List of figures List of tables Notes on contributors Foreword by Thomas H. Davenport

Transcription

1 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 xii xvii xx xxiii xxvi xxviii xxxi xxxiii xxxiv xxxv Part I FREQUENTLY ASKED QUESTIONS 1 1 What is business process management? 3 2 How can we demystify business process management? 10 Brief history of business process management 10 The next big thing (or how mystification begins) 12 BPM hype cycle 13 What is mystifying about BPM? 13 The Iceberg Syndrome 15 Exploring "reality" 16 Change management and performance management 18 Conclusion 21 3 Who should be involved in BPM and what are the critical success factors? 23 Management of business processes 25 Use of external BPM experts 27

2 Critical success factors 29 A metaphor for BPM involvement 32 4 When should you do BPM what are the main drivers and triggers? 35 5 How should we start BPM bottom-up or top-down? 42 Bottom-up approach 43 Top-down approach 45 6 Why is it important to improve business processes before automating them? 49 What are the problems with automating first? 50 Why is this not working? 50 Why is this so? 51 Need to improve processes first 52 Key considerations 53 Conclusion 54 7 What are the technology components of BPM? 56 Modeling and design 58 Execution and tracking 60 Performance management 64 Technology standards 67 8 Should we be customer-centric? 70 9 Why is determining BPM Foundations a critical first step? 78 BPM Foundations 81 BPM Enablement 81 BPM Foundations and Enablement benefits Why do you need a structured approach to implementing BPM? 85 Typical common approach pitfalls 90 Part II BPM HOW DO YOU DO IT? THE 7FE FRAMEWORK FE Framework overview 7FE Framework

3 7FE Framework phases 106 Project essentials 109 A process-focused organization 111 Addendum: 7FE Framework and Six Sigma, Lean and Lean Six Sigma Guidelines on how to use the 7FE Framework 119 Why a "one approach fits all" philosophy does not work 120 How are BPM activities initiated? 120 Four scenarios in implementing BPM 125 How to determine which scenario is applicable 126 Skipping of a phase 127 Paralleling phases 128 Assignment Foundations phase Why? 134 Results 139 How? 139 Detailed steps 139 Foundations phase outputs 170 Foundations phase risks 171 Assignment 173 Foundations phase checklist Enablement phase Why? 177 Results 180 How? 180 Detailed steps 213 Enablement phase outputs 214 Enablement phase risks 215 Assignment 217 Enablement phase checklist Launch pad phase Why? 220 Results

4 How? 222 Detailed steps 222 Realize value 248 Launch pad phase outputs 248 Launch pad phase risks 249 Assignment 251 Launch pad phase checklist 251 Extra reading Understand phase 264 Why? 265 Results 266 How? 267 Detailed steps 271 Realize value 291 Understand phase outputs 291 Understand phase risks 292 Assignment 294 Understand phase checklist 295 Extra reading Innovate phase 301 Why? 302 Results 302 Key misunderstandings about innovation 303 How? 305 Detailed steps 311 Realize value 337 Innovate phase outputs 337 Innovate phase risks 339 Assignment 340 Innovate phase checklist 340 Extra reading People phase Why? 355 Results

5 How? 357 Detailed steps 358 Realize value 378 People phase outputs 378 People phase risks 379 Assignment 381 People phase checklist Develop phase Why? 385 Results 388 How? 388 Detailed steps 389 Realize value 406 Develop phase outputs 407 Develop phase risks 408 Assignment 409 Develop phase checklist Implement phase Why? 412 Results 414 How? 414 Detailed steps 415 Realize value 426 Implement phase outputs 426 Implement phase risks 426 Assignment Realize value phase Why? 431 Results 433 How? 433 Detailed steps 434 Critical success factors 445 Realize value phase outputs 446 Realize value phase risks 446 Assignment 449

6 22 Sustainable performance phase 450 Why? 451 Results 453 How? 453 Detailed steps 453 Realize value 460 Sustainable performance phase outputs 461 Sustainable performance phase risks 461 Assignment 462 Sustainable performance phase checklist Essentials introduction 466 Why? 466 How? 467 What are the three essentials? Project management 470 Why? 470 Results 475 How? 475 Project "gates" 475 Stakeholder management 481 Managing stakeholders for successful delivery 483 Continuous active project review 494 Project management risks 496 Assignment People change management 498 Organizational culture 501 Process of people change management 505 Appreciative Inquiry approach 519 Assignment 525 Extra reading Leadership Why? 533 How?

7 What is leadership in the context of a BPM activity? 536 Overview 547 Assignment Embedding BPM in the organization 550 Why? 551 What are the elements of embedding BPM in the organization? 552 Ownership of processes 554 Organizational structure of embedding BPM 555 Ad-hoc BPM 557 Building BPM 560 BPM enabled 564 Extra reading 566 Part III CASE STUDIES AND BPM MATURITY Case studies from the USA, Asia and Europe 575 Case study 1 : USA 576 Case study 2: Asia 580 Case study 3: Europe BPM maturity model 602 Introduction 602 Business process management maturity 603 The BPM maturity model 607 Application of the BPM maturity model 616 Related work Business process maturity models. What's in a name? 619 Notes 633 Glossary 637 References and bibliography 641 Index 647