Business processes are the production lines of the new economy. When they fail us, our products and services fail our customers, and our business fails its owners. The more businesses change, the more they must concern themselves with their stakeholder relationships and manage their processes so that technologies and organization designs have a common business purpose. This book shows you how to deliver integral processes and helps you build a fully process-managed enterprise.
The Process Management Framework provides the strategic guidance and tactical steps to make the switch. Encompassing eight phases, the Framework migrates organizational and process transformation through strategy, design, realization, and actual operations. For each phase, this book provides detailed descriptions of the steps, their inputs, outputs, guides, and enablers, as well as the tricks, traps, and best practices learned by experienced practitioners. It also covers the related disciplines of managing programs, risk, quality, projects, and human change, and how process management is the key to ensure a fit among all these areas. For those of you about to embark on a process journey, this book provides a compelling call to action, a guide for management, and an invaluable reference.
Learn the concepts and transform your business!
- See why process management is an inevitable trend that won't go away.
- Understand why relationship management needs effective processes to work.
- Define your stakeholders and determine their needs.
- Discover what other organizations have done to manage processes successfully.
- Explore a complete framework for managing business, process, and human change.
- Apply your knowledge to manage process projects effectively and efficiently.
- Learn what to do and what to avoid in every step.
- Develop processes to align technology, organization, and facility transformation.
- Gain cross-organizational acceptance of process and personal change.
- Anticipate objections and proactively manage stakeholder concerns.
Business Process Management: Profiting From Process| Roger T. Burlton (Author)| Que Publishing
Table of Contents
Introduction
Process Management Comes of Age, Who Should Read This Book, How This Book Is Organized.
Part 1. A Management Guide
Drivers of Business Change, New-Age Business Drivers, E-Business Technology Drivers, Summary.
Chapter 1. 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, Summary.
Chapter 2. Principles of Process Management
Guiding Concepts, The 10 Principles of Process Management, Summary.
Chapter 3. New-Age Company Experiences
The Morningstar Packing Company, Stanford University’s Financial Aid Office, Rexall.com, Summary.
Chapter 4. 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, Summary.
Chapter 5. Project Management Essentials
A Few Fundamentals, Project Management Roles and Structure, Project Management Stages, Closing Project Management Guidelines, Summary.
Chapter 6. Mitigating Business Risk
“What Is at Risk?”, Risk Factors in Business Process Management, The Process Management Framework’s Contributions to Risk Mitigation, The Risk-Management Process, Summary.
Chapter 7. 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, Summary.
Chapter 8. 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, Summary.
Part 2. A Practitioner’s Guide
Chapter 9. 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, Summary.
Chapter 10. 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, Summary.
Chapter 11. 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, Summary.
Chapter 12. 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, Summary.
Chapter 13. 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, Summary.
Chapter 14. 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, Summary.
Chapter 15. 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, Summary.
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