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In the decade after publication of the seminal book, Business Process Management: The Third Wave, much has been written about BPM concepts and vision. Yet Zen Master Thich Nhat Hanh teaches us, “Once there is seeing, there must be acting. Otherwise, what is the use of seeing?” Finally, now comes the first real-world story that shares the lessons learned by doing the work of strategic BPM in one of the world’s largest organizations. Don’t just read this book; apply the hard-earned lessons in your organization.



“Jim Boots makes clear the things that people need to do differently to manage for sustainable excellence. And he does not gloss over the challenges related to behavioral change. Rather, backed up by examples and stories, he explains how to overcome resistance and engage people at all levels to make BPM ‘the way we do things here.’” 
—Julie M. Smith, Ph.D., Co-founder of CLG


“This book provides the kind of deep and broad coverage of BPM that only an experienced practitioner like Jim could provide. The result is a source of deep learning for BPM professionals and a comprehensive overview of the topic for those who want to learn more about BPM.”
—Prof. Brian Donnellan, Co-Director, Innovation Value Institute


“They say the key to many challenges, like climbing Mount Everest or running the four-minute mile, lies in knowing for certain it can be done. Once someone has done it, then, suddenly many others are confident enough to do it too. Jim shows how an organization can wring productivity out of business operations with hard work and constant attention to detail. Reading about what Jimand his colleagues at Chevron have accomplished may very well empower you to do something similar at your organization.”
—Paul Harmon, Executive Editor, BPTrends


Table of Contents


Part 1: Context


Chapter 1: Chevron’s BPM Story in a Nutshell


Chapter 2: Introduction to BPM   

The Case for a BPM Initiative   

Benefits of BPM

Another Benefit of BPM: Workforce Engagement

The Economics of an Enterprise BPM Implementation           

A Brief History of BPM

Processes as Assets        

Process Management as Capability      

A Maturity Model to guide Your BPM Journey           

Requirements for BPM Success

The Challenge of Managing Change associated with BPM Initiatives

Chapter Summary


Part 2: Capability


Chapter 3: BPM Organization and Personnel     

The BPM Support Group           

The Mission of the BPM Support Group          

Skill Sets needed in a BPM Support Group      

The BPM Governance Body      

The BPM Competency Manager           

The Lead Developer of BPM Standards, Methods, and Implementation and Governance Models   

The BPM Technology Specialist           

The BPM Technical Support Group      

The Lead Automation Solutions Developer      

The BPM Consultant     

The BPM Promotion Specialist 

The BPM Champion      

The Organization Structure, Placement, and Positions of a BPM Support Group       

Assessing Chevron on this Capability Building Block 

Three Things to start building BPM Organization and Personnel Capability 

Chapter Summary          


Chapter 4: BPM Standards and Methods 

Introduction to BPM Standards 

Standard: Definitions of and Relationships between Key BPM Terms           

Standard: Templates, Formats, and Requirements for Process Documentation          

Standard: Industry Frameworks

Standard: Rights, Permissions, and Obligations of Modelers, Users, and Administrators who interact with BPM Software        

Standard: BPM Competency Model     

Standard: Process Sustainability and Governance Model        

Standard: BPM Metrics Set       

Standard: Notations for Business Process Modeling    

Overview of BPM Methods       

The BPM Maturity Model Method       

Assessing Chevron on this Capability Building Block 

Three Things to start building BPM Standards and Methods Capability        

Chapter Summary          


Chapter 5: BPM Technologies       

A Brief History of the Evolution of BPM Software     

Special Comment on Collaboration Platforms such as Microsoft SharePoint

Selecting and Using Process Automation Technologies          

Selecting and Using Process Engagement Technologies         

Resources to Involve in BPM Technology Selection and Implementation      

Assessing Chevron on this Capability Building Block 

Three Things to start building BPM Technologies Capability 

Chapter Summary          


Chapter 6: Stakeholder Management and Communication       

What Behaviors Do You Want Stakeholders to Exhibit?         

Who are Your Sponsors and How Much Funding Do You Have?        

How Will You Get Managers to Support BPM Implementation in their Business Units and Departments?          

What are the Keys to Adoption by the Workforce of Enterprise BPM Technologies and Standards, Methods, and Models?        

