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Business process management: practical guidelines to successful implementations

Author: Jeston, John ; Nelis, JohanPublisher: Elsevier, 2006.Language: EnglishDescription: 437 p. ; 24 cm.ISBN: 0750669217Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6954.5 .J47 2006
(Browse shelf)
001126717
Available 001126717
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Includes bibliographical references and index

Digitized

Business Process management Practical Guidelines to Successful Implementations Contents Contributors Foreword Preface Introduction Acknowledgements Part 1 Frequently asked questions xi xiii xvii xix xxiii 1 3 3 4 4 5 5 7 8 8 Chapter 1 How can we demystify business process management? Brief history of business process management The next big thing (or how mystification begins) BPM hype cycle What is mystifying about BPM? The iceberg syndrome Exploring `reality' Change management and performance measurement Conclusion Chapter 2 What is business process management? Chapter 3 Why is it important to improve business processes before automating them? So, what's the Problem? Why isn't this working? Why do automated solutions fail to deliver expected benefits? What have we learned from history? Conclusion 9 12 12 13 13 14 15 Chapter 4 When should you do BPM -- what are the main drivers and triggers? 16 vi Business Process Management 20 20 23 Chapter 5 Who should be involved in BPM? Management of business processes Use of external BPM experts Chapter 6 Why are organizational strategy and process architecture important in BPM implementation? Organization strategy Process architecture 25 25 27 Chapter 7 How do you seil BPM technology to the organization? Who is buying BPM technology? Who is selling BPM technology? 29 31 33 Chapter 8 What are the critical success factors in a BPM project? Chapter 9 What are the critical implementation aspects for a BPM solution? Chapter 10 Why do you need a structured approach to implementing BPM? Conclusion 34 38 40 44 Part H The framework 45 47 50 51 53 55 57 Chapter 11 Framework overview The BPM implementation framework Organizational approach to BPM implementations Framework phases Project essentials A process-centric organization Chapter 12 Guidelines an how to use the framework Why a `one approach fits all' philosophy does not work How are BPM projects selected? Four scenarios in implementing BPM How to determine which scenario is applicable Skipping of a phase Iterative approach 59 59 60 62 62 63 64 Chapter 13 Organization strategy phase Why? Why involve strategy in BPM? Results How? Organization strategy outputs Organization strategy phase risks 66 66 67 69 69 78 79 Chapter 14 Process architecture phase Why? What is process architecture? Results How? Realize value 80 81 83 84 85 98 Contents Process architecture outputs Process architecture phase risks vii 98 98 Chapter 15 Launch pad phase Why? Results How? Realize value Launch pad phase outputs Launch pad phase risks 100 100 102 102 121 121 123 Chapter 16 Understand phase Why? Results How? Realize value Understand phase outputs Understand phase risks 124 124 125 125 140 140 141 Chapter 17 Innovate phase Why? Results How? Realize value Innovate phase outputs Innovate phase risks 143 143 144 145 165 165 166 Chapter 18 People phase Why? Results How? Realize value People phase outputs People phase risks 167 167 168 169 184 184 184 Chapter 19 Develop phase Why? Results How? Realize value Develop phase outputs Development phase risks 187 187 189 190 201 201 203 Chapter 20 Implement phase Why? Results How? Realize value Implement phase outputs Implement phase risks 204 204 205 206 213 213 214 viii Business Process Management 215 215 217 217 226 227 228 Chapter 21 Realize value phase Why? Results How? Critical success factors Realize value phase outputs Realize value phase risks Chapter 22 Sustainable performance phase Why? Results How? Realize value Sustainable performance phase outputs Sustainable performance phase risks 229 229 230 230 243 243 243 Chapter 23 Essentials introduction Chapter 24 Project management Why? Results How? Project management risks 245 247 247 250 250 266 Chapter 25 People change management Step 1: Resistance to change Step 2: Why change and leadership's role? Step 3: Components of the change program Step 4: Getting ready for change Step 5: Required behavior Step 6: How do you get there? 267 269 270 272 276 278 279 Chapter 26 Leadership Why? How? What is leadership in the context of a BPM program/project? Summary 282 282 283 283 293 Part III BPM and the organization 297 299 299 300 303 313 314 315 Chapter 27 BPM maturity Introduction Business process management maturity The BPM maturity model Application of the BPMM model Related work Summary Chapter 28 Embedding BPM within the organization Why do we need a special BPM organization structure? 316 316 Contents What are the results of embedding BPM into the organization? Ownership of processes Part IV: Appendices ­ tools and techniques 317 327 329 331 331 332 340 340 341 344 344 345 349 351 352 358 358 359 365 367 368 370 370 372 373 377 379 383 384 384 385 392 392 394 394 395 398 398 400 ix Appendix A: Organization strategy phase Checklist: Organization strategy phase Self-assessment strategy Appendix B: Process architecture phase Checklist: Process architecture phase Sample architecture Appendix C: Launch pad phase Checklist: Launch pad phase Project team structure and roles Business case template Sample report structure Project plan schedule Appendix D: Understand phase Checklist: Understand phase Overview of process model levels Understand workshop ­ initial workshop presentation Modeling guidelines Issues and opportunities register Appendix E: Innovate phase Checklist: Innovate phase Innovate executive kick-off workshop Steps of an Innovate workshop Questions for an Innovate workshop Innovate case study Sample process gap analysis Appendix F: Develop phase Checklist: Develop phase Components of an automated solution Appendix G: People phase Checklist: People phase Appendix H: Implement phase Checklist: Implement phase Training guidelines Appendix 1: Realize value phase Checklist: Realize value phase Benefits tracking matrix x Business Process Management 401 401 Appendix J: Sustainable performance phase Checklist: Sustainable performance phase Appendix K: People change management essential Drivers for cultural change 403 403 Appendix L: Embedding BPM in the organization BPM interest group BPM Forum Outline for process modeling convention Checklist for process modeling and management tool Business process outsourcing (BPO) Important BPM methodologies 405 405 406 408 410 416 418 References and bibliography Index 429 433

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