Business process change a guide for business managers and BPM and six sigma professionals
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 t...
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; Boston :
Elsevier/Morgan Kaufmann Publishers
c2007.
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| Edición: | 2nd ed |
| Colección: | MK/OMG Press
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627103706719 |
Tabla de Contenidos:
- Front Cover; Business Process Change: A Guide for Business Manager and BPM and Six Sigma Professionals; Copyright Page; Foreword; Contents; Preface to the Second Edition; Introduction; Levels of Concerns; Business Process Change and Management; The Evolution of an Organization's Understanding of Process; The Variety of Options; The Variety of Solutions; How This Book Is Organized; Notes and References; Chapter 1. Business Process Change; Organizations as Systems; Systems and Value Chains; The Six Sigma Movement; Business Process Change in the 1990s; Other Process Change Work in the 1990s
- A Quick SummaryBusiness Process Change in the New Millennium; What Drives Business Process Change?; Notes and References; Part I: Enterprise-Level Concerns; Chapter 2. Strategy, Value-Chains and Competitive Advantage; Defining a Strategy; Porter's Model of Competition; Industries, Products, and Value Propositions; Strategies for Competing; Porter's Theory of Competitive Advantage; Porter's Strategic Themes; Treacy and Wiersema's Positioning Strategies; The Balanced Scorecard Approach to Strategy; Summary; Notes and References; Chapter 3. Understanding the Enterprise
- The BPTrends Enterprise MethodologyStrategy and Enterprise BPM; Understand the Enterprise; The Traditional View of an Organization's Structure; The Systems View of an Organization; Models and Diagrams; Organization Diagrams; Organizations and Value Chains; Systems and Processes; Notes and References; Chapter 4. Process Architecture and Organizational Alignment; Process Hierarchies; Defining a Business Process Architecture; Completing a Worksheet; Core, Support and Management Processes; Aligning Managers, Measures and Resources; Defining a Business Process Architecture
- Developing a Supply Chain Architecture with SCORThe Extension of SCOR; The Extension of SCOR at HP; Other Approaches; From Strategy Statements to a Process Architecture; Notes and References; Chapter 5. Process Management; What Is Management?; Matrix Management; The Management of Outsourced Processes; Value Chains and Process Standardization; Management Processes; Documenting Management Processes in an Architecture; Completing the Business Process Architecture Worksheet; Notes and References; Chapter 6. Measuring Process Performance; What Is Measurement?
- Balanced Scorecard and Process MeasuresAligning Process Measures; Deriving Measures from Business Process Frameworks; Putting It All Together; Completing the Business Process Architecture Worksheet; Notes and References; Chapter 7. An Executive Level BPM Group; What Does a BPM Group Do?; Create and Maintain the Enterprise Business Process Architecture; Identify, Prioritize and Scope Business Process Change Projects; Help Create, Maintain, and Manage the Process Performance System; Help Create and Support the Process Manager System
- Recruit, Train and Manage Business Process Change Professionals