Tips for Communicating with and Managing Stakeholders: First Up, Minimizing Failure Scenarios           

Understanding and Working with Human Nature at a Program Level

Understanding and Working with Human Nature at a Personal Level

The Discipline of Concise Messaging  

Assessing Chevron on this Capability Building Block 

Three Things for building Stakeholder Management and Communication Capability   

Chapter Summary          


Chapter 7: Scope of Implementation        

Implementation Activities         

Organizational Readiness          

Determining the Scope of Implementation       

Determining the Sequence of Implementation 

Determining Implementation Emphasis           

Creating a BPM Implementation Roadmap      

Communicating the BPM Implementation Plan           

Assessing Chevron on this Capability Building Block 

Three Things to start building Scope of Implementation Capability

Chapter Summary  


Chaptr 8: Process Architecture     

The Architectural Perspective   

The Enterprise Process Framework      

Envisioning a Complete Process Architecture 

Characteristics of a Well-Articulated Process Architecture    

Benefits to Management: Enabling Accountability, Prioritization, and Business Model Agility     164

Benefits to All Process Performers, from Frontline Workers through Senior Management: Enabling Execution of Responsibilities with Confidence and Assurance   

An Example of Process Architecture Excellence: ThyssenKrupp Steel          

How to Document Your Process Architecture  

Special Topic: Relationship of the Process Architecture to the Enterprise Architecture   

Assessing Chevron on this Capability Building Block 

Three Things to start building Process Architecture Capability          

Chapter Summary          


Chapter 9: Process Governance     


What does Process Governance Include and Why is it Important?A Vision of Process Excellence

Accountability for Process Maintenance, Improvement, and Performance: Process Stewards 

Integration of Process Discussions into Business Planning: the BPM Coordinator Role

Measurement of Process Performance and Correlations to Business Results 

Systematic Engagement, Learning, and Alignment of Incentives       

A Process Governance Body to Ensure BPM Implementation is Effective and Efficient   

Summary of Process Governance Roles and Responsibilities 

An Example of Process Governance Excellence: Boeing Global Mobility Systems  

Assessing Chevron on this Capability Building Block 

Three Things to start building Process Governance Capability           

Chapter Summary          


Chapter 10: Process Improvement

Process Improvement Methodologies, Types, and Practitioner Attributes      

Forging an Alliance with Lean Six Sigma Practitioners and  Other Process Improvement Resources

The Case for Process Improvement as Part of BPM     

Maximizing the Value of Process Improvement          

Assessing Chevron on this Capability Building Block 

Three Things to start building Process Improvement Capability         

Chapter Summary          


Chapter 11: Process Automation   

Common Examples of Process Automation     

Variation in Automation Needs by Industry     

Terminology associated with Automation        

Workflow Applications, Workflow Platforms, and Custom Code       

Building Capability for Automation Solution Development and Deployment

Assessing Chevron on this Capability Building Block 

Three Things to start building Process Automation Capability           

Chapter Summary


Chapter 12: BPM Capability Revealed     

Examining the Set of BPM Capability Building Blocks          

Metrics for Measuring the Performance of Your BPM Initiative        

Evaluating BPM Maturity in Exemplar Companies

Chevron’s BPM Maturity Scorecard     

Chapter Summary          


Part 3: Catalysis      


Chapter 13: The CEO’s One-Year BPM Action Plan     

The CEO’s Key Behaviors        

The CEO’s Personal Action Plan for BPM Capability Development: Year One         

Considering External Assistance          

Chapter Summary


Chapter 14: Putting It All in Motion:  A Fictional Case Study  

The Beginning   

The Assignment 

Learning the Basics of BPM     

The Action Begins         

Preparing for the Journey          

Signs of Progress           

Formulating an Implementation Vision

Launching Communications and Managing Pilots       

Bumps in the Road        

Planning the Future       

Taking Stock      


Chapter 15: The Impact of BPM on the Future   

The Changing Nature of Work  

The Role of Technology

Practical Changes that could be made in Government during the Next Decade          

Chapter Summary


Chapter 16:  Epilog: Another Personal Perspective




Appendix A: The IVI IT-CMF       

Appendix B: 13 Terms and Their Relationships  

Appendix C: Additional Resources




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“The need for business process management is one constant in an era of continuous change. Jim Boots’ book is a lighthouse to help executives find their way to success.”  Prof. Martin Curley, V.P., Intel Labs Europe – Intel Corporation