An edition of Business Process Management
(2006)
Business Process Management
2nd ed.
by John Jeston
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Business Process Management: Practical Guidelines to Successful Implementations provides organizational leadership with an understanding of Business Process Management and its benefits to an organization. This is an easy-to-use, easy-to-read guide that provides a practical framework, complete with a set of tools and techniques, to successfully implement Business Process Management projects. In addition, it features vital organizational perspectives that not only provide an overall view of BPM and the move towards a process-centric organ.
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Business Process Management
2012, Taylor & Francis
electronic resource
in English
- 2nd ed.
0080557368 9780080557366
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Business Process Management: Practical Guidelines to Successful Implementations
May 08, 2006, Butterworth-Heinemann, Brand: Butterworth-Heinemann, Butterworth Hein, Elsevier Sci.(Jdn.Hill)
hardcover
0750669217 9780750669214
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Book Details
Table of Contents
Front Cover; Business Process Management; Copyright Page; Contents; Contributors; Foreword; Preface; Introduction; Introduction to the second edition; Acknowledgements; Training Services; Part I: Frequently asked questions; Chapter 1. How can we demystify business process management?; Brief history of business process management; The next big thing (or how mystification begins); BPM hype cycle; What is mystifying about BPM?; The iceberg syndrome; Exploring 'reality'; Change management and performance measurement; Conclusion; Chapter 2. What is business process management?
Chapter 3. Why is it important to improve business processes before automating them?So, what's the problem?; Why isn't this working?; Why do automated solutions fail to deliver expected benefits?; What have we learned from history?; Conclusion; Chapter 4. When should you do BPM
what are the main drivers and triggers?; Chapter 5. Who should be involved in BPM?; Management of business processes; Use of external BPM experts; Chapter 6. Why are organizational strategy and process architecture important in BPM implementation?; Organization strategy; Process architecture
Chapter 7. How do you sell BPM technology to the organization?Who is buying BPM technology?; Who is selling BPM technology?; Chapter 8. What are the critical success factors in a BPM project?; Chapter 9. What are the critical implementation aspects for a BPM solution?; Chapter 10. Why do you need a structured approach to implementing BPM?; Conclusion; Part II: The framework; Chapter 11. Framework overview; The 7FE project framework; Organizational approach to BPM implementations; Framework phases; Project essentials; A process-centric organization
Chapter 12. Guidelines on how to use the frameworkWhy a 'one approach fits all' philosophy does not work; How are BPM projects initiated?; Four scenarios in implementing BPM; How to determine which scenario is applicable; Skipping of a phase; Iterative approach; Chapter 13. Organization strategy phase; Why?; Why involve strategy in BPM?; Results; How?; Organization strategy outputs; Organization strategy phase risks; Chapter 14. Process architecture phase; Why?; What is process architecture?; Results; How?; Realize value; Process architecture outputs; Process architecture phase risks
Chapter 15. Launch pad phaseWhy?; Results; How?; Realize value; Launch pad phase outputs; Launch pad phase risks; Chapter 16. Understand phase; Why?; Results; How?; Realize value; Understand phase outputs; Understand phase risks; Chapter 17. Innovate phase; Why?; Results; How?; Realize value; Innovate phase outputs; Innovate phase risks; Chapter 18. People phase; Why?; Results; How?; Realize value; People phase outputs; People phase risks; Chapter 19. Develop phase; Why?; Results; How?; Realize value; Develop phase outputs; Development phase risks; Chapter 20. Implement phase; Why?; Results
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