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Business Process Change

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ISBN-13:
9780128005224
Veröffentl:
2014
Einband:
EPUB
Seiten:
520
Autor:
Paul Harmon
Serie:
The MK/OMG Press
eBook Typ:
Adobe Digital Editions
eBook Format:
EPUB
Kopierschutz:
Adobe DRM [Hard-DRM]
Sprache:
Englisch
Beschreibung:

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 development of business models and business process architecture development, on integrating decision management models and business rules, on service processes and on dynamic case management, and on integrating various approaches in a broad business process management approach. New to this edition: How to develop business models and business process architecture How to integrate decision management models and business rules New material on service processes and on dynamic case management Learn to integrate various approaches in a broad business process management approach Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma Learn how all the different process elements fit together in this best first book on business process, now completely updated Tailor the presented methodology, which is based on best practices, to your organization's specific needs Understand the human aspects of process redesign Benefit from all new detailed case studies showing how these methods are implemented
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 development of business models and business process architecture development, on integrating decision management models and business rules, on service processes and on dynamic case management, and on integrating various approaches in a broad business process management approach. New to this edition: How to develop business models and business process architecture How to integrate decision management models and business rules New material on service processes and on dynamic case management Learn to integrate various approaches in a broad business process management approach Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma Learn how all the different process elements fit together in this best first book on business process, now completely updated Tailor the presented methodology, which is based on best practices, to your organization's specific needs Understand the human aspects of process redesign Benefit from all new detailed case studies showing how these methods are implemented
1;BUSINESS PROCESS CHANGE;21.1;FEATURES;2
1.2;ABOUT THE AUTHOR;2
1.3;PRAISE FOR BUSINESS PROCESS CHANGE;3
2;Business Process Change: A BUSINESS PROCESS MANAGEMENT GUIDE FOR MANAGERS AND PROCESS PROFESSIONALS;8
3;Copyright;9
4;Dedication;10
5;CONTENTS;12
6;FOREWORD;18
7;PREFACE TO THE THIRD EDITION;20
8;Introduction;24
8.1;LEVELS OF CONCERNS;24
8.2;BUSINESS PROCESS CHANGE AND MANAGEMENT;28
8.3;THE EVOLUTION OF AN ORGANIZATION'S UNDERSTANDING OF PROCESS;30
8.4;THE VARIETY OF OPTIONS;32
8.5;THE VARIETY OF SOLUTIONS;33
8.6;HOW THIS BOOK IS ORGANIZED;34
8.7;NOTES AND REFERENCES;37
9;Chapter One - Business Process Change;38
9.1;ORGANIZATIONS AS SYSTEMS;39
9.2;SYSTEMS AND VALUE CHAINS;39
9.3;THE SIX SIGMA MOVEMENT;44
9.4;BUSINESS PROCESS CHANGE IN THE 1990S;45
9.5;LEAN AND THE TOYOTA PRODUCTION SYSTEM;48
