Harmon Business Process Change

3. Auflage 2014
ISBN: 978-0-12-800522-4
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 520 Seiten

Reihe: The MK/OMG Press

Business Process Change, 3rd Edition provides a balanced view of the field of business process change. Bestselling author Paul Harmon offers concepts, methods, cases for all aspects and phases of successful business process improvement. Updated and added for this edition is new material on the development of business models and business process architecture development, on integrating decision management models and business rules, on service processes and on dynamic case management, and on integrating various approaches in a broad business process management approach. New to this edition: - How to develop business models and business process architecture - How to integrate decision management models and business rules - New material on service processes and on dynamic case management - Learn to integrate various approaches in a broad business process management approach - Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma - Learn how all the different process elements fit together in this best first book on business process, now completely updated - Tailor the presented methodology, which is based on best practices, to your organization's specific needs - Understand the human aspects of process redesign - Benefit from all new detailed case studies showing how these methods are implemented

Paul Harmon is a cofounder and executive editor at Business Process Trends, an internationally popular website that provides a variety of free articles, columns, surveys and book reviews each month on trends, directions, and best practices in business process management. He is also a cofounder, chief methodologist, and principal consultant of BPTrends Associates, a professional services company providing executive education, training, and consulting services for organizations interested in understanding and implementing business process management. At the same time Mr. Harmon serves as a Senior Consultant for AI with Cutter Consortium.

Autoren/Hrsg.

