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Business Process Management: Practical Guidelines to Successful Implementations 4th New edition [Pehme köide]

(Management By Process Pty Ltd, Australia)
  • Formaat: Paperback / softback, 654 pages, kõrgus x laius: 246x174 mm, kaal: 1302 g, 154 Line drawings, color; 1 Halftones, color; 104 Tables, color; 155 Illustrations, color
  • Ilmumisaeg: 08-Jan-2018
  • Kirjastus: Routledge
  • ISBN-10: 1138738409
  • ISBN-13: 9781138738409
  • Pehme köide
  • Hind: 37,09 €*
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  • Formaat: Paperback / softback, 654 pages, kõrgus x laius: 246x174 mm, kaal: 1302 g, 154 Line drawings, color; 1 Halftones, color; 104 Tables, color; 155 Illustrations, color
  • Ilmumisaeg: 08-Jan-2018
  • Kirjastus: Routledge
  • ISBN-10: 1138738409
  • ISBN-13: 9781138738409

Business Process Management, a huge bestseller, has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add measurable value to their organizations. The book’s runaway success can be attributed partly to its overview of all major useful frameworks (such as LEAN and Six Sigma) without over-investment in one over another, and 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’s to be successful: augmented and aligned with other management disciplines.

This highly anticipated fourth edition brings Jeston’s practicable frameworks and solutions up to date with the latest developments in BPM, including the robotics process automation, digital strategies and the changes necessary as a result of the impact of the quad generations in the workforce.

This thoroughly revised and updated new edition includes:

  • Enhanced BPM House noting the importance of traceability from strategy to execution activities
  • New and revised case studies

  • An analysis of the risks and benefits of robotic automation and cognitive computing.

The book highlights that millennials will be 50% of the global workforce in 2020 and 67% by 2025—Jeston warns managers to ignore them at your peril. Business processes and the way work is performed must evolve!

This book will prove to be an indispensable guide to any senior business executive or chief financial officer while providing practical BPM examples to undergraduate and postgraduate students alike.

