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E-raamat: High Performance Through Business Process Management: Strategy Execution in a Digital World

  • Formaat: EPUB+DRM
  • Ilmumisaeg: 09-Mar-2017
  • Kirjastus: Springer International Publishing AG
  • Keel: eng
  • ISBN-13: 9783319512594
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High Performance Through Business Process Management: Strategy Execution in a Digital WorldSuurem pilt
  • Formaat: EPUB+DRM
  • Ilmumisaeg: 09-Mar-2017
  • Kirjastus: Springer International Publishing AG
  • Keel: eng
  • ISBN-13: 9783319512594
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This management book presents value-driven business process management as a successful method to turn strategy into people- and technology-based execution, quickly and at minimal risk. It also shows how to achieve high performance successfully in a digital business environment.

Static business models do not keep pace with the dynamic changes in our digital world. Organizations need a management approach that fits this environment and capitalizes on its opportunities while minimizing the related risks. They need to execute their business strategy fast and reliably. In effect, they have to know how and when to modify or enhance their business processes, which processes are the best candidates for intervention, and how to move rapidly from strategy to execution.    

This means organizations need to establish business process management as a real management discipline. The importance of process innovation, digital technology and people aspects, process governance, internationalization, emerging processes and the unique situation in mid-market organizations are some of the key topics discussed in this book. It ends with a comprehensive case study and a discussion about what process engineers can learn from jazz musicians.



High Performance Through Process Excellence explores how business process management delivers real value in private and public sector organizations around the world. It is written for executives and managers as well as educators and students.

1 Business Process Management: What Is It and Why Do You Need It?
1(28)
1.1 What Is a Business Process?
3(5)
1.2 What Is BPM?
8(2)
1.3 What Is Value-Driven BPM?
10(4)
1.4 Value-Driven Business Process Management Applied to the Process Life Cycle
14(2)
1.5 The Process Factory: A Core Component of Value-Driven BPM
16(2)
1.6 Running the Process Factory
18(7)
1.7 The Bottom Line
25(4)
References
27(2)
2 Innovation: Enabled by Process Management
29(18)
2.1 What Has Innovation to Do with Business Processes?
30(3)
2.2 Some More Thoughts About Innovation and Processes
33(4)
2.3 What Is the Business Process of Innovation?
37(3)
2.4 How Does BPM Enable Innovation Systematically?
40(3)
2.5 Examples for Innovation Through Appropriate Process Management?
43(1)
2.6 The Bottom Line
44(3)
References
45(2)
3 Digital Technologies for Process Execution
47(20)
3.1 The "Traditional" Path to Process Execution: Enterprise Resource Planning (ERP) and More
48(5)
3.2 New Flexibility in Process Execution: Service-Oriented Architecture (SOA)
53(4)
3.3 The Next Generation of Process Execution: The Power of Digitalization
57(6)
3.4 Bottom Line
63(4)
References
64(3)
4 People Enablement for Process Execution
67(14)
4.1 What Is Business Process Change Management?
68(5)
4.2 How Do You Provide Information and Communication?
73(3)
4.3 How Do You Provide Process Training?
76(2)
4.4 Digitizing the Process of Change Management
78(1)
4.5 The Bottom Line
79(2)
References
80(1)
5 Business Process Governance
81(22)
5.1 Business Process Governance: What Is It and Why Do You Need It?
82(6)
5.2 How Do You Establish Business Process Governance?
88(7)
5.3 What Does It Mean to Sustain Process Governance?
95(4)
5.4 The Bottom Line
99(4)
References
100(3)
6 Reference Models: Accelerators and More
103(16)
6.1 What Are Reference Models and Why Should You Use Them?
104(4)
6.2 How to Obtain Reference Models and How to Evaluate Them?
108(6)
6.3 How Do You Apply Reference Models?
114(2)
6.4 The Bottom Line
116(3)
References
117(2)
7 Managing Inter-enterprise Processes
119(16)
7.1 Why Is the Management of Inter-enterprise Processes So Important?
120(4)
7.2 What Is Special with the Design and Implementation of Inter-enterprise Processes?
124(6)
7.3 What Is Special with the Execution and Controlling of Inter-enterprise Processes?
130(2)
7.4 Bottom Line
132(3)
References
133(2)
8 Managing Emergent Processes in a Digital World
135(16)
8.1 What Are Emergent Processes and Why Are They Managed Differently?
137(2)
8.2 How Can One Manage Emergent Processes?
139(6)
8.3 What Tools Support the Management of Emergent Processes?
145(2)
8.4 The Bottom Line
147(4)
References
148(3)
9 Globalization Requires Value-Driven BPM
151(18)
9.1 Some Personal Impressions
153(4)
9.2 Globalization Changes Processes
157(6)
9.3 How Can Value-Driven BPM Help?
163(3)
9.4 The Bottom Line
166(3)
References
167(2)
10 Small and Medium Enterprises Need Value-Driven BPM
169(14)
10.1 Definition and Characteristics of SMEs
170(3)
10.2 Why Do Small and Medium Enterprises Need BPM?
173(2)
10.3 How Do SME Characteristics Impact Business Process Management?
175(2)
10.4 Examples for Mid-market Business Process Management Offerings
177(3)
10.5 What Does It All Mean for Value-Driven BPM in the Mid-market?
180(1)
10.6 The Bottom Line
181(2)
References
181(2)
11 What Has Jazz to Do with BPM?
183(12)
11.1 Teamwork with Continuously Changing Roles
185(2)
11.2 Find the Right Degree of Freedom
187(1)
11.3 Use a Common Language
188(1)
11.4 Continuous Innovation
189(2)
11.5 Having Fun Is Important, Too
191(2)
11.6 The Bottom Line
193(2)
References
193(2)
12 The Discipline of Value-Driven BPM in Practice: A Case Example
195(12)
12.1 Company and Situation Faced
195(1)
12.2 BPM Actions Taken
196(5)
12.3 Business Results Achieved
201(2)
12.4 Some Lessons Learned
203(1)
12.5 The Bottom Line
204(3)
References
205(2)
Epilogue: Business Process Management Is Becoming Popular in the Digital World 207(4)
Appraisals to the Previous Editions 211(2)
Bibliography 213
Dr. Kirchmer is a visionary leader, thought leader and innovator in the field of Business Process Management (BPM), combining his broad practical business experience with his extensive academic research. He has added significant value to organizations of various sizes and industries in an international environment.

Most recently, Dr. Kirchmer co-founded BPM-D, a company focused establishing and applying the BPM-Discipline for strategy execution in a digital world. BPM-D was named by CIO Review one of the 20 Enterprise Architecture solution providers to watch and by InsithsSuccess one of the 50 most valuable Tech Start-ups in the US. Before he was Accentures Managing Director & Global Lead for BPM and CEO of the Americas & Japan for IDS Scheer, best known for its ARIS software.





Dr. Kirchmer remains involved in academia as an affiliated faculty member at University of Pennsylvania, Widener University, Philadelphia University and guest professor at the Universidad de Chile. In 2004, he received a research and teaching fellowship from the Japan Society for the Promotion of Science. Dr. Kirchmer has published 6 books and over 120 articles. 





Dr. Kirchmer holds a PhD in Information Systems from Saarbrucken University, Germany, a Master in Business Informatics from Karlsruhe Technical University, Germany, as well as a Master in Economics from Paris-IX-Dauphine University, France.
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