A Managerial Perspective of People, Process, and Technology
Buch, Englisch, 190 Seiten, Format (B × H): 155 mm x 235 mm, Gewicht: 330 g
ISBN: 978-3-031-11636-0
Verlag: Springer International Publishing
This textbook presents an integrated view of three themes relevant to the operationalization of Management by Business Process (M-B-BP): people, process, and technology. Whereas most Business Process Management (BPM) textbooks focus on software technology issues and ontological standards for the integration of various software layers, this book focuses on the managerial perspective, managerial decisions regarding the configurations of the company's structural variables that are most favorable to the best operationalization and evolution of the M-B-BP approach. Among the structural variables of the scope of managerial choices that support the discussion are: work specialization, work grouping, the chain of command, the extent of control, the decision process, and work formalization.
To support businesses managed through an organizational structure oriented by business processes, it is essential that the manager has a set of knowledge, technical skills, and professional demeanor. This text focuses on these aspects, presenting: a) the theoretical foundation, describing the central concepts of the M-B-BP approach; b) the set of necessary techniques from different areas, describing and exemplifying those skills; and c) the required behaviors of managers and employees for structuring, operation, management, and continuous improvement of the organization's business processes.
For students of M-B-BP, there are examples and cases that discuss business situations and themes to aid in grasping the material while at the end of the chapters there are reflection questions as well as lists of complementary material (articles, videos, web sites). They will gain an understanding of how to create a culture of improvement.
The English translation of this book from its Portuguese original manuscript was done with the help of artificial intelligence (machine translation by the service provider DeepL.com). A subsequent human revision of the content was done by the author.
Zielgruppe
Upper undergraduate
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
Chapter 1 - Introduction to the administrative approach to process management
1.1 Theoretical foundation: general systems theory
1.2 Its challenge: to be an alternative to the limitations of the scientific approach in the context of modern organizations
1.3 Your object of interest: the business process1.4 Its introduction in organizations
1.5 Its essence as an administrative approach
1.6 False synonyms: "process management" and "management by process".
Chapter 2 - Discerning between functional management and business process management
2.1 Distinctive characteristics related to People
2.1.1 People allocation: represents the arrangement of the human operational set that performs the tasks within the organization
2.1.2 Operational autonomy: indicates the degree of autonomy and control that each employee has over the tasks under their responsibility
2.1.3 Performance assessment: describes the criteria for valuing and promoting the work of individuals
2.1.4 Chain of command: identifies the chain of command which supervises the operational work2.1.5 Empowerment of individuals: describes the list of competencies and the vision direction of the operational work objectives
2.2 Distinctive characteristics related to Process2.2.1 Organizational structure: the organizational model on which the company is structured
2.2.2 Performance measures: these characterise the ways in which work is assessed
2.2.3 Nature of work: relating to the characteristics of tasks requiring specific skills for implementation
2.2.4 Organisation of work: identifies the way in which operational work is organised within the company structure
2.2.5 Scale of organizational values: refers to the values cultivated by the organization in order to direct the behavioral movement of employees
2.3 Distinctive characteristics related to Technology
2.3.1 Utilisation of technology: deals with the use of information technology (IT) resources to support the execution and management of processes2.3.2 External relationship: with the consumer market and with suppliers and customers
2.4 Business architecture according to the management approach
2.4.1 Evolutionary history of business architectures
2.4.2 Initiatives to change companies' business architectures
2.4.3 Breaking paradigms for introducing MBP in conventional companies with functional organization2.4.3.1 (Re)design of processes
Chapter 3 - Management by Business Process Technical Vocabulary
2.1 Importance of the common dialect for process management
2.2 Levels of abstraction of work performed
2.2.1 Business process2.2.2 Process
2.2.3 Subprocess
2.2.4 Further levels of subprocesses
2.2.5 Task
2.3 Scope of the business process
2.4 Products and customers
2.5 Resources associated to the business process2.6 Workflow and instancing of business transactions
2.7 Business event and states that characterize it
2.8 Data, information, knowledge and intellectual capital2.9 Business rule and its exceptions
2.10 Organizational unit, functional area and their roles in relation to the processes
2.11 Employees and their skills2.12 Throughput, lead time and other performance indicators
2.13 Best practices and benchmarking
2.14 Process lossesChapter 4 - Ontologies and Techniques for Business Process Specification
4.1 Objects (entities that constitute the process)
4.2 Properties (attributes of each entity)
4.3 Associations (relationships between entities)
4.4 Contextualized techniques for understanding the process
4.4.1 Process operation diagram
4.4.2 Flowchart for task description4.4.3 State diagram (events)
4.4.4 Interaction Diagram
4.4.5 Decomposition diagram
4.5 Differentiation between modeling notations and their different purposes
4.5.1 Process centric (BPMN)
4.5.2 Data Centricity (MER)
4.5.3 Object-oriented (UML)Chapter 5 - Approach to Management by Business Process (MBP)
