizations as Systemsp. 2
Systems and Value Chainsp. 3
The Six Sigma Movementp. 8
Business Process Change in the 1990sp. 9
Other Process Change Work in the 1990sp. 13
A Quick Summaryp. 17
Business Process Change in the New Millenniump. 19
What Drives Business Process Change?p. 20
Notes and Referencesp. 22
Enterprise-Level Concernsp. 28
Strategy, Value-Chains and Competitive Advantagep. 31
Defining a Strategyp. 32
Porter's Model of Competitionp. 34
Industries, Products, and Value Propositionsp. 37
Strategies for Competingp. 39
Porter's Theory of Competitive Advantagep. 40
Porter's Strategic Themesp. 45
Treacy and Wiersema's Positioning Strategiesp. 47
The Balanced Scorecard Approach to Strategyp. 49
Summaryp. 54
Notes and Referencesp. 55
Understanding the Enterprisep. 59
The BPTrends Enterprise Methodologyp. 59
Strategy and Enterprise BPMp. 62
Understand the Enterprisep. 64
The Traditional View of an Organization's Structurep. 64
The Systems View of an Organizationp. 66
Models and Diagramsp. 67
Organization Diagramsp. 68
Organizations and Value Chainsp. 70
Systems and Processesp. 75
Notes and Referencesp. 76
Process Architecture and Organizational Alignmentp. 79
Process Hierarchiesp. 80
Defining a Business Process Architecturep. 82
Completing a Worksheetp. 85
Core, Support and Management Processesp. 86
Aligning Managers, Measures and Resourcesp. 89
Defining a Business Process Architecturep. 91
Developing a Supply Chain Architecture with SCORp. 93
The Extension of SCORp. 97
The Extension of SCOR at HPp. 101
Other Approachesp. 101
From Strategy Statements to a Process Architecturep. 106
Notes and Referencesp. 107
Process Managementp. 109
What Is Management?p. 110
Matrix Managementp. 119
The Management of Outsourced Processesp. 122
Value Chains and Process Standardizationp. 123
Management Processesp. 126
Documenting Management Processes in an Architecturep. 135
Completing the Business Process Architecture Worksheetp. 135
Notes and Referencesp. 136
Measuring Process Performancep. 139
What Is Measurement?p. 140
Balanced Scorecard and Process Measuresp. 145
Aligning Process Measuresp. 151
Deriving Measures from Business Process Frameworksp. 153
Putting It All Togetherp. 157
Completing the Business Process Architecture Worksheetp. 159
Notes and Referencesp. 160
An Executive Level BPM Groupp. 163
What Does a BPM Group Do?p. 164
Create and Maintain the Enterprise Business Process Architecturep. 165
Identify, Prioritize and Scope Business Process Change Projectsp. 166
Help Create, Maintain, and Manage the Process Performance Systemp. 174
Help Create and Support the Process Manager Systemp. 175
Recruit, Train and Manage Business Process Change Professionalsp. 176
Manage Risk/Compliance Reporting and Documentationp. 177
A Case Study: Boeing's GMS Divisionp. 178
Summaryp. 191
The BPM Groupp. 191
Notes and Referencesp. 192
Process Level Concernsp. 195
Understanding and Scoping Process Problemsp. 197
What Is a Process?p. 198
Process Levels and Levels of Analysisp. 199
Simple and Complex Processesp. 201
Business Process Problemsp. 203
The Initial Cut: What is the Process?p. 206
Refining an Initial Process Descriptionp. 209
Redesign, Improvement and Lean Six Sigmap. 225
Creating a Business Case for a Process Change Projectp. 226
Notes and Referencesp. 229
Modeling Processesp. 231
Process Diagram Basicsp. 233
More Process Notationp. 239
As-Is, Could-Be and To-Be Process Diagramsp. 248
