Business Process Management Profiting from Process

ISBN-10: 0672320630

ISBN-13: 9780672320637

Edition: 2001

Authors: Roger T. Burlton

List price: $45.00
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This book guides managers through the transition from the traditional offline ways of doing business to incorporating e-commerce and the Internet as a business tool to interact and transact.
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Book details

List price: $45.00
Copyright year: 2001
Publisher: Pearson Education
Publication date: 5/17/2001
Binding: Paperback
Pages: 416
Size: 7.75" wide x 9.50" long x 1.25" tall
Weight: 1.496
Language: English

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