Business process management practical guidelines to successful implementations
Business Process Management, a huge bestseller, has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add measurable value to their organizations. The book's runaway success can be attributed partly to its overview of all major useful framew...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Abingdon, Oxon :
Routledge
2014.
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| Edición: | 3rd ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009623439906719 |
Tabla de Contenidos:
- Cover; Half Title; Dedication; Title Page; Copyright Page; Table of Contents; List of figures; List of tables; Notes on contributors; Foreword by Thomas H. Davenport; Preface; Introduction; Introduction to the third edition; Acknowledgments; Training services; Positioning our books; Part I FREQUENTLY ASKED QUESTIONS; 1 What is business process management?; 2 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 managementConclusion; 3 Who should be involved in BPM and what are the critical success factors?; Management of business processes; Use of external BPM experts; Critical success factors; A metaphor for BPM involvement; 4 When should you do BPM-what are the main drivers and triggers?; 5 How should we start BPM-bottom-up or top-down?; Bottom-up approach; Top-down approach; 6 Why is it important to improve business processes before automating them?; What are the problems with automating first?; Why is this not working?; Why is this so?
- Need to improve processes firstKey considerations; Conclusion; 7 What are the technology components of BPM?; Modeling and design; Execution and tracking; Performance management; Technology standards; 8 Should we be customer-centric?; 9 Why is determining BPM Foundations a critical first step?; BPM Foundations; BPM Enablement; BPM Foundations and Enablement benefits; 10 Why do you need a structured approach to implementing BPM?; Typical common approach pitfalls; Part II BPM-HOW DO YOU DO IT? THE 7FE FRAMEWORK; 11 7FE Framework overview; 7FE Framework; 7FE Framework phases; Project essentials
- A process-focused organizationAddendum: 7FE Framework and Six Sigma, Lean and Lean Six Sigma; 12 Guidelines on how to use the 7FE Framework; Why a "one approach fits all" philosophy does not work; How are BPM activities initiated?; Four scenarios in implementing BPM; How to determine which scenario is applicable; Skipping of a phase; Paralleling phases; Assignment; 13 Foundations phase; Why?; Results; How?; Detailed steps; Foundations phase outputs; Foundations phase risks; Assignment; Foundations phase checklist; 14 Enablement phase; Why?; Results; How?; Detailed steps
- Enablement phase outputsEnablement phase risks; Assignment; Enablement phase checklist; 15 Launch pad phase; Why?; Results; How?; Detailed steps; Realize value; Launch pad phase outputs; Launch pad phase risks; Assignment; Launch pad phase checklist; Extra reading; 16 Understand phase; Why?; Results; How?; Detailed steps; Realize value; Understand phase outputs; Understand phase risks; Assignment; Understand phase checklist; Extra reading; 17 Innovate phase; Why?; Results; Key misunderstandings about innovation; How?; Detailed steps; Realize value; Innovate phase outputs; Innovate phase risks
- Assignment
