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;21.2;ABOUT THE AUTHOR;21.3;PRAISE FOR BUSINESS PROCESS CHANGE;32;Business Process Change: A BUSINESS PROCESS MANAGEMENT GUIDE FOR MANAGERS AND PROCESS PROFESSIONALS;83;Copyright;94;Dedication;105;CONTENTS;126;FOREWORD;187;PREFACE TO THE THIRD EDITION;208;Introduction;248.1;LEVELS OF CONCERNS;248.2;BUSINESS PROCESS CHANGE AND MANAGEMENT;288.3;THE EVOLUTION OF AN ORGANIZATION'S UNDERSTANDING OF PROCESS;308.4;THE VARIETY OF OPTIONS;328.5;THE VARIETY OF SOLUTIONS;338.6;HOW THIS BOOK IS ORGANIZED;348.7;NOTES AND REFERENCES;379;Chapter One - Business Process Change;389.1;ORGANIZATIONS AS SYSTEMS;399.2;SYSTEMS AND VALUE CHAINS;399.3;THE SIX SIGMA MOVEMENT;449.4;BUSINESS PROCESS CHANGE IN THE 1990S;459.5;LEAN AND THE TOYOTA PRODUCTION SYSTEM;489.6;OTHER PROCESS CHANGE WORK IN THE 1990S;499.7;A QUICK SUMMARY;529.8;BUSINESS PROCESS CHANGE IN THE NEW MILLENNIUM;539.9;WHAT DRIVES BUSINESS PROCESS CHANGE?;549.10;NOTES AND REFERENCES;5610;Part I - Organization-Wide Concerns;6010.1;Chapter Two - Strategy, Value Chains, Business Initiatives, and Competitive Advantage;6410.1.1;DEFINING A STRATEGY;6510.1.2;PORTER'S MODEL OF COMPETITION;6710.1.3;INDUSTRIES, PRODUCTS, AND VALUE PROPOSITIONS;7010.1.4;STRATEGIES FOR COMPETING;7110.1.5;PORTER'S THEORY OF COMPETITIVE ADVANTAGE;7310.1.6;PORTER'S STRATEGIC THEMES;7710.1.7;TREACY AND WIERSEMA'S POSITIONING STRATEGIES;7910.1.8;THE BALANCED SCORECARD APPROACH TO STRATEGY;8010.1.9;BUSINESS MODELS;8410.1.10;BUSINESS INITIATIVES;8410.1.11;SUMMARY;8510.1.12;NOTES AND REFERENCES;8710.2;Chapter Three - Understanding Your Organization;9010.2.1;A COMPREHENSIVE BUSINESS PROCESS METHOD;9010.2.2;STRATEGY AND ENTERPRISE BPM;9310.2.3;UNDERSTAND THE ENTERPRISE;9410.2.4;THE TRADITIONAL VIEW OF AN ORGANIZATION'S STRUCTURE;9410.2.5;A CASE STUDY OF ORGANIZATION TRANSFORMATION;9610.2.6;THE SYSTEMS VIEW OF AN ORGANIZATION;9910.2.7;MODELS AND DIAGRAMS;10010.2.8;ORGANIZATION DIAGRAMS;10110.2.9;ORGANIZATIONS AND VALUE CHAINS;10310.2.10;SYSTEMS AND PROCESSES;10610.2.11;NOTES AND REFERENCES;10810.3;Chapter Four - Business Architecture;11010.3.1;THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK;11310.3.2;BUSINESS ARCHITECTURE: THE IT APPROACH;11610.3.3;BUSINESS PROCESS ARCHITECTURE;12110.3.4;DEFINING AN ARCHITECTURE USING A FRAMEWORK;13210.3.5;THE SUPPLY CHAIN COUNCIL'S SCOR FRAMEWORK;13210.3.6;DEVELOPING A SUPPLY CHAIN ARCHITECTURE WITH SCOR;13310.3.7;THE EXTENSION OF SCOR;13710.3.8;ANOTHER APPROACH;14010.3.9;SUMMARY;14310.3.10;NOTES AND REFERENCES;14410.4;Chapter Five - Measuring Process Performance;14610.4.1;KEY MEASUREMENT TERMS;14610.4.2;DEVELOPING A COMPREHENSIVE MEASUREMENT SYSTEM;15110.4.3;BALANCED SCORECARD AND PROCESS MEASURES;15210.4.4;ALIGNING PROCESS MEASURES;15710.4.5;DERIVING MEASURES FROM BUSINESS PROCESS FRAMEWORKS;15910.4.6;PUTTING IT ALL TOGETHER;16210.4.7;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;16410.4.8;NOTES AND REFERENCES;16410.5;Chapter Six - Process Management;16810.5.1;THE PROCESS PERSPECTIVE;16810.5.2;WHAT IS MANAGEMENT?;17010.5.3;MATRIX MANAGEMENT;17710.5.4;THE MANAGEMENT OF OUTSOURCED PROCESSES;18010.5.5;VALUE CHAINS AND PROCESS STANDARDIZATION;18010.5.6;MANAGEMENT PROCESSES;18310.5.7;DOCUMENTING MANAGEMENT PROCESSES IN AN ARCHITECTURE;19010.5.8;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;19110.5.9;NOTES AND REFERENCES;19210.6;Chapter Seven - An Executive Level BPM Group;19410.6.1;WHAT DOES A BPM GROUP DO?;19410.6.2;CREATE AND MAINTAIN THE ENTERPRISE BUSINESS PROCESS ARCHITECTURE;19510.6.3;IDENTIFY, PRIORITIZE, AND SCOPE BUSINESS PROCESS CHANGE PROJECTS;19610.6.4;HELP CREATE, MAINTAIN, AND MANAGE THE PROCESS PERFORMANCE SYSTEM;20310.6.5;HELP CREATE AND SUPPORT THE PROCESS MANAGER SYSTEM;20410.6.6;RECRUIT, TRAIN AND MANAGE BUSINESS PROCESS CHANGE PROFESSIONALS;20510.6.7;MANAGE RISK/COMPLIANCE REPORTING AND DOCUMENTATION;20510.6.8;A CASE STUDY: BOEING'S GM