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| Introduction | |
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| A Management Guide | |
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| Drivers of Business Change | |
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| New-Age Business Drivers | |
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| E-Business Technology Drivers | |
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| Summary | |
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| Organizational Responses to Business Drivers | |
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| Questioning the Mission and the Value Proposition | |
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| Questioning the Time Horizon | |
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| Questioning the Leadership Style | |
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| Questioning Stability | |
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| Questioning Control | |
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| Questioning Service Styles | |
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| Questioning Approaches to Work | |
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| Questioning Roles, Jobs, and Organizational Structures | |
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| Questioning Knowledge at Work | |
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| Questioning the Integration of Information | |
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| Summary | |
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| Principles of Process Management | |
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| Guiding Concepts | |
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| The 10 Principles of Process Management | |
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| Summary | |
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| New-Age Company Experiences | |
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| The Morningstar Packing Company | |
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| Stanford University's Financial Aid Office | |
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| Rexall.com | |
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| Summary | |
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| The Process Management Framework | |
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| Process Management Principles | |
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| Framework Description | |
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| The Framework as a Process of Discovery and Learning | |
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| Framework Traceability | |
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| Defining the Business Context for Change | |
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| Architecting Processes and Aligning Business Strategies | |
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| Creating the Vision for Change | |
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| Understanding the Existing Process | |
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| Renewing the Process Design | |
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| Developing Enablers and Support Mechanisms | |
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| Implementing the Change | |
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| Operating the Process and Continuing to Improve | |
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| Scaling the Process Renewal Framework | |
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| Related Professional Practices | |
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| Summary | |
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| Project Management Essentials | |
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| A Few Fundamentals | |
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| Project Management Roles and Structure | |
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| Project Management Stages | |
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| Closing Project Management Guidelines | |
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| Summary | |
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| Mitigating Business Risk | |
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| What Is at Risk? | |
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| Risk Factors in Business Process Management | |
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| The Business Process Management Framework's Contributions to Risk Mitigation | |
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| The Risk-Management Process | |
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| Summary | |
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| Human Change | |
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| Behavioral Change | |
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| How People React to Change: The Journey | |
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| Handling People's Concerns | |
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| How the Process Management Framework Itself Can Help | |
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| A Methodology to Deal with Human Transition | |
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| Ten Critical Success Factors for Effective Human Transition | |
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| Summary | |
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| Building a Process Support Organization | |
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| Determining Your Business Context | |
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| Architecting Your Processes and Aligning Them | |
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| Defining Your Program to Roll Out a Support Group | |
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| Designing Your Own Processes | |
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| Summary | |
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| A Practitioner's Guide | |
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| Discovering the Context for Business Change | |
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| Overall Tricks and Traps for the Business Context Phase | |
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| Validating the Mission | |
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| Analyzing the Business Drivers | |
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| Classifying Stakeholder Types | |
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| Documenting Current Interactions and Health | |
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| Documenting Principles and Values | |
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| Envisioning the Future and Setting Expectations | |
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| Producing Key Performance Indicators and Targets | |
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| Determining Critical Success Factors | |
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| Summary | |
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| Configuring Business Processes and Aligning Other Strategies | |
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| Overall Tricks and Traps for the Architect and Align Phase | |
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| Identifying Business Processes | |
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| Matching Processes to Criteria and Prioritizing | |
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| Identifying Information and Knowledge Needs | |
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| Identifying Strategic Technologies | |
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| Identifying Facility Requirements | |
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| Determining Organization Strategy | |
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| Determining Human Capabilities | |
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| Determining Alignment Opportunities and Constraints | |
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| Summary | |
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| Charting the Course of Change | |
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| Overall Tricks and Traps for the Vision Phase | |
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| Selecting the Renewal Processes and Identifying Stakeholders | |
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| Formulating Process Vision | |
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| Identifying Performance Improvement Targets | |
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| Defining Project Scope | |
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| Developing Project Strategy | |
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| Developing an Initial Business Case | |
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| Developing Communication and Human Change Strategy | |
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| Finalizing the Project Plan | |
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| Summary | |
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| Understanding the Existing Situation | |
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| Overall Tricks and Traps for the Understand Phase | |
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| Confirming Scope and Boundaries | |
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| Mapping Existing Process Understanding | |
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| Measuring Process Performance | |
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| Determining Root Causes | |
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| Identifying Improvement Priorities | |
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| Implementing Early Wins | |
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| Summary | |
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| Designing the Renewed Process | |
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| Overall Tricks and Traps for the Renew Phase | |
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| Benchmarking Processes and Trends | |
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| Gaining Enabler Knowledge | |
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| Finalizing Evaluation Criteria | |
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| Rethinking the Approach | |
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| Modeling the Renewed Process | |
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| Demonstrating/Validating the Renewed Process | |
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| Updating the Business Case for Development | |
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| Developing a Transformation Strategy | |
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| Summary | |
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| Developing Capability for the Renewed Process | |
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| Overall Tricks and Traps for the Develop Phase | |
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| Building Physical Infrastructures | |
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| Providing Human Core Capabilities | |
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| Building Computing Infrastructure | |
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| Developing Processes, Procedures, and Rules | |
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| Redefining Jobs | |
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| Designing Organizational Changes | |
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| Updating Human Resources Policies | |
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| Developing/Integrating Technology and Systems | |
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| Developing Training Capability | |
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| Summary | |
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| Implementing and Rolling Out the Business Solution | |
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| Overall Tricks and Traps for the Implement Phase | |
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| Preparing for Business Testing | |
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| Completing Business Tests and Pilots | |
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| Updating Deliverables | |
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| Educating Management | |
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| Developing Rollout Plans | |
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| Training Staff | |
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| Developing and Running Marketing Programs | |
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| Rolling Out Changes | |
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| Summary | |
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| Index | |