Business process change : a business process management guide for managers and process professionals

Business process change a business process management guide for managers and process professionals

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Business Process Change, 3rd Edition provides a balanced view of the field of business process change. Bestselling author Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition is new material on the devel...

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Detalles Bibliográficos
Autor principal: Harmon, Paul, 1942- (-)
Formato: Libro electrónico
Idioma:Inglés
Publicado: Amsterdam ; Boston : Elsevier [2014]
©2014.
Edición:3rd ed
Colección:EBSCO Academic eBook Collection Complete.
Acceso en línea:Conectar con la versión electrónica
Ver en Universidad de Navarra:https://innopac.unav.es/record=b44668685*spi
Tabla de Contenidos:
  • Front Cover
  • BUSINESS PROCESS CHANGE
  • FEATURES
  • ABOUT THE AUTHOR
  • PRAISE FOR BUSINESS PROCESS CHANGE
  • Business Process Change: A BUSINESS PROCESS MANAGEMENT GUIDE FOR MANAGERS AND PROCESS PROFESSIONALS
  • Copyright
  • Dedication
  • CONTENTS
  • FOREWORD
  • PREFACE TO THE THIRD 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 One
  • Business Process Change.
  • ORGANIZATIONS AS SYSTEMS
  • SYSTEMS AND VALUE CHAINS
  • THE SIX SIGMA MOVEMENT
  • BUSINESS PROCESS CHANGE IN THE 1990S
  • LEAN AND THE TOYOTA PRODUCTION SYSTEM
  • OTHER PROCESS CHANGE WORK IN THE 1990S
  • A QUICK SUMMARY
  • BUSINESS PROCESS CHANGE IN THE NEW MILLENNIUM
  • WHAT DRIVES BUSINESS PROCESS CHANGE?
  • NOTES AND REFERENCES
  • Part I
  • Organization-Wide Concerns
  • Chapter Two
  • Strategy, Value Chains, Business Initiatives, 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
  • BUSINESS MODELS
  • BUSINESS INITIATIVES
  • SUMMARY
  • NOTES AND REFERENCES
  • Chapter Three
  • Understanding Your Organization
  • A COMPREHENSIVE BUSINESS PROCESS METHOD
  • STRATEGY AND ENTERPRISE BPM
  • UNDERSTAND THE ENTERPRISE
  • THE TRADITIONAL VIEW OF AN ORGANIZATION'S STRUCTURE
  • A CASE STUDY OF ORGANIZATION TRANSFORMATION
  • THE SYSTEMS VIEW OF AN ORGANIZATION
  • MODELS AND DIAGRAMS
  • ORGANIZATION DIAGRAMS.
  • ORGANIZATIONS AND VALUE CHAINS
  • SYSTEMS AND PROCESSES
  • NOTES AND REFERENCES
  • Chapter Four
  • Business Architecture
  • THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK
  • BUSINESS ARCHITECTURE: THE IT APPROACH
  • BUSINESS PROCESS ARCHITECTURE
  • DEFINING AN ARCHITECTURE USING A FRAMEWORK
  • THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK
  • DEVELOPING A SUPPLY CHAIN ARCHITECTURE WITH SCOR
  • THE EXTENSION OF SCOR
  • ANOTHER APPROACH
  • SUMMARY
  • NOTES AND REFERENCES
  • Chapter Five
  • Measuring Process Performance
  • KEY MEASUREMENT TERMS
  • DEVELOPING A COMPREHENSIVE MEASUREMENT SYSTEM.
  • BALANCED SCORECARD AND PROCESS MEASURES
  • ALIGNING PROCESS MEASURES
  • DERIVING MEASURES FROM BUSINESS PROCESS FRAMEWORKS
  • PUTTING IT ALL TOGETHER
  • COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET
  • NOTES AND REFERENCES
  • Chapter Six
  • Process Management
  • THE PROCESS PERSPECTIVE
  • 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 Seven
  • An Executive Level BPM Group.

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