Successful Business Process Management

Book description

Companies--especially more complex organizations--require standard, documented processes and procedures to achieve high levels of quality and productivity. Too few, and inefficiency ensues; too many, and creativity is stifled. Yet it can be difficult to find training on process improvement--and the range of complicated tools available could make even the most experienced professional's head spin. Successful Business Process Management fills the gap, providing a succinct, accessible overview of the field. Step-by-step instructions explain how to: ● Overcome resistance and apathy to standard procedures ● Take a systematic rather than ad hoc approach to process management ● Design key processes and capture them in documented procedures ● Revise existing processes when feasible ● Roll out the changes so people know what to do ● Embed them in the organization for reliable outcomes Process management serves as a structural framework for streamlining activities and creating smooth workflows. Get it right--neither overly rigid nor under developed--and an outflow of continuous improvements will drive long-term success.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Introduction
  6. Part One: Reviewing the Definitions
    1. 1 - Understanding Processes and Procedures
      1. What are Processes and Procedures?
      2. What is a Process System?
      3. What are Procedures For? (Or why should you Bother?)
      4. When is a Process or Procedure Needed?
      5. When is a Procedure not Needed?
      6. When do you Need to Add, Improve, or Restructure Processes?
  7. Part Two: Building an Effective Process System
    1. 2 - Creating the Structure of your Process System
      1. Beginning to Create a Process System
      2. Do you Need a Strong Process System before Creating your Procedures?
      3. Developing a Process Hierarchy
      4. Describing the Interaction between Processes
    2. 3 - Creating an Environment in which to Build your Procedures
      1. Creating Templates for Standard Procedures
      2. Publishing Procedures and Making them Usable
      3. Reviewing Procedures Periodically
      4. Deciding which Methodologies and Tools you Need
    3. 4 - Implementing your Process System
      1. Getting Buy-In from Management
      2. Communicating Important Information about your Process System
      3. Knowing when a Process System Requires Improvement
    4. 5 - Managing your Processes and Process Systems
      1. Maintaining the Big Picture
      2. Tracking Changes in Process Relationships
      3. Managing Multiple Simultaneous Process Improvement Initiatives
      4. Setting Project Goals and Schedules for Process Creators
      5. Keeping your System Organized over Time
  8. Part Three: Creating or Revising a Procedure
    1. 6 - Planning your Changes
      1. Making your Initial Decisions
      2. Investigating your Existing Conditions
      3. Refining your Goals
      4. Taking Human Nature into Consideration
    2. 7 - Mapping your Process
      1. Understanding SIPOC (The “Black Box” Approach)
      2. Developing a Process Map
      3. Presenting Some Variations on Process Maps
      4. Incorporating Process Maps with Work Instructions (Or Not)
      5. Reevaluating and Improving the Process
    3. 8 - Documenting the Rest of your Procedure
      1. Determining Infrastructure Needs
      2. Defining Key Process Indicators
      3. Managing Risk
      4. Creating a First Draft of the Procedure
      5. Defining Terms
      6. Keeping it Flexible
      7. Avoiding Audit Traps
    4. 9 - Finalizing your Procedure
      1. Planning your Process Launch and Future Operations
      2. Reviewing and Revising your Procedure Document
      3. Publishing your Process
  9. Part Four: Making Procedures Real
    1. 10 - Rolling Out your Changes
      1. Knowing when to Create a Rollout Plan
      2. Developing a Strategy
      3. Building the Needed Infrastructure
      4. Communicating Process Changes
      5. Creating Effective Training
      6. Dealing with Variations in Circumstances, Cultures, and Languages
      7. Implementing your Plan
      8. Assessing your Results
    2. 11 - Managing your Procedure Operations
      1. Designing a Control and Monitoring Plan
      2. Selecting and Monitoring KPIs
      3. Taking Action Based on KPIs
      4. Improving the Procedure
  10. Part Five: Reviewing the Skills Required to Make Process Improvement Happen
    1. 12 - Facilitating your Meetings and Workshops
      1. Preparing for a Meeting
      2. Running a Great Meeting
      3. When (And How) to Say “Please Stop Talking Now!”
      4. Leading a Brainstorming Session
      5. Facilitating from Behind
    2. 13 - Driving Change through your Organization
      1. Making Top-Down Change
      2. Establishing Bottom-Up Change
      3. Building Trust (Or “Why should I Listen to You?”)
      4. Overcoming Resistance to Change
    3. 14 - Managing your Process Improvement Project
      1. Initiating the Project and Defining Completion Criteria
      2. Defining the Project Execution Strategy
      3. Creating a Detailed Project Plan
      4. Executing the Project
  11. Afterword
    1. Remembering the Underlying Principles
    2. Understanding that No Process is an Island
    3. Making your Procedures More than Paper
    4. Facilitating Conversations, Driving Change, and Managing your Projects
  12. Appendix: Sample Procedure Template
  13. Index
  14. About the Author
  15. Free Sample Chapter from the Practical Drucker

Product information

  • Title: Successful Business Process Management
  • Author(s): Paula K. Berman
  • Release date: April 2014
  • Publisher(s): AMACOM
  • ISBN: 9780814434024