Business Process Change

Front-Matter_2019_Business-Process-Change
	Front Matter
Copyright_2019_Business-Process-Change
	Copyright
Dedication_2019_Business-Process-Change
	Dedication
Foreword-to-fourth-edition-by-Michael-Rosemann_2019_Business-Process-Change
	Foreword to fourth edition by Michael Rosemann
Foreword-to-third-edition-by-Thomas-Davenport_2019_Business-Process-Change
	Foreword to third edition by Thomas Davenport
Preface-to-the-fourth-edition_2019_Business-Process-Change
	Preface to the fourth edition
Introduction_2019_Business-Process-Change2
	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
			Part I: Organization-Wide Concerns
			Part II: Process-Level Concerns
			Part III: Implementation-Level Concerns
		Notes and References
Chapter-1---Business-process-change_2019_Business-Process-Change
	Business process change
		Organizations as Systems
		Systems and Value Chains
		The Six Sigma Movement
		Business Process Change in the 1990 s
			The Role of IT in BPR
			The Misuses of BPR
		Lean and the Toyota Production System
		Other Process Change Work in the 1990 s
			The Internet
		A Quick Summary
		Business Process Change in the New Millennium
		What Drives Business Process Change?
		Notes and References
Introduction_2019_Business-Process-Change3
	Organization-wide concerns
Chapter-2---Strategy--value-chains--business-initiative_2019_Business-Proces
	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-3---Understanding-your-organization_2019_Business-Process-Change
	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
Chapter-4---Business-architecture_2019_Business-Process-Change
	Business architecture
		The Supply Chain Council’s Supply Chain Operations Reference Framework
		Business Architecture: The IT Approach
		Business Process Architecture
			Creating a Business Process Architecture Model
			Step 1. Kickoff Meeting
			Step 2. Scope the Project
			Step 3. Define Life Cycle Processes
			Step 4. Organizing and Consolidating the Level 2 Processes
		Defining an Architecture Using a Framework
		The Supply Chain Council’s SCOR Framework
		Developing a Supply Chain Architecture With a SCOR
		The Extension of a SCOR
		Another Approach
		Summary
		Notes and References
Chapter-5---Measuring-process-performance_2019_Business-Process-Change
	Measuring process performance
		Key Measurement Terms
			Internal and External Measures
			Leading and Lagging Indicators
		Developing a Comprehensive Measurement System
		Balanced Scorecard and Process Measures
		Aligning Process Measures
		Deriving Measures From Business Process Frameworks
		A Process-Driven Approach to Defining Measures
		Putting It All Together
		Notes and References
Chapter-6---Process-management_2019_Business-Process-Change
	Process management
		The Process Perspective
		What Is Management?
			Functional Managers
			Process Managers
			Functional or Process Management?
		Matrix Management
		Management of Outsourced Processes
		Value Chains and Process Standardization
			Setting Goals and Establishing Rewards for Managers
		Management Processes
			PMI’s Project Management Maturity Model
			SEI’s CMMI Model
			SCC’s SCOR Framework
			The ITGI’s COBIT Framework
		Documenting Management Processes in an Architecture
		Completing the Business Process Architecture Worksheet
		Notes and References
Chapter-7---An-executive-level-business-process-mana_2019_Business-Process-C
	An executive-level business process management 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
			Senior Management’s Commitment
			Starting With a Vision and a Plan
			Modeling the Company and Its Processes
			Process Owners
			Defining Process Measures
			Boeing GMS Process-Based Management System
			PBM, Process Redesign, Six Sigma, Lean, and Balanced Scorecard
			ISO 9000, CMMI, and Sarbanes-Oxley
			The Success of the Transition to Process-Based Management
		Summary
		The BPM Group
		Notes and References
Introduction_2019_Business-Process-Change1
	Process-level concerns
Chapter-8---Understanding-and-scoping-process-prob_2019_Business-Process-Cha
	Understanding and scoping process problems
		What Is a Process?
		Process Levels and Levels of Analysis
		Simple and Complex Processes
		Business Process Problems
		The Initial Cut: What Is the Process?
			Stakeholders
		Refining an Initial Process Description
			Output Problems
			Input Problems
			Problems With Controls
			Problems With Enablers
		Creating a Business Case for a Process Change Project
		Notes and References
Chapter-9---Modeling-business-processes_2019_Business-Process-Change
	Modeling business processes
		Process Flow and Process Management 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-10---Modeling-activities_2019_Business-Process-Change
	Modeling activities
		Analyzing a Specific Activity
		Analyzing Human Performance
			Activity Standards
			Activity Support
			Consequences
			Feedback
			Skill, Knowledge, and Capability
		Managing the Performance of Activities
		Automating the Enter Expense Reports Activity
			More Complex Activity
		Empowering Employees
		Analyzing a Completely Automated Activity
		Decision Management
		Knowledge Workers, Cognitive Maps, and Decision Management
			Business Rules and Knowledge Rules
			Business Rules for Software Development
			Rule-Based Systems for the Capture of Expertise
			Risk Management and Compliance Issues
			Business Rules Used in Business Processes
		Notes and References
Chapter-11---Managing-and-measuring-a-specific-busin_2019_Business-Process-C
	Managing and measuring a specific business process
		Representing Management Processes
		The Management Process
		Plan Work
		Organize Work
		Communicate
		Control Work
		The Project Management Institute’s Approach
		Evaluating the Performance of the Process Manager
		Continuous Measurement and Improvement
		Management Redesign at Chevron
		Notes and References
Chapter-12---Incremental-improvement-with-Lean-and-_2019_Business-Process-Ch
	Incremental improvement with Lean and Six Sigma
		Six Sigma
		The Six Sigma Concept
		The Six Sigma Approach to Process Improvement
			Six Sigma Teams
		Phases in a Six Sigma Improvement Project
			Define
			Measure
			Analyze
			Improve
			Control
		Lean
			Flow Kaizen
			Process Kaizen
			Management, Teams, and A3 Pages
		Summary
		Notes and References
Chapter-13---A-comprehensive-redesign-methodolog_2019_Business-Process-Chang
	A comprehensive redesign methodology
		Why Have a Methodology?
