Business Process Management: Profiting From Process

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Pearson Education, May 17, 2001 - Computers - 416 pages
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Business processes are the production lines of the new economy. When they fail us, our products and services fail our customers, and our business fails its owners. The more businesses change, the more they must concern themselves with their stakeholder relationships and manage their processes so that technologies and organization designs have a common business purpose. This book shows you how to deliver integral processes and helps you build a fully process-managed enterprise.
The Process Management Framework provides the strategic guidance and tactical steps to make the switch. Encompassing eight phases, the Framework migrates organizational and process transformation through strategy, design, realization, and actual operations. For each phase, this book provides detailed descriptions of the steps, their inputs, outputs, guides, and enablers, as well as the tricks, traps, and best practices learned by experienced practitioners. It also covers the related disciplines of managing programs, risk, quality, projects, and human change, and how process management is the key to ensure a fit among all these areas. For those of you about to embark on a process journey, this book provides a compelling call to action, a guide for management, and an invaluable reference.
Learn the concepts and transform your business!

  • See why process management is an inevitable trend that won't go away.
  • Understand why relationship management needs effective processes to work.
  • Define your stakeholders and determine their needs.
  • Discover what other organizations have done to manage processes successfully.
  • Explore a complete framework for managing business, process, and human change.
  • Apply your knowledge to manage process projects effectively and efficiently.
  • Learn what to do and what to avoid in every step.
  • Develop processes to align technology, organization, and facility transformation.
  • Gain cross-organizational acceptance of process and personal change.
  • Anticipate objections and proactively manage stakeholder concerns.

 

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Contents

Introduction
A Management Guide
Drivers of Business Change 2 Organizational Responses to Business Drivers 3 Principles of Process Management 4 NewAge Company Experiences
Process Lines to Synchronize Change
the Stakeholder Criteria
Insight
The Process Management Framework
Concepts Handled
Mitigating Business Risk
Risk Mitigation
Human Change
Building a Process Support Organization
A Practitioners Guide 10 Discovering the Context for Business Change 11 Configuring Business Processes and Aligning Other Strategies 12 Charting ...
Configuring Business Processes and Aligning Other Strategies
Lessons Learned
Understanding the Existing Situation

Implementing and Rolling Out the Business Solution
Project Management Essentials
Core Team Roles

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About the author (2001)

Roger T. Burlton, the founder of Process Renewal Group (http://www.processrenewal.com), is considered a pioneer and industry leader in the introduction of innovative processes for organizational change. He is recognized internationally for his contributions in business process re-engineering, prototyping, rapid development and people-based project management methodologies. He has chaired several high profile conferences on advanced information management around the world, including National BPR Conference, the European Process and Knowledge Management Symposium, DCI's Knowledge Management Conference, and Software World.

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