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In a rapidly changing global environment, organizations need the ability to adjust and change quickly, and to achieve this they require agile processes, systems and people. Arthur believes that thinking about processes in the context of an ecosystem provides organizations the best opportunity to develop agile processes.

     The business process ecosystem consists of all the components that are required to develop, execute, measure, manage, and optimize a business process. The Business Process Ecosystem is the first book of its kind, in that it discusses business processes in the context of an ecosystem, and provides the detailed instructions on how to develop all the components of the business process ecosystem, including how to:

- Structure and scope your business process development initiatives

- Develop a business process model that utilizes the APQC Process

    Classification Framework as its foundation

- Develop business processes from the business process model

- Develop process support elements such as business rules, controls, data

    standards, and KPIs.


Business Process Management (BPM) has received much attention in recent years. In fact it seems everyone who has a stake in the BPM arena has chimed in, in one fashion or another. As a result BPM has become a buzz word with little direction. The confusion of what BPM is and what it entails has increased in the halls of organiza-tions across the world. In this book, Arthur Harris pulls together not only what BPM is but more importantly how to do it. His practical approach makes this an easy guide to use to deploy and manage a business process ecosystem. The material in this book is based on the many years of experience Arthur has accumulated working with or-ganizations around the globe who had reached a level of frustration in their business process endeavors. Arthurís talent in BPM is his ability to step in and turn a frustrated and stalled BPM initiative into a successful, productive environment. This book details the success factors and activities Arthur uses to achieve positive results.
     Have you wondered why BPM has not taken off in industry? This book addresses this question early on by analyzing what organizations are doing and why. Problems are identified followed by possible causes and effects, followed by feasible solutions to address the problem. A manager could easily use this book as a manual to help them identify problems and develop a plan of action to correct them.
This book covers the entire BPM ecosystem from strategy to execution to transformation. It provides a practical approach and explanation of how to build a BPM strategy and how to model organizational processes and then how to build an infrastructure of BPM elements needed to manage, sustain and transform organizational business processes. Arthur provides a practical step-by-step approach to each topic such as how to utilize existing reference models (SCOR, APQC, and so on) to model your organizationís processes. He also addresses the need for people, governance, and strategy to sustain the business process ecosystem while maintaining the security and con-trol of organizational processes. He integrates process measurements and KPIs throughout the ecosystem to ensure a continued transformation of the business process ecosystem.
     Arthur has a unique method of taking the contributions from several BPM thought leaders and presenting these methods in a clear fashion with the added contribution on how to deploy these methods simply for various situations. Whether you are just starting your BPM journey or you have been working on one for a while, you will find this book useful. It can be used as a guide while you are in the middle of your journey or as a manual to help you launch your BPM initia-tive successfully. In fact this book frequently addresses WHY and answers with HOW. This is a must for practitioners of BPM.

---Yvonne Antonucci, Ph.D., Professor, Widener University, PA


Table of Contents

Foreword by  Professor Yvonne Antonucci

Introduction and Structure of this book

            Section One

The Basics1. What is a Business Process?

2. Types of Business Processes

Management Processes

Core Processes

Support Processes

Enabling Processes In Summary

Processes that Provide Competitive Advantage

Structured vs. Unstructured Processes Internal vs. External Processes

Reasons for Categorizing Business Processes

3. Why Business Processes are Important

Extreme Competition

Balanced Scorecard and Strategy Maps

Competitive Strategy

Operational Effectiveness

4. The Challenge of Business Process Management: 
Why is Adoption So Hard?

Executives Value Functions over Processes

Management Relies on the False Assessment that

Business Processes are Under Control

Management Continues to Focus on Other Activities

           Section Two

The Business Process Ecosystem

5. Business Process Ecosystems


Business Process Decomposition Model

Scenario Views of the Business Process Decomposition Model

Process Flow Diagrams

Business Process Support Elements

6. The Business Process  Decomposition Model

            Section Three

Preparation  Activities

7. Educate the Organization

8. Understand the Regulations Affecting Your Organization

9. Analyze and Understand  Existing Industry 
    Decomposition Models

SCOR Model

DCOR Model

CCOR Model

Enhanced Telecom Operations Map (eTOM)

APQC Process Classification Decomposition Model

10. The Difference Between Business Processes
       and  Business Functions

Business Processes are Defined and Described as Functions

Developing Processes Within the Context of Functions

The Solution to Process vs. Functions

11. Define Requirements of the  Business Process Ecosystem

12. Define the Scope of the Ecosystem

13. Define the Goals and  Objectives for the  Decomposition Model

14. Identify the Levels of the  Decomposition Model

15. Define Technology and Tools to Support
     the  Ecosystem

                     Section Four 

Developing the  Business Process Ecosystem

16. Preparing to Develop the  Business Process
     Decomposition Model

17. Develop a New Model from Scratch

18. Extend an Existing Process in the Model

19. Integrate APQC and SCOR Model Content

20. Business Process  Decomposition Model: 
    Applications and Benefits

Applications for the Business Process Decomposition Model

Benefits of Developing the Business Process Decomposition Model

21. Identify Process Variants

22. Identify How Variants will be Reflected
     in the Model

23. Develop End-to-End  Scenario Views

Benefits of Developing Scenario Views

24. Applications and Benefits of Developing
the Business  Process Ecosystem

Organization Mindset

Business Process Development

Business Process Support and Maintenance

Business Process Optimization Initiatives


Improved Quality of Business Process Initiatives

Faster Delivery and Completion of Business Process Projects

Improved Organization Change Management

Improved Operations

                   Section Five

Developing  Business Process Support  Elements

25. Process Flow Diagrams

26. Role Definitions

27. System Security Controls

28. Business Rules

29. Policies

30. Procedures

31. Integrating Business Rules, Policies
    and Procedures

32. Work Instructions

33. Systems Transactions

34. Data Standards

35. Process Controls

36. Metrics

37. Reports, Interfaces, Conversions,
     Extensions and Forms

38. Knowledge Management

39. Benefits of Developing Business
      Process Support  Elements

Improved Management of the Business

Improved Operations

Improved Quality of Business Process Initiatives

Organization Mindset

Business Process Development

Business Process Execution in Operations

Business Process Support and Maintenance

Business Process Optimization Initiatives



40. From Theory to Practice



About the Author

 Arthur C. Harris is an internationally experienced management and business process consultant who has worked for companies such as Robert Bosch, DuPont, Deloitte & Touche, and CIBER, and is currently a business transformation consultant at SAP. Selected companies Arthur has consulted to, include Caterpillar, Harley-Davidson, Colgate, Sanofi Aventis, Medicis, and Samsung.


Arthur is a member of the Association of Business Process Management Professionals and regularly presents at Business Process forums. He is an adjunct professor at Widener University School of Business, where he teaches Business Process Management.


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