		How Does It All Begin?
		What Happens?
		Who Makes It All Happen?
		Phase 1: Understanding the Project
			Major Activities
			Outcome
		Phase 2: Analyze Business Process
			Major Activities
			Outcome
		Phase 3: Redesign Business Process
			Major Activities
			Outcome
		Phase 4: Implement Redesigned Process
			Major Activities
			Outcome
		Phase 5: Roll Out the Redesigned Process
			Major Activities
			Outcome
			Agile Methodologies
		Summary
		Notes and References
Chapter-14---Rental-Cars-R-Us-case-study_2019_Business-Process-Change
	Rental Cars-R-Us case study
		Rental Cars-R-Us
		Phase 1: Understand the Project
		Phase 2: Analyze the Business Process
			Start With a Second Look at the Customer Process
			Does It All Flow Smoothly?
		Phase 3: Redesigning the Rental Process
		Phase 4: Implement the Redesigned Business Process
		Phase 5: Roll Out the New Rental Process
			Manage the New Rental Process
		Notes and References
Introduction_2019_Business-Process-Change
	Implementation-level concerns
Chapter-15---Software-tools-for-business-process-_2019_Business-Process-Chan
	Software tools for business process work
		Why Use Business Process Software?
		Variety of Business Process Tools
		Professional BP Modeling Tools
		Modeling and Management Screens
		Business Process Management Suites
		Process Diagrams and BPMS Engines
		What Features Might a BPM Suite Include?
		BPMS, SOA, and the Cloud
		Choosing a BPMS Product
		Some Leading BPMS Vendors
		Creating a BPMS Application
		Notes and References
Chapter-16---Enterprise-resource-planning-driven-r_2019_Business-Process-Cha
	Enterprise resource planning–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
		Notes and References
Chapter-17---AI-driven-process-change_2019_Business-Process-Change
	AI-driven process change
		Artificial Intelligence
			IBM’s Watson Plays Jeopardy!
			Google’s AlphaGo
		AI Technologies
			Knowledge-Based Approaches
			Neural Networks
			Combined Approaches
		Developing and Deploying AI-Based Processes
			The Analysis and Redesign Phases of a Project
			A Quick Review
		Notes and References
Chapter-18---The-future-of-business-process-manage_2019_Business-Process-Cha
	The future of business process management
Appendix-1---Business-problem-analysis-checklist_2019_Business-Process-Chang
	Business problem analysis checklist
		Output Problems
			Quality of Output
			Quantity of Output
			Timeliness of Output
			Flow of Output
			Appropriateness of Output
		Input Problems
			Quality on Inputs
			Quantity of Input
			Timeliness of Inputs
			Flow of Input
			Appropriateness of Input
		Guide Problems
			Process-in-Scope Not Aligned to Organization or Value Chain Strategy
			Problems With Policies or Business Rules
			Problems With Documentation, Manuals, etc.
		Enabler Problems
			Employee Problems
			IT Problems
			Facilities, Equipment, and Location Problems
			Bookkeeping and Accounting Problems
		Process Activity and Flow Problems
			Subprocess or Activity Problems
			Flow Problems
				Problems with logical completeness
				Sequencing and duplication problems
				Subprocess inputs and outputs
				Process decision making
				Process and subprocess measures
		Problems With the Management of a Process
			Day-to-Day Management Problems
				Planning and organization problems
				Communication problems
				Monitoring and control problems
				Manager's goals and incentives conflict
			Management Problems Caused by Higher Level Managers
Appendix-2---Core-business-process-modeling-notat_2019_Business-Process-Chan
	Core business process modeling notation
		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
		A Few Extensions of the Activity Rectangle
		A Few Extensions of the Event Circle
		A Few Extensions of the Gateway Diamond
		Some Other Notations That We Occasionally Use
		BPTrends Special Notation
Appendix-3---Business-process-standards_2019_Business-Process-Change
	Business process standards
		Organization-Level Business Process Standards
		Process-Level Business Process Standards
		Business Process Standards for Implementation
		The Future of Standards
Appendix-4---Processes-and-capabilities_2019_Business-Process-Change
	Processes and capabilities
		Some Corollaries
		Processes, Capabilities, and Business Architecture
Appendix-5---Process-analysis-diagrams-used-in-thi_2019_Business-Process-Cha
	Process analysis diagrams used in this book
Index_2019_Business-Process-Change
	Index
		A
		B
		C
		D
		E
		F
		G
		H
		I
		J
		K
		L
		M
		N
		O
		P
		Q
		R
		S
		T
		U
		V
		W