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xv | |
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xx | |
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xxii | |
Foreword |
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xxiii | |
Preface |
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xxvii | |
Introduction |
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xxviii | |
Who is this book for? |
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xxviii | |
What does this book offer to lecturers teaching these courses? |
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xxix | |
Learning features |
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xxix | |
Introduction to the fifth edition |
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xxxi | |
Layout of this book |
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xxxiii | |
Acknowledgments |
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xxxiv | |
Training services |
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xxxv | |
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Part 1 FREQUENTLY ASKED QUESTIONS |
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1 | (88) |
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1 What is business process management? |
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3 | (7) |
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2 How can we demystify business process management? |
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10 | (11) |
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Brief history of business process management |
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10 | (2) |
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12 | (1) |
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What is mystifying about BPM? |
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13 | (1) |
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14 | (1) |
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15 | (1) |
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Change management and performance management |
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16 | (5) |
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3 Who should be involved in BPM and the critical success factors |
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21 | (11) |
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Management of business processes |
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23 | (2) |
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Use of external BPM experts |
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25 | (2) |
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27 | (5) |
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4 When should you do BPM---what are the main drivers and triggers? |
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32 | (7) |
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5 How should you start BPM---bottom-up or top-down? |
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39 | (6) |
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40 | (2) |
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42 | (3) |
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6 Why is it important to improve business processes before automating them? |
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45 | (7) |
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What are the problems with automating first? |
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46 | (1) |
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46 | (1) |
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47 | (1) |
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The need to improve processes first |
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47 | (2) |
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49 | (1) |
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50 | (2) |
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7 What are the technology components of BPM? |
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52 | (13) |
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54 | (2) |
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56 | (4) |
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60 | (3) |
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63 | (2) |
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8 Should you be customer-centric? |
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65 | (8) |
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9 Why is determining BPM foundations a critical first step? |
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73 | (7) |
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76 | (1) |
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76 | (2) |
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BPM foundations and enablement benefits |
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78 | (2) |
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10 Why do you need a structured approach to implementing BPM? |
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80 | (9) |
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85 | (4) |
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Part 2 BPM---HOW DO YOU DO IT? THE 7FE FRAMEWORK |
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89 | (434) |
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11 7FE framework overview |
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92 | (21) |
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97 | (4) |
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101 | (3) |
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104 | (1) |
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A process-focused organization |
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105 | (2) |
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Addendum: 7FE framework and six sigma, lean, and lean six sigma |
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107 | (6) |
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12 Guidelines on how to use the 7FE framework |
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113 | (15) |
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Why a "one approach fits all" philosophy does not work? |
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114 | (1) |
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How are BPM activities initiated? |
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114 | (4) |
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Four implementation scenarios for BPM |
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118 | (2) |
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How to determine which scenario is applicable |
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120 | (2) |
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Process-focused business transformation program |
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122 | (1) |
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122 | (1) |
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122 | (6) |
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128 | (55) |
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129 | (4) |
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133 | (1) |
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134 | (1) |
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134 | (43) |
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Foundations phase outputs |
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177 | (1) |
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178 | (5) |
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183 | (44) |
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184 | (3) |
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187 | (1) |
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187 | (1) |
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How are the TOM subcomponents created? |
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188 | (1) |
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188 | (2) |
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190 | (8) |
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198 | (1) |
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Step 2 Process governance |
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198 | (4) |
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Step 3 Process architecture |
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202 | (14) |
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Step 4 Performance Management |
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216 | (1) |
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Step 5 People and culture |
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217 | (3) |
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Step 6 Organization Design |
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220 | (1) |
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221 | (1) |
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221 | (1) |
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222 | (5) |
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227 | (33) |
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228 | (1) |
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229 | (1) |
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230 | (1) |
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231 | (23) |
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Business process architecture committee |
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254 | (2) |
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256 | (1) |
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256 | (1) |
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257 | (3) |
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260 | (40) |
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261 | (1) |
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262 | (1) |
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263 | (2) |
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265 | (20) |