Notes and Referencesp. 254
Task Analysis, Knowledge Workers and Business Rulesp. 255
Analyzing a Specific Activityp. 256
Analyzing Human Performancep. 261
Managing the Performance of Activitiesp. 267
Automating the Enter Expense Reports Activityp. 268
Analyzing a Completely Automated Activityp. 274
Knowledge Workers, Cognitive Maps and Business Rulesp. 276
Activities, Job Descriptions and Applicationsp. 288
Notes and Referencesp. 291
Managing and Measuring Business Processesp. 295
Representing Management Processesp. 297
The Process Management Processp. 299
Plan Workp. 300
Organize Workp. 303
Communicatep. 304
Control Workp. 305
Evaluating the Performance of the Process Managerp. 308
Continuous Measurement and Improvementp. 309
Management Redesign at Chevronp. 312
Notes and Referencesp. 313
Process Improvement with Six Sigmap. 315
Six Sigmap. 316
The Six Sigma Conceptp. 319
The Six Sigma Approach to Process Improvementp. 322
Six Sigma Teamsp. 324
Phases in a Six Sigma Improvement Projectp. 324
Definep. 326
Measurep. 331
Analyzep. 336
Improvep. 340
Controlp. 341
Leanp. 342
TRIZp. 347
Notes and Referencesp. 349
The BPTrends Redesign Methodologyp. 353
Why Have a Methodology?p. 357
How Does It All Begin?p. 358
What Happens?p. 358
Who Makes It All Happen?p. 359
Understanding the Projectp. 361
Analyze Business Processp. 365
Redesign Business Processp. 371
Implement Redesigned Processp. 375
Roll-out the Redesigned Processp. 378
Summaryp. 381
Notes and Referencesp. 383
The Ergonomic Systems Case Studyp. 385
Ergonomic Systems, Inc.p. 386
An E-Business Strategyp. 391
Understand the Redesign of the Order Process Projectp. 398
Analyzing the Order Fulfillment Processp. 400
Redesigning the New Order Processp. 407
Implement Redesigned Business Processp. 420
Roll-out the New Order Processp. 421
Notes and Referencesp. 423
Implementation Level Concernsp. 425
Software Tools for Business Process Analysis and Designp. 427
Why Use Business Process Software?p. 427
The Variety of Business Process Toolsp. 429
A Professional BP Modeling Toolp. 432
Modeling the Ergonomics Casep. 435
Notes and Referencesp. 445
Business Process Management Suitesp. 447
What Features Might a BPM Suite Include?p. 453
BPMS and BAMp. 455
The BPMS Technology Continuump. 458
BPELp. 459
BPMS and SOAp. 460
Choosing a BPMS Productp. 462
The BPMS Marketp. 464
Process Modeling Tools vs. BPMS Suitesp. 468
Creating a BPMS Applicationp. 469
Notes and Referencesp. 470
ERP-Driven Redesignp. 473
Processes, Packages and Best Practicesp. 474
A Closer Look at SAPp. 476
Implementing an ERP-Driven Designp. 484
Case Study: Nestle USA Installs SAPp. 488
Using BPMS to Improve ERP Installationsp. 490
ERP and BPMSp. 495
ERP vs. BPMS Applicationsp. 498
Notes and Referencesp. 503
Conclusionsp. 505
Enterprise Level Business Process Standardsp. 319
Process Level Business Process Standardsp. 521
Business Process Standards for Implementationp. 523
The Future of Standardsp. 524
Business Process Modeling Notation - BPM Core Notationp. 513
Business Process Standardsp. 517
Indexp. 525
About the Authorp. 549
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780123741523
ISBN-10: 0123741521
Series: The MK/OMG Press
Audience: Professional
Format: Paperback
Language: English
Number Of Pages: 592
Published: 13th July 2007
Publisher: Elsevier Science & Technology
Country of Publication: US
Dimensions (cm): 23.5 x 19.1  x 2.7
Weight (kg): 1.18
Edition Number: 2