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Ships directly from our warehouse. 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. Arthur’s 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. 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: 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 Introduction 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 SCOR Model DCOR Model CCOR Model Enhanced Telecom Operations Map (eTOM) APQC Process Classification Decomposition Model
10. The
Difference Between Business Processes 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 Section Four Developing the Business Process Ecosystem
16. Preparing to
Develop the Business Process 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 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 23. Develop End-to-End Scenario Views Benefits of Developing Scenario Views
24. Applications
and Benefits of Developing Organization Mindset Business Process Development Business Process Support and Maintenance Business Process Optimization Initiatives Communication 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 32. Work Instructions 33. Systems Transactions 34. Data Standards 35. Process Controls 36. Metrics
37. Reports,
Interfaces,
Conversions, 38. Knowledge Management
39. Benefits of
Developing Business 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 Communication Summary 40. From Theory to Practice References __________________________________________ About the AuthorArthur 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. |