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285 | (1) |
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285 | (1) |
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286 | (2) |
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288 | (4) |
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Continuous improvement: standard operating procedure |
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292 | (5) |
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Appendix a: change investigation report |
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297 | (3) |
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300 | (57) |
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301 | (1) |
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301 | (1) |
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Key misunderstandings about innovation |
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302 | (4) |
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306 | (4) |
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Customer service versus customer satisfaction |
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310 | (2) |
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312 | (14) |
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RPA is often used to automate subprocesses |
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326 | (19) |
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345 | (1) |
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346 | (1) |
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346 | (2) |
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348 | (9) |
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357 | (26) |
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358 | (1) |
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359 | (1) |
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360 | (1) |
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361 | (19) |
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380 | (1) |
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380 | (3) |
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383 | (14) |
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383 | (2) |
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385 | (1) |
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386 | (1) |
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386 | (7) |
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Business process architecture committee |
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393 | (1) |
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393 | (1) |
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393 | (1) |
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394 | (3) |
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397 | (16) |
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397 | (2) |
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399 | (1) |
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399 | (1) |
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400 | (10) |
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410 | (1) |
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410 | (1) |
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411 | (2) |
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413 | (19) |
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414 | (2) |
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416 | (1) |
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416 | (1) |
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417 | (11) |
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428 | (1) |
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429 | (1) |
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430 | (2) |
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432 | (9) |
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433 | (2) |
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435 | (1) |
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435 | (1) |
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435 | (1) |
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Step 1 Evaluate Project Results |
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436 | (1) |
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Step 2 Evaluate Handover/Takeover |
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436 | (1) |
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Step 3 Ensure Process steward training completed |
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436 | (1) |
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Step 4 Evaluate Process measures and performance management |
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437 | (1) |
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Step 5 Process Quality Assurance |
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437 | (1) |
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Step 6 Update Process Documentation |
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438 | (1) |
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438 | (1) |
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438 | (1) |
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Sustainability phase outputs |
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438 | (1) |
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Sustainability phase risks |
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439 | (2) |
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23 Essentials introduction |
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441 | (4) |
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441 | (1) |
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442 | (1) |
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What are the three essentials? |
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443 | (2) |
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445 | (30) |
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446 | (5) |
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451 | (1) |
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451 | (1) |
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452 | (5) |
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457 | (2) |
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Managing stakeholders for successful delivery |
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459 | (7) |
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Interest-based stakeholder management |
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466 | (4) |
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Continuous active project review |
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470 | (2) |
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472 | (1) |
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472 | (3) |
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25 People change management |
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475 | (29) |
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479 | (3) |
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Process of people change management |
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482 | (13) |
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Appreciative inquiry approach |
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495 | (6) |
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501 | (3) |
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504 | (9) |
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504 | (2) |
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506 | (1) |
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506 | (7) |
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27 Organizational sustainability and performance management |
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513 | (10) |
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514 | (1) |
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What are the elements that enable organizational sustainability? |
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514 | (1) |
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Organizational process governance |
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515 | (3) |
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Organizational process assets |
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518 | (1) |
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Organizational process performance management |
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519 | (1) |
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520 | (1) |
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Organizational benefits management framework |
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521 | (1) |
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521 | (1) |
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Fine-tune organizational sustainability and performance management |
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521 | (2) |
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523 | (49) |
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28 Case studies from the USA, Asia, and Europe |
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525 | (30) |
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526 | (1) |
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527 | (28) |
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555 | (17) |
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555 | (1) |
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Business process management maturity |
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556 | (4) |
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560 | (10) |
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Application of the BPMM model |
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570 | (1) |
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570 | (2) |
Glossary |
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572 | (5) |
References and bibliography |
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577 | (6) |
Index |
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583 | |