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Business Process Change,
Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is a part of his or her job.
In the wake of the dot-com collapse, managers are trying to figure out how they can take advantage of email, the Internet, and the Web to improve their business process. At the same time, managers are interested in developing business process architectures and measurement systems that align business processes with corporate goals. Managers face many options in approaching these problems. Business Process Change provides an overview of the options and describes a variety of business process techniques proven by successful companies over the course of a decade.
Foreword by Geary Rummler. Preface. Introduction. Business Process Change and the Manager's Job. The Evolution of an Organization's Understanding of Process. The Variety of Options. The Variety of Solutions. How This Book Is Organized. Chapter 1: Business Process Change. Organizations as Systems. Systems and Value Chains. Business Process Reengineering. The Role of Information Technology in BPR. Misuses of BPR. Workflow and Packaged Applications. Software Engineering. The Rummler-Brache Methodology. ISO 9000 and the Six Sigma Methodology. Changes in Business and IT in the Late 1990s. Mergers, Acquisitions, and Globalization. A Quick Summary. Business Process Change Today. PART I: PROCESS MANAGEMENT. Chapter 2: Strategy, Value Chains, and Competitive Advantage. Defining a Strategy. Porter's Model of Competition. Industries, Products, and Value Propositions. Strategies for Competing. The Unisys Corporate Strategy. Porter's Theory of Competitive Advantage. E-Business Strategies. The Evolution of the Strategic Process. Chapter 3: Process Architecture and Organizational Alignment. The TeleManagement Forum's Process Framework. Types of Processes. Deciding What Kind of Process Change Effort to Undertake. The Process Architecture and IT Planning. The Process Architecture Process. From Strategy Statements to Models. PART II: MODELING ORGANIZATIONS AND PROCESSES. Chapter 4: Modeling Organizations. The Traditional View of an Organization. The Systems View of an Organization. Models and Diagrams. Organization Diagrams. Organization Diagrams and Processes. Systems and Processes. Chapter 5: Modeling Processes. Process Diagram Basics. More Process Notation. IS, COULD, and SHOULD Process Diagrams. Levels of Analysis. Chapter 6: Analyzing Activities. Analyzing a Specific Activity. Analyzing the Human Performance Required for an Activity. Managing the Performance of Activities. Automating the Enter Expense Reports Activity. A More Complex Activity. Analyzing a Completely Automated Activity. Activities, Job Descriptions, and Applications. PART III: MANAGING AND IMPROVING BUSINESS PROCESSES. Chapter 7: Managing and Measuring Business Processes. Managing Business Processes. The Role of a Manager. A Closer Look at a Manager's Job. How to Manage a Process. Goals, Measures, and Monitoring. The Balanced Scorecard Approach. Continuous Measurement, and Improvement. Management Redesign at Chevron. Chapter 8: Process Improvement with Six Sigma. Six Sigma. The Six Sigma Concept. The Six Sigma Approach to Process Improvement. Six Sigma Teams. Phases in a Six Sigma Project. Alternative Approaches to Process Improvement. PART IV: BUSINESS PROCESS REDESIGN. Chapter 9: A Business Process Redesign Methodology. Why Have a Methodology? How Does It All Begin? What Happens? Who Makes It All Happen? Phase 1: Planning for a Redesign Effort. Phase 2: Analysis of an Existing Process. Phase 3: Design of a New or Improved Process. Phase 4: Development of Resources for an Improved Process. Phase 5: Managing the Transition to a New Process. Summary. Chapter 10: Process Redesign Patterns. Types of Process Redesign Patterns. The Reengineering Pattern. The Simplification Pattern. The Value-Added Analysis Pattern. The Gaps and Disconnects Pattern. PART V: BUSINESS PROCESS AUTOMATION. Chapter 11: Workflow and XML Business Process Languages. Workflow Systems. Types of Workflow Systems. Two Case Studies: Anova and iJET Travel Intelligence. Workflow and XML. Generic Business Process Languages and Web Services. The Future of Workflow and Business Process Workflow Languages. Chapter 12: ERP-Driven Redesign. Processes and Packages. A Closer Look at SAP. Implementing an ERP-Driven Design. Case Study: Nestlé USA Installs SAP. Chapter 13: Software Development. A Little Software History. Application Development. The Requirements Interface. Software Analysis and UML. UML and Business Process Modeling. The Model Driven Architecture. Software Languages, UML Modeling Tools, and CASE. Process Architectures and Software Architectures. IDEF. RM-ODP. XML Business Process Languages. The Capability Maturity Model. PART VI: THE E-BUSINESS CHALLENGE. Chapter 14: E-Business: Portals and Customer-Oriented Applications. E-Business Applications. A Customer Focus. Web Sites and Portals. Analyzing Customer-Oriented Processes. Customer-Oriented E-Business Redesign. Chapter 15: Supplier and Internally Oriented E-Business Applications. Supplier-Oriented E-Business Redesign. How Do Companies Structure Supply Chain Applications? E-Business Marketplaces. Directly Linked Supply Chain Systems. The Supply Chain Council's SCOR Approach. Internally Oriented E-Business Redesign. An E-Business Is a Network. VII: PUTTING IT ALL TOGETHER. Chapter 16: The Ergonomic Systems Case Study. Ergonomic Systems, Inc. An E-Business Strategy. Phase 1: Planning for the Redesign of the Order Process. Phase 2: Analyzing the Current Order Fulfillment Process. Phase 3: Designing the New Order Process. Phase 4: Resource Development. Phase 5: The New Order Process Goes On-Line. Chapter 17: Software Tools for Business Process Development. Chapter 18: Conclusions and Recommendations. Glossary. Notes and References. Bibliography. Index.