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Business Process Management: Practical Guidelines to Successful Implementations 5th edition [Pehme köide]

(Management By Process Pty Ltd, Australia)
  • Formaat: Paperback / softback, 596 pages, kõrgus x laius: 246x174 mm, kaal: 1220 g, 62 Tables, color; 177 Line drawings, color; 1 Halftones, color; 178 Illustrations, color
  • Ilmumisaeg: 24-May-2022
  • Kirjastus: Routledge
  • ISBN-10: 0367771608
  • ISBN-13: 9780367771607
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  • Formaat: Paperback / softback, 596 pages, kõrgus x laius: 246x174 mm, kaal: 1220 g, 62 Tables, color; 177 Line drawings, color; 1 Halftones, color; 178 Illustrations, color
  • Ilmumisaeg: 24-May-2022
  • Kirjastus: Routledge
  • ISBN-10: 0367771608
  • ISBN-13: 9780367771607
"Business Process Management has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add impactful and measurable value to their organizations. The book covers all major frameworks, including LEAN and Six Sigma, and offers a unique emphasis on BPM's interrelationship with organizational management, culture, and leadership. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it is to be successful, augmented andaligned with other management disciplines. This thoroughly revised and updated fifth edition includes: Discussion of the impact of the Covid-19 Pandemic on business operations, business transformation, remote working and new processes, New and revised content on sustainable processes in BPM, Expanded material on process automation and new technologies, including AI, New and revised international case studies and practical examples, A streamlined layout, as well as new questions and thought-provoking comments to promote discussion and thinking. Business Process Management is an accessible core text for advanced undergraduate and postgraduate students studying Business Process Management, Operations, Production and Strategic Management, as well as an indispensable guide to any senior business executive or chief financial officer. The work is complemented by online resources to support instructors and learning, including PowerPoint slides for each chapter. John Jeston has over 40 years' experience in seniorexecutive and consulting positions. He runs an international consultancy, Management By Process Pty Ltd"--

This book has helped leaders and BPM practitioners successfully implement BPM projects, enabling them to add impactful and measurable value to their organizations. The book offers a unique emphasis on BPM’s interrelationship with organizational management, culture, and leadership.

Arvustused

"The author expertly projects enhanced and practicable frameworks and solutions updated with the latest analysis, risks, benefits, impact and developments in relation with process automation, relevant strategy and change in the workforce. This fifth edition is well supported by revised case studies."

- Reza Mohammadi, MSc Programme Director at Heriot-Watt University, Edinburgh Campus

"This text is a must for all business process improvement professionals, and is regularly opened in my process-related work for both public and private sector organisations. From early career to seasoned expert, this books theory and practical examples can add a string to anyones bow."

- Declan Norrie (LLB, BSc(REM)), public sector legal and consulting advisor 'The author expertly projects enhanced and practicable frameworks and solutions updated with the latest analysis, risks, benefits, impact and developments in relation with process automation, relevant strategy and change in the workforce. This fifth edition is well supported by revised case studies."

- Reza Mohammadi, MSc Programme Director at Heriot-Watt University, Edinburgh Campus

'This text is a must for all business process improvement professionals, and is regularly opened in my process-related work for both public and private sector organisations. From early career to seasoned expert, this books theory and practical examples can add a string to anyones bow.'

- Declan Norrie (LLB, BSc(REM)), public sector legal and consulting advisor

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