ISBN: 0929652460

Available from

In September 2008
Also available: discounted copies direct from the publisher.
Email us to be informed when the book is off press.
info @ mkpress.com

Description
Business Process Management (BPM) is now the major focus for compamies wanting to compete in the 21st century. And for good reason. Powerful and unique business processes are how companies distinguish themselves in the brave new world of extreme competition. Over the past six years much has been written to make the business case for business process management. But now companies want practical guidelines to gain mastery of BPM. That's precisely what you'll find in this book --a practitioner's guide based on the proven hands-on experience of a renowned expert who has been at the forefront of the BPM movement since its inception. This book goes beyond "understanding" and on to the "doing." It is required reading for everyone responsible for builing a process-managed enterprise.

Table of Contents

1. A COMPREHENSIVE OVERVIEW OF BUSINESS PROCESS MANAGEMENT
Key Points
In the Age of Extreme Competition
Business Process Management (BPM): The Key to Competing in the 21st Century
The History of BPM
Business Drivers for BPM
Hasbro Case Study
BPM as a Philosophy
BPM as a Technology
The Essential Components of BPM Technology
The Role of Standards 30
The Role of Business Performance Management
Takeaway

2. CONTROL, AGILITY AND PROCESS INNOVATION
Key Points
Processes: Procedures, Practices or Both?
Process Innovation and Corporate Agility
Process: A Problem of Dialect
Recognizing the Value of Knowledge Workers
Case Study: Institute for Defense Analyses
Developing Organizational Maturity
Achieving Corporate Agility
The BPM Suite Enables Transformation
Enabling Agility: A Range of Possibilities
The Implications for Process Architecture
Best Practice Observations on Developing New Capabilities
Takeaway

3. THE CHALLENGE OF CUSTOMER-ORIENTED PROCESSES AND
CASE MANAGEMENT

Key Points
The Failure of CRM Initiatives
Outsourcing to the Customer
Channel Hopping
Empowering the Knowledge Worker
Best Practice Observations in Customer Interaction
Technology Support for Customer Interaction
Collaboration
Case Handling and Process Adaptability
Constraints On Binding Process Objects
Scalability and the User Interface
Takeaway

4. THE M IN BPM
Key Points
Introduction
BPM Today
Case Study: Halifax Plc.
Don't Forget the People
Production Management and Regulatory Compliance
Management Information
Takeaway

5. MODELING BUSINESS PROCESSES
Key Points
"All Models Are Wrong--Some Are Useful"
Case Study: Mazda
Problems Modeling Processes
Modeling Procedures
Overview of BPMN
Modeling Practices
Business Context and Capability Modeling
Role Activity Diagrams
Takeaway

6. GETTING THERE: GUIDING PRINCIPLES
Key Points
Introduction
Humans in the Equation
BPM Suite Capabilities
A Process Framework for Implementation
Managing Data and Integration
Takeaway

7. THE KEYS TO BPM PROJECT SUCCESS
Key Points
BPM and Other Three Letter Acronyms (TLAs)
The Core Approach
Step 1: Establish the Steering Group
Step 2: Identify a Suitable Target
Step 3: Develop the Business Case
            Measurement
            Expand the Benefits
Step 4: Gain executive Sponsorship
Step 5: Form the BPM Project Team
Step 6: Understand the Process
Step 7: Identify Breakthrough Opportunities
            Potential for Faster Cycle Times
            Enhanced Customer Service
            Channel Integration
            Work Items Handled Multiple Times
            Role Rationalization
            Manage and Monitor Personnel Performance
            Better Manage Exceptions
            Integrate Data and Documents
Step 8: Develop and Prototype Using the BPM Suite
Step 9: Implement and Align Organizational Change
Practical BPM Project Management
Pitfalls to Avoid
Takeaway

8. GETTING PAST THE FIRST BPM PROJECT
Key Points
The Challenge of Adaptability
The Fallacy of Requirements Definition
The New BPM Methodology
Case Study: Pulte Mortgage
Vendor Support for Iterative BPM Development
Best Practice BPM Development Methods
Process Discovery and Understanding
   Best Practice Observations
   Pitfalls to Avoid
From Design to Deployment
   Best Practice Observations
   Pitfalls to Avoid
Monitoring and Control
   Best Practice Observations
   Pitfalls to Avoid
Analysis and Optimization
   Simulation
   Optimization
   Best Practice Observations
   Pitfalls to Avoid
Growing the Team's BPM Capabilities
Best Practice Observations
Takeaway

9. UNDERSTANDING BPM TECHNOLOGY
Key Points
BPM Engine
The Server Environment
Client Elements
Web Services
Platforms
User Interface
Scalability
Processing Modeling
Subprocesses
Shared Data Space
Forms
Time
Process Optimization and Simulation
Business Rules
Integration
Reusing BPM Engine Functionality
Organizational Structure
Process Adaptability and Case Handling
Process Lifecycle Management
Monitoring, Measurement and Management Information
Takeaway

10. BPM AND SOA
A Prelude to BPM and SOA Concepts
Key Points
Why the Interest in BPM-SOA?
A New State Of Mind
Fundamentally Different From Traditional IT Approaches
Ensuring a Proper Foundation
Best Practice Observations
Modeling Processes as Services
Best Practice Observations
BPM-SOA Platform
Best Practice Observations
Takeaway

11. BUSINESS RULES
Key Points
Business Process Management and Business Rules
The Power of Rules-Enabled Processes
Fundamentally Different Technological Approaches
Traditional BPM Systems
Stand-Alone Business Rules
Loose Coupling Business Rules and the BPM Engine
Business Rules Alongside a BPM Engine
BPM Engine, Business Rules and an Extensible Object Model
Takeaway

12. TEMPLATES AND FRAMEWORKS
Key Points
A Running Start
Case Study: Highmark Insurance Group
A Taxonomy of Frameworks
Spectrum of Framework Functionality
Dealing With Complexity -- Healthcare Example
Dealing With Change -- Finance Example
Takeaway

13. Epilog


ABOUT THE AUTHOR

Derek Miers is CEO of BPM-Focus, following the recent merger of Enix Consulting Limited and WARIA. He is a well-known independent industry analyst and technology strategist, publishing a great many white papers and product assessments. Over the years, he has carried out a wide range of consulting roles that have involved the provision of strategic consulting advice -- from facilitating board level conversations around BPM initiatives, through establishing effective BPM Project and Expertise Centers, to helping clients develop new business models that leverage business process strategies. Clients have included many of the world's largest and well-known financial services companies (banks, building societies and insurers), pharmaceutical companies, telecom providers, commercial businesses, product vendors and governmental organizations.

Also by Derek Miers

Click for more information.


Published by 
 
Meghan-Kiffer Press, 
Tampa, FL USA

Innovation at the Intersection of Business and Technology

Meghan-Kiffer Press Home