Business Process Management: Practical Guidelines to Successful Implementations

Cover
Half Title
Endorsements
Title Page
Copyright Page
Dedication
CONTENTS
List of figures
List of tables
List of contributors
Foreword
Preface
Introduction
	Who is this book for?
	What does this book offer to lecturers teaching these courses?
	Learning features
Introduction to the fifth edition
Layout of this book
Acknowledgments
Training services
Part 1: FREQUENTLY ASKED QUESTIONS
	1. What is business process management?
	2. How can we demystify business process management?
		Brief history of business process management
		BPM hype cycle
		What is mystifying about BPM?
		The iceberg syndrome
		Exploring “reality”
		Change management and performance management
	3. Who should be involved in BPM and the critical success factors
		Management of business processes
		Use of external BPM experts
		Critical success factors
	4. When should you do BPM—what are the main drivers and triggers?
	5. How should you start BPM—bottom-up or top-down?
		Bottom-up approach
		Top-down approach
	6. Why is it important to improve business processes before automating them?
		What are the problems with automating first?
		Why is this not working?
		Why is this so?
		The need to improve processes first
		Key considerations
		Conclusion
	7. What are the technology components of BPM?
		Modeling and design
		Execution and tracking
		Performance management
		Technology standards
	8. Should you be customer-centric?
	9. Why is determining BPM foundations a critical first step?
		BPM foundations
		BPM enablement
		BPM foundations and enablement benefits
	10. Why do you need a structured approach to implementing BPM?
		Typical common pitfalls
Part 2: BPM—HOW DO YOU DO IT? THE 7FE FRAMEWORK
	11. 7FE framework overview
		7FE framework
		7FE framework phases
		Project essentials
		A process-focused organization
		Addendum: 7FE framework and six sigma, lean, and lean six sigma
	12. Guidelines on how to use the 7FE framework
		Why a “one approach fits all” philosophy does not work?
		How are BPM activities initiated?
		Four implementation scenarios for BPM
		How to determine which scenario is applicable
		Process-focused business transformation program
		Skipping of a phase
		Paralleling phases
	13. Foundations phase
		Why?
		Results
		How?
		Detailed steps
		Foundations phase outputs
		Foundations phase risks
	14. Enablement phase
		Why?
		Results
		How?
		How are the TOM subcomponents created?
		Detailed steps
		Digital strategy
		Step 1: communications
		Step 2: process governance
		Step 3: process architecture
		Step 4: performance management
		Step 5: people and culture
		Step 6: organization design
		Step 7: technology
		Enablement phase outputs
		Enablement phase risks
	15. Launch phase
		Why?
		Results
		How?
		Detailed steps
		Business process architecture committee
		Realize value
		Launch phase outputs
		Launch phase risks
	16. Understand phase
		Why?
		Results
		How?
		Detailed steps
		Realize value
		Understand phase outputs
		Understand phase risks
		Extra reading
		Continuous improvement: standard operating procedure
		Appendix a: change investigation report
	17. Innovate phase
		Why?
		Results
		Key misunderstandings about innovation
		How?
		Customer service versus customer satisfaction
		Detailed steps
		RPA is often used to automate subprocesses
		Realize value
		Innovate phase outputs
		Innovate phase risks
		Extra reading
	18. People phase
		Why?
		Results
		How?
		Detailed steps
		People phase outputs
		People phase risks
	19. Develop phase
		Why?
		Results
		How?
		Detailed steps
		Business process architecture committee
		Realize value
		Develop phase outputs
		Develop phase risks
	20. Implement phase
		Why?
		Results
		How?
		Detailed steps
		Realize value
		Implement phase outputs
		Implement phase risks
	21. Realize phase
		Why?
		Results
		How?
		Detailed steps
		Critical success factors
		Realize phase outputs
		Realize phase risks
	22. Sustainability phase
		Why?
		Results
		How?
		Detailed steps
		Step 1: evaluate project results
		Step 2: evaluate handover/takeover
		Step 3: ensure process steward training completed
		Step 4: evaluate process measures and performance management
		Step 5: process quality assurance
		Step 6: update process documentation
		Step 7: communications
		Realize value
		Sustainability phase outputs
		Sustainability phase risks
	23. Essentials introduction
		Why?
		How?
		What are the three essentials?
	24. Project management
		Why?
		Results
		How?
		Project gates
		Stakeholder management
		Managing stakeholders for successful delivery
		Interest-based stakeholder management
		Continuous active project review
		Project premortems
		Project management risks
	25. People change management
		Organizational culture
		Process of people change management
		Appreciative inquiry approach
		Extra reading
	26. Leadership
		Why?
		How?
		Aspects of leadership
	27. Organizational sustainability and performance management
		Why?
		What are the elements that enable organizational sustainability?
		Organizational process governance
		Organizational process assets
		Organizational process performance management
		Benchmarking
		Organizational benefits management framework
		Organizational culture
		Fine-tune organizational sustainability and performance management
Part 3: INTRODUCTION
	28. Case studies from the USA, Asia, and Europe
		Smaller case studies
		Larger case studies
	29. BPM maturity
		Introduction
		Business process management maturity
		The BPMM model
		Application of the BPMM model
		Related work
Glossary
References and bibliography
Index