5.1 Overview of organizational phases and assets associated with your practice
5.2 Description of the central phases
5.2.1 Business process design
5.2.1.1 Current model (as is)5.2.1.2 Target model (to be)
5.2.2 Business process operation/automation
5.2.2.1 Recognition of the current stage of each instantiated / "in operation" transaction
5.2.2.2 Recognition of the workload of each process operator
5.2.2.3 Exception identification and handling5.2.2.4 Context-based (on demand) process handling
5.2.3 Business process measurement and analysis
5.2.3.1 Basic business process indicators (BBPI)5.2.3.1.1 The number of process instances (long-term)
5.2.3.1.2 Average time required to complete a process instance (long-term)
5.2.3.1.3 The average time that each process step requires (long-term)
5.2.3.1.4 The number of process instances created in the last hour (short-term)
5.2.3.1.5 The time required for a particular step (short-term)5.2.3.2 Indicadores de Produção
5.2.3.2.1 Throughput, Lead time, Availability, Production process ratio, Allocation efficiency, Technical efficiency, Worker efficiency, entre outros
5.2.3.3 Indicadores de Qualidade
5.2.3.3.1 Scrap ratio, Actual to planned scrap ratio, Rework ratio, Fall off ratio, First time quality, Quality buy rate, entre outros
5.2.3.4 Indicadores de Manutenção5.2.3.4.1 Mean time to failure, Mean time to repair, Mean operating time between failures, Mean delay time, Mean setup time, entre outros
5.2.3.5 Indicadores almejados
5.2.3.5.1 Best practices e Benchmarking
5.2.3.6 Systemic archetypes for problem analysis
5.2.3.6.1 Identification of systemic loops5.2.3.6.2 Importance of the holistic/systemic vision
5.2.4 Modification, testing and development of the business process
5.2.4.1 Synchronization and coherence between design, test, training and operation environments
5.2.4.2 Flexibility and agility in meeting the demands of the business environment
5.2.4.3 Knowledge management (KM) and the continuous improvement of business processes5.2.4.3.1 Functionalities supporting the internalisation of knowledge
5.2.4.3.2 Features to support the socialisation of knowledge
5.2.4.3.3 Functionalities supporting the externalisation of knowledge5.2.4.3.4 Functionalities supporting the combination of knowledge
5.2.4.3.5 Final considerations on KM applied to MBP
Chapter 6 - Process management and the attractiveness of jobs
6.1 The challenge of "attitude" in the modern company
6.2 Motivational practices and their effects on attitude6.2.1 Motivational theories: classical and contemporary
6.2.2 Convergent aspects between management by processes and contemporary motivational theories
6.2.2.1 Creating attractive and motivating work positions for employees
6.2.2.2 Maintenance of challenges that inspire and motivate employees6.2.3 Reflections on motivational practices and management by processes
6.3 Multifunctionality as an instrument for flexibility
6.3.1 Challenges for implementation of motivational practices in the context of management by processes6.3.2 Multifunctionality in the context of micro and small enterprises
Chapter 7 - Technologies in support of management by business processes
7.1 Main technologies in support of MBP
7.1.1 Business Process Management System (BPMS)
7.1.2 Repository
7.1.3 Workflow - automation and control
7.1.4 Business Process Simulation - simulation
7.1.5 Enterprise Application Integration (EAI) - connecting information systems of different generations and technologies7.1.6 Business Process Execution Language (BPEL) - execution
7.2 Functionalities required for the MBPS solution
7.2.1 Resources for optimizing process operation and making it more flexible7.2.2 Resources for process operation management
7.2.3 Resources for process planning and design
7.3 Culture and organizational climate for development of the BPMS solution7.4 Business Ontology
7.5 The components of the BPMS architecture
7.5.1 Analysis of BPMS components from the perspective of a practical case
7.6 Systematic approach to integration between information systems
7.6.1 Business environment justifications for the growing demand for effective solutions for integration between information systems
7.6.2 Concepts of the systematic approach
7.6.3 Technologies for business process integration
7.6.4 Case study on business process integration with great software diversity
Chapter 8 - The role of professionals and the area of management by processes
8.1 Business Process Manager
8.2 Team for management by business processes
8.3 Areas of support for process management
Chapter 9 - Organization as a business process
9.1 Synergy between business process and strategic direction
9.2 Techniques for structuring organizations
9.3 Key resources as stable nouns (entities)
9.4 Entification and the balancing between verbs (processes) and nouns ("things" or entities)
9.5 Techniques that balance and integrate processes and data
9.6 Dynamics of business processes and change management9.7 MBP Training
9.8 Organizational culture
Chapter 10 - Imapct of the Management by Business Processes in the structural variables of the organization
10.1 Specialization of work10.2 Work grouping
10.3 Chain of command
10.4 Inspection scope
10.5 Decision-making process
10.6 Formalization of workChapter 11 - Maturity models for business process analysis
11.1 Culture
11.2 People
11.3 Strategy
11.4 Project management
11.5 Information and communication technologies (ICT)11.6 Measurements
Chapter 12 - Other demands of the business environment that drive the adoption of the MBP approach
12.1 Concept of compliance
12.2 Compliance references (ISO, SOX, BASILEIA, FDA, ...)
12.3 Relevance of the management approach by process to compliance compliance
Chapter 13 – New technologies and new business demands in the MBP context
11.1 Organizational improvisation in times of crisis
11.2 Robotic Process Automation (RPA)
11.2.1 Social bot
11.3 Design thinking and its impacts without MBP approach
11.3.1 Customer journey maps
11.4 Augmented processes
11.5 Process mining
11.6 Exploratory process innovation