9.6;OTHER PROCESS CHANGE WORK IN THE 1990S;49
9.7;A QUICK SUMMARY;52
9.8;BUSINESS PROCESS CHANGE IN THE NEW MILLENNIUM;53
9.9;WHAT DRIVES BUSINESS PROCESS CHANGE?;54
9.10;NOTES AND REFERENCES;56
10;Part I - Organization-Wide Concerns;60
10.1;Chapter Two - Strategy, Value Chains, Business Initiatives, and Competitive Advantage;64
10.1.1;DEFINING A STRATEGY;65
10.1.2;PORTER'S MODEL OF COMPETITION;67
10.1.3;INDUSTRIES, PRODUCTS, AND VALUE PROPOSITIONS;70
10.1.4;STRATEGIES FOR COMPETING;71
10.1.5;PORTER'S THEORY OF COMPETITIVE ADVANTAGE;73
10.1.6;PORTER'S STRATEGIC THEMES;77
10.1.7;TREACY AND WIERSEMA'S POSITIONING STRATEGIES;79
10.1.8;THE BALANCED SCORECARD APPROACH TO STRATEGY;80
10.1.9;BUSINESS MODELS;84
10.1.10;BUSINESS INITIATIVES;84
10.1.11;SUMMARY;85
10.1.12;NOTES AND REFERENCES;87
10.2;Chapter Three - Understanding Your Organization;90
10.2.1;A COMPREHENSIVE BUSINESS PROCESS METHOD;90
10.2.2;STRATEGY AND ENTERPRISE BPM;93
10.2.3;UNDERSTAND THE ENTERPRISE;94
10.2.4;THE TRADITIONAL VIEW OF AN ORGANIZATION'S STRUCTURE;94
10.2.5;A CASE STUDY OF ORGANIZATION TRANSFORMATION;96
10.2.6;THE SYSTEMS VIEW OF AN ORGANIZATION;99
10.2.7;MODELS AND DIAGRAMS;100
10.2.8;ORGANIZATION DIAGRAMS;101
10.2.9;ORGANIZATIONS AND VALUE CHAINS;103
10.2.10;SYSTEMS AND PROCESSES;106
10.2.11;NOTES AND REFERENCES;108
10.3;Chapter Four - Business Architecture;110
10.3.1;THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK;113
10.3.2;BUSINESS ARCHITECTURE: THE IT APPROACH;116
10.3.3;BUSINESS PROCESS ARCHITECTURE;121
10.3.4;DEFINING AN ARCHITECTURE USING A FRAMEWORK;132
10.3.5;THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK;132
10.3.6;DEVELOPING A SUPPLY CHAIN ARCHITECTURE WITH SCOR;133
10.3.7;THE EXTENSION OF SCOR;137
10.3.8;ANOTHER APPROACH;140
10.3.9;SUMMARY;143
10.3.10;NOTES AND REFERENCES;144
10.4;Chapter Five - Measuring Process Performance;146
10.4.1;KEY MEASUREMENT TERMS;146
10.4.2;DEVELOPING A COMPREHENSIVE MEASUREMENT SYSTEM;151
10.4.3;BALANCED SCORECARD AND PROCESS MEASURES;152
10.4.4;ALIGNING PROCESS MEASURES;157
10.4.5;DERIVING MEASURES FROM BUSINESS PROCESS FRAMEWORKS;159
10.4.6;PUTTING IT ALL TOGETHER;162
10.4.7;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;164
10.4.8;NOTES AND REFERENCES;164
10.5;Chapter Six - Process Management;168
10.5.1;THE PROCESS PERSPECTIVE;168
10.5.2;WHAT IS MANAGEMENT?;170
10.5.3;MATRIX MANAGEMENT;177
10.5.4;THE MANAGEMENT OF OUTSOURCED PROCESSES;180
10.5.5;VALUE CHAINS AND PROCESS STANDARDIZATION;180
10.5.6;MANAGEMENT PROCESSES;183
10.5.7;DOCUMENTING MANAGEMENT PROCESSES IN AN ARCHITECTURE;190
10.5.8;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;191
10.5.9;NOTES AND REFERENCES;192
10.6;Chapter Seven - An Executive Level BPM Group;194
10.6.1;WHAT DOES A BPM GROUP DO?;194
10.6.2;CREATE AND MAINTAIN THE ENTERPRISE BUSINESS PROCESS ARCHITECTURE;195
10.6.3;IDENTIFY, PRIORITIZE, AND SCOPE BUSINESS PROCESS CHANGE PROJECTS;196
10.6.4;HELP CREATE, MAINTAIN, AND MANAGE THE PROCESS PERFORMANCE SYSTEM;203
10.6.5;HELP CREATE AND SUPPORT THE PROCESS MANAGER SYSTEM;204
10.6.6;RECRUIT, TRAIN AND MANAGE BUSINESS PROCESS CHANGE PROFESSIONALS;205
10.6.7;MANAGE RISK/COMPLIANCE REPORTING AND DOCUMENTATION;205
10.6.8;A CASE STUDY: BOEING'S GM

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