Business Process Management: Profiting From Process

Business Process Management: Profiting From Process

by Roger T. Burlton
Released May 2001
Publisher(s): Sams
ISBN: 9780768683653

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Book description

Business processes are the production lines of the new economy. When they fail us, our products and services fail our customers, and our business fails its owners. The more businesses change, the more they must concern themselves with their stakeholder relationships and manage their processes so that technologies and organization designs have a common business purpose. This book shows you how to deliver integral processes and helps you build a fully process-managed enterprise.
The Process Management Framework provides the strategic guidance and tactical steps to make the switch. Encompassing eight phases, the Framework migrates organizational and process transformation through strategy, design, realization, and actual operations. For each phase, this book provides detailed descriptions of the steps, their inputs, outputs, guides, and enablers, as well as the tricks, traps, and best practices learned by experienced practitioners. It also covers the related disciplines of managing programs, risk, quality, projects, and human change, and how process management is the key to ensure a fit among all these areas. For those of you about to embark on a process journey, this book provides a compelling call to action, a guide for management, and an invaluable reference.
Learn the concepts and transform your business!

  • See why process management is an inevitable trend that won't go away.

  • Understand why relationship management needs effective processes to work.

  • Define your stakeholders and determine their needs.

  • Discover what other organizations have done to manage processes successfully.

  • Explore a complete framework for managing business, process, and human change.

  • Apply your knowledge to manage process projects effectively and efficiently.

  • Learn what to do and what to avoid in every step.

  • Develop processes to align technology, organization, and facility transformation.

  • Gain cross-organizational acceptance of process and personal change.

  • Anticipate objections and proactively manage stakeholder concerns.

Table of contents

  1. Copyright
  2. About the Author
  3. Acknowledgments
  4. Tell Us What You Think!
  5. Introduction
    1. Process Management Comes of Age
    2. Who Should Read This Book
    3. How This Book Is Organized
  6. A Management Guide
    1. Drivers of Business Change
      1. New-Age Business Drivers
      2. E-Business Technology Drivers
      3. Summary
    2. Organizational Responses to Business Drivers
      1. Questioning the Mission and the Value Proposition
      2. Questioning the Time Horizon
      3. Questioning the Leadership Style
      4. Questioning Stability
      5. Questioning Control
      6. Questioning Service Styles
      7. Questioning Approaches to Work
      8. Questioning Roles, Jobs, and Organizational Structures
      9. Questioning Knowledge at Work
      10. Questioning the Integration of Information
      11. Summary
    3. Principles of Process Management
      1. Guiding Concepts
      2. The 10 Principles of Process Management
      3. Summary
    4. New-Age Company Experiences
      1. The Morningstar Packing Company
      2. Stanford University’s Financial Aid Office
      3. Rexall.com
      4. Summary
    5. The Process Management Framework
      1. Process Management Principles
      2. Framework Description
      3. The Framework as a Process of Discovery and Learning
      4. Framework Traceability
      5. Defining the Business Context for Change
      6. Architecting Processes and Aligning Business Strategies
      7. Creating the Vision for Change
      8. Understanding the Existing Process
      9. Renewing the Process Design
      10. Developing Enablers and Support Mechanisms
      11. Implementing the Change
      12. Operating the Process and Continuing to Improve
      13. Scaling the Process Renewal Framework
      14. Related Professional Practices
      15. Summary
    6. Project Management Essentials
      1. A Few Fundamentals
      2. Project Management Roles and Structure
      3. Project Management Stages
      4. Closing Project Management Guidelines
      5. Summary
    7. Mitigating Business Risk
      1. What Is at Risk?
      2. Risk Factors in Business Process Management
      3. The Process Management Framework’s Contributions to Risk Mitigation
      4. The Risk-Management Process
      5. Summary
    8. Human Change
      1. Behavioral Change
      2. How People React to Change: The Journey
      3. Handling People’s Concerns
      4. How the Process Management Framework Itself Can Help
      5. A Methodology to Deal with Human Transition
      6. Ten Critical Success Factors for Effective Human Transition
      7. Summary
    9. Building a Process Support Organization
      1. Determining Your Business Context
      2. Architecting Your Processes and Aligning Them
      3. Defining Your Program to Roll Out a Support Group
      4. Designing Your Own Processes
      5. Summary
  7. A Practitioner’s Guide
    1. Discovering the Context for Business Change
      1. Overall Tricks and Traps for the Business Context Phase
      2. Validating the Mission
      3. Analyzing the Business Drivers
      4. Classifying Stakeholder Types
      5. Documenting Current Interactions and Health
      6. Documenting Principles and Values
      7. Envisioning the Future and Setting Expectations
      8. Producing Key Performance Indicators and Targets
      9. Determining Critical Success Factors
      10. Summary
    2. Configuring Business Processes and Aligning Other Strategies
      1. Overall Tricks and Traps for the Architect and Align Phase
      2. Identifying Business Processes
      3. Matching Processes to Criteria and Prioritizing
      4. Identifying Information and Knowledge Needs
      5. Identifying Strategic Technologies
      6. Identifying Facility Requirements
      7. Determining Organization Strategy
      8. Determining Human Capabilities
      9. Determining Alignment Opportunities and Constraints
      10. Summary
    3. Charting the Course of Change
      1. Overall Tricks and Traps for the Vision Phase
      2. Selecting the Renewal Processes and Identifying Stakeholders
      3. Formulating Process Vision
      4. Identifying Performance Improvement Targets
      5. Defining Project Scope
      6. Developing Project Strategy
      7. Developing an Initial Business Case
      8. Developing Communication and Human Change Strategy
      9. Finalizing the Project Plan
      10. Summary
    4. Understanding the Existing Situation
      1. Overall Tricks and Traps for the Understand Phase
      2. Confirming Scope and Boundaries
      3. Mapping Existing Process Understanding
      4. Measuring Process Performance
      5. Determining Root Causes
      6. Identifying Improvement Priorities
      7. Implementing Early Wins
      8. Summary
    5. Designing the Renewed Process
      1. Overall Tricks and Traps for the Renew Phase
      2. Benchmarking Processes and Trends
      3. Gaining Enabler Knowledge
      4. Finalizing Evaluation Criteria
      5. Rethinking the Approach
      6. Modeling the Renewed Process
      7. Demonstrating/Validating the Renewed Process
      8. Updating the Business Case for Development
      9. Developing a Transformation Strategy
      10. Summary
    6. Developing Capability for the Renewed Process
      1. Overall Tricks and Traps for the Develop Phase
      2. Building Physical Infrastructures
      3. Providing Human Core Capabilities
      4. Building Computing Infrastructure
      5. Developing Processes, Procedures, and Rules
      6. Redefining Jobs
      7. Designing Organizational Changes
      8. Updating Human Resources Policies
      9. Developing/Integrating Technology and Systems
      10. Developing Training Capability
      11. Summary
    7. Implementing and Rolling Out the Business Solution
      1. Overall Tricks and Traps for the Implement Phase
      2. Preparing for Business Testing
      3. Completing Business Tests and Pilots
      4. Updating Deliverables
      5. Educating Management
      6. Developing Rollout Plans
      7. Training Staff
      8. Developing and Running Marketing Programs
      9. Rolling Out Changes
      10. Summary

Product information

  • Title: Business Process Management: Profiting From Process
  • Author(s): Roger T. Burlton
  • Release date: May 2001
  • Publisher(s): Sams
  • ISBN: 9780768683653