List of figures xv
List of tables xx
List of contributors xxiii
Foreword xxiv
Preface xxviii
Introduction xxix
Who is this book for? xxix
What does this book offer to lecturers teaching these courses? xxx
Learning features xxx
Introduction to the fourth edition xxxii
Layout of this book xxxiv
Acknowledgments xxxv
Training services xxxvi
Part I: Frequently Asked Questions 1(96)
1 What is business process management?
3(7)
2 How can we demystify business process management?
10(13)
Brief history of business process management
10(2)
The next big thing (or how mystification begins)
12(1)
BPM hype cycle
13(1)
What is mystifying about BPM?
13(2)
The iceberg syndrome
15(1)
Exploring "reality"
16(1)
Change management and performance management
17(4)
Conclusion
21(2)
3 Who should be involved in BPM, and the critical success factors
23(14)
Management of business processes
25(3)
Use of external BPM experts
28(1)
Critical success factors
29(4)
A metaphor for BPM involvement
33(4)
4 When should you do BPM-what are the main drivers and triggers?
37(7)
5 How should you start BPM-bottom-up or top-down?
44(7)
Bottom-up approach
45(2)
Top-down approach
47(4)
6 Why is it important to improve business processes before automating them?
51(7)
What are the problems with automating first?
52(1)
Why is this not working?
52(1)
Why is this so?
53(1)
The need to improve processes first
54(1)
Key considerations
55(1)
Conclusion
56(2)
7 What are the technology components of BPM?
58(15)
Modeling and design
60(2)
Execution and tracking
62(5)
Performance management
67(2)
Technology standards
69(4)
8 Should you be customer-centric?
73(8)
9 Why is determining BPM foundations a critical first step?
81(7)
BPM Foundations
84(1)
BPM Enablement
84(1)
BPM Foundations and enablement benefits
85(3)
10 Why do you need a structured approach to implementing BPM?
88(9)
Typical common pitfalls
93(4)
Part II: BPM-How Do You Do It? The 7fe Framework 97(482)
11 7FE Framework overview
100(5)
7FE Framework
105(3)
7FE Framework phases
108(14)
Project essentials
112(1)
A process-focused organization
113(3)
Addendum: 7FE Framework and Six Sigma, Lean and Lean Six Sigma
116(6)
12 Guidelines on how to use the 7FE Framework
122(14)
Why a "one approach fits all" philosophy does not work
123(1)
How are BPM activities initiated?
123(5)
Four implementation scenarios for BPM
128(1)
How to determine which scenario is applicable
129(2)
Skipping of a phase
131(1)
Paralleling phases
131(2)
Assignment
133(3)
13 Foundations phase
136(56)
Why?
137(5)
Results
142(1)
How?
142(1)
Detailed steps
143(42)
Foundations phase outputs
185(1)
Foundations phase risks
186(2)
Assignment
188(1)
Foundations phase checklist
189(3)
14 Enablement phase
192(46)
Why?
194(2)
Results
196(1)
How?
196(1)
How are the TOM sub-components created?
197(1)
Detailed steps
197(34)
Enablement phase outputs
231(1)
Enablement phase risks
232(2)
Assignment
234(2)
Enablement phase checklist
236(2)
15 Launch pad phase
238(35)
Why?
239(1)
Results
240(1)
How?
241(1)
Detailed steps
241(26)
Realize value
267(1)
Launch pad phase outputs
267(1)
Launch pad phase risks
268(2)
Assignment
270(1)
Launch pad phase checklist
270(3)
16 Understand phase
273(35)
Why?
274(1)
Results
275(1)
How?
276(2)
Detailed steps
278(20)
Realize value
298(1)
Understand phase outputs
298(1)
Understand phase risks
299(1)
Assignment
300(1)
Understand phase checklist
301(2)
Extra reading
303(5)
17 Innovate phase
308(60)
Why?
309(1)
Results
309(1)
Key misunderstandings about innovation
310(2)
How?
312(6)
Detailed steps
318(35)
Realize value
353(1)
Innovate phase outputs
353(2)
Innovate phase risks
355(1)
Assignment
356(1)
Innovate phase checklist
356(3)
Extra reading
359(9)
18 People phase
368(30)
Why?
369(2)
Results
371(1)
How?
371(2)
Detailed steps
373(19)
Realize value
392(1)
People phase outputs
392(1)
People phase risks
393(2)
Assignment
395(1)
People phase checklist
395(3)
19 Develop phase
398(17)
Why?
398(3)
Results
401(1)
How?
401(1)
Detailed steps
402(7)
Realize value
409(1)
Develop phase outputs
410(1)
Develop phase risks
411(1)
Assignment
412(1)
Develop phase checklist
412(3)
20 Implement phase
415(17)
Why?
415(2)
Results
417(1)
How?
417(1)
Detailed steps
418(10)
Realize value
428(1)
Implement phase outputs
429(1)
Implement phase risks
429(2)
Assignment
431(1)
21 Realize value phase
432(21)
Why?
433(2)
Results
435(1)
How?
435(1)
Detailed steps
436(12)
Critical success factors
448(1)
Realize value phase outputs
449(1)
Realize value phase risks
449(3)
Assignment
452(1)
22 Sustainable performance phase
453(16)
Why?
454(2)
Results
456(1)
How?
456(1)
Detailed steps
456(8)
Realize value
464(1)
Sustainable performance phase outputs
464(1)
Sustainable performance phase risks
464(2)
Assignment
466(1)
Sustainable performance phase checklist
466(3)
23 Essentials introduction
469(4)
Why?
469(1)
How?
470(1)
What are the three essentials?
471(2)
24 Project management
473(30)
Why?
474(6)
Results
480(1)
How?
480(1)
Project gates
480(5)
Stakeholder management
485(3)
Managing stakeholders for successful delivery
488(7)
Interest-based stakeholder management
495(3)
Continuous active project review
498(3)
Project management risks
501(1)
Assignment
502(1)
25 People change management
503(36)
Organizational culture
507(4)
Process of people change management
511(13)
Appreciative Inquiry approach
524(7)
Assignment
531(1)
Extra reading
531(1)
Kotter's change model
532(7)
26 Leadership
539(17)
Why?
539(2)
How?
541(1)
Aspects of leadership
542(11)
Overview
553(2)
Assignment
555(1)
27 Embedding BPM in the organization
556(23)
Why?
557(2)
What are the elements of embedding BPM in the organization?
559(1)
Ownership of processes
560(1)
Organizational structure of embedding BPM
561(2)
Ad-hoc BPM
563(6)
Building BPM e
e566
BPM enabled
569(4)
Extra reading
573(6)
Part III: Case Studies And BPM Maturity 579(48)
28 Case studies from the USA, Asia and Europe
581(28)
Case study 1: USA
582(4)
Case study 2: Asia
586(6)
Case study 3: Europe
592(17)
29 BPMM model
609(18)
Introduction
609(1)
Business process management maturity
610(4)
The BPMM model
614(10)
Application of the BPMM model
624(1)
Related work
625(2)
Glossary 627(5)
Bibliography 632(7)
Index 639
John Jeston has over 40 years' experience in senior executive and consulting positions. He runs an international consultancy, Management By Process Pty Ltd.

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