Harmon, Paul

Inhaltsverzeichnis

1;BUSINESS PROCESS CHANGE;2
1.1;FEATURES;2
1.2;ABOUT THE AUTHOR;2
1.3;PRAISE FOR BUSINESS PROCESS CHANGE;3
2;Business Process Change: A BUSINESS PROCESS MANAGEMENT GUIDE FOR MANAGERS AND PROCESS PROFESSIONALS;8
3;Copyright;9
4;Dedication;10
5;CONTENTS;12
6;FOREWORD;18
7;PREFACE TO THE THIRD EDITION;20
8;Introduction;24
8.1;LEVELS OF CONCERNS;24
8.2;BUSINESS PROCESS CHANGE AND MANAGEMENT;28
8.3;THE EVOLUTION OF AN ORGANIZATION’S UNDERSTANDING OF PROCESS;30
8.4;THE VARIETY OF OPTIONS;32
8.5;THE VARIETY OF SOLUTIONS;33
8.6;HOW THIS BOOK IS ORGANIZED;34
8.7;NOTES AND REFERENCES;37
9;Chapter One - Business Process Change;38
9.1;ORGANIZATIONS AS SYSTEMS;39
9.2;SYSTEMS AND VALUE CHAINS;39
9.3;THE SIX SIGMA MOVEMENT;44
9.4;BUSINESS PROCESS CHANGE IN THE 1990S;45
9.5;LEAN AND THE TOYOTA PRODUCTION SYSTEM;48
9.6;OTHER PROCESS CHANGE WORK IN THE 1990S;49
9.7;A QUICK SUMMARY;52
9.8;BUSINESS PROCESS CHANGE IN THE NEW MILLENNIUM;53
9.9;WHAT DRIVES BUSINESS PROCESS CHANGE?;54
9.10;NOTES AND REFERENCES;56
10;Part I - Organization-Wide Concerns;60
10.1;Chapter Two - Strategy, Value Chains, Business Initiatives, and Competitive Advantage;64
10.1.1;DEFINING A STRATEGY;65
10.1.2;PORTER’S MODEL OF COMPETITION;67
10.1.3;INDUSTRIES, PRODUCTS, AND VALUE PROPOSITIONS;70
10.1.4;STRATEGIES FOR COMPETING;71
10.1.5;PORTER’S THEORY OF COMPETITIVE ADVANTAGE;73
10.1.6;PORTER’S STRATEGIC THEMES;77
10.1.7;TREACY AND WIERSEMA’S POSITIONING STRATEGIES;79
10.1.8;THE BALANCED SCORECARD APPROACH TO STRATEGY;80
10.1.9;BUSINESS MODELS;84
10.1.10;BUSINESS INITIATIVES;84
10.1.11;SUMMARY;85
10.1.12;NOTES AND REFERENCES;87
10.2;Chapter Three - Understanding Your Organization;90
10.2.1;A COMPREHENSIVE BUSINESS PROCESS METHOD;90
10.2.2;STRATEGY AND ENTERPRISE BPM;93
10.2.3;UNDERSTAND THE ENTERPRISE;94
10.2.4;THE TRADITIONAL VIEW OF AN ORGANIZATION’S STRUCTURE;94
10.2.5;A CASE STUDY OF ORGANIZATION TRANSFORMATION;96
10.2.6;THE SYSTEMS VIEW OF AN ORGANIZATION;99
10.2.7;MODELS AND DIAGRAMS;100
10.2.8;ORGANIZATION DIAGRAMS;101
10.2.9;ORGANIZATIONS AND VALUE CHAINS;103
10.2.10;SYSTEMS AND PROCESSES;106
10.2.11;NOTES AND REFERENCES;108
10.3;Chapter Four - Business Architecture;110
10.3.1;THE SUPPLY CHAIN COUNCIL’S SCOR FRAMEWORK;113
10.3.2;BUSINESS ARCHITECTURE: THE IT APPROACH;116
10.3.3;BUSINESS PROCESS ARCHITECTURE;121
10.3.4;DEFINING AN ARCHITECTURE USING A FRAMEWORK;132
10.3.5;THE SUPPLY CHAIN COUNCIL’S SCOR FRAMEWORK;132
10.3.6;DEVELOPING A SUPPLY CHAIN ARCHITECTURE WITH SCOR;133
10.3.7;THE EXTENSION OF SCOR;137
10.3.8;ANOTHER APPROACH;140
10.3.9;SUMMARY;143
10.3.10;NOTES AND REFERENCES;144
10.4;Chapter Five - Measuring Process Performance;146
10.4.1;KEY MEASUREMENT TERMS;146
10.4.2;DEVELOPING A COMPREHENSIVE MEASUREMENT SYSTEM;151
10.4.3;BALANCED SCORECARD AND PROCESS MEASURES;152
10.4.4;ALIGNING PROCESS MEASURES;157
10.4.5;DERIVING MEASURES FROM BUSINESS PROCESS FRAMEWORKS;159
10.4.6;PUTTING IT ALL TOGETHER;162
10.4.7;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;164
10.4.8;NOTES AND REFERENCES;164
10.5;Chapter Six - Process Management;168
10.5.1;THE PROCESS PERSPECTIVE;168
10.5.2;WHAT IS MANAGEMENT?;170
10.5.3;MATRIX MANAGEMENT;177
10.5.4;THE MANAGEMENT OF OUTSOURCED PROCESSES;180
10.5.5;VALUE CHAINS AND PROCESS STANDARDIZATION;180
10.5.6;MANAGEMENT PROCESSES;183
10.5.7;DOCUMENTING MANAGEMENT PROCESSES IN AN ARCHITECTURE;190
10.5.8;COMPLETING THE BUSINESS PROCESS ARCHITECTURE WORKSHEET;191
10.5.9;NOTES AND REFERENCES;192
10.6;Chapter Seven - An Executive Level BPM Group;194
10.6.1;WHAT DOES A BPM GROUP DO?;194
10.6.2;CREATE AND MAINTAIN THE ENTERPRISE BUSINESS PROCESS ARCHITECTURE;195
10.6.3;IDENTIFY, PRIORITIZE, AND SCOPE BUSINESS PROCESS CHANGE PROJECTS;196
10.6.4;HELP CREATE, MAINTAIN, AND MANAGE THE PROCESS PERFORMANCE SYSTEM;203
10.6.5;HELP CREATE AND SUPPORT THE PROCESS MANAGER SYSTEM;204
10.6.6;RECRUIT, TRAIN AND MANAGE BUSINESS PROCESS CHANGE PROFESSIONALS;205
10.6.7;MANAGE RISK/COMPLIANCE REPORTING AND DOCUMENTATION;205
10.6.8;A CASE STUDY: BOEING’S GMS DIVISION;206
10.6.9;SUMMARY;217
10.6.10;THE BPM GROUP;218
10.6.11;NOTES AND REFERENCES;218
11;Part II - Process Level Concerns;220
11.1;Chapter Eight - Understanding and Scoping Process Problems;222
11.1.1;WHAT IS A PROCESS?;222
11.1.2;PROCESS LEVELS AND LEVELS OF ANALYSIS;223
11.1.3;SIMPLE AND COMPLEX PROCESSES;225
11.1.4;BUSINESS PROCESS PROBLEMS;228
11.1.5;THE INITIAL CUT: WHAT IS THE PROCESS?;230
11.1.6;REFINING AN INITIAL PROCESS DESCRIPTION;232
11.1.7;CREATING A BUSINESS CASE FOR A PROCESS CHANGE PROJECT;243
11.1.8;NOTES AND REFERENCES;246
11.2;Chapter Nine - Modeling Business Processes;248
11.2.1;PROCESS FLOW PROBLEMS;248
11.2.2;DAY-TO-DAY MANAGEMENT PROBLEMS;250
11.2.3;PROCESS FLOW DIAGRAMS;251
11.2.4;FLOW DIAGRAMMING BASICS;253
11.2.5;MORE PROCESS NOTATION;258
11.2.6;AS-IS, COULD-BE, AND TO-BE PROCESS DIAGRAMS;265
11.2.7;CASE MANAGEMENT;271
11.2.8;NOTES AND REFERENCES;275
11.3;Chapter Ten - Human Performance Analysis, Automation, and Decision Management;278
11.3.1;ANALYZING A SPECIFIC ACTIVITY;279
11.3.2;ANALYZING HUMAN PERFORMANCE;283
11.3.3;MANAGING THE PERFORMANCE OF ACTIVITIES;288
11.3.4;AUTOMATING THE ENTER EXPENSE REPORTS ACTIVITY;289
11.3.5;EMPOWERING EMPLOYEES;292
11.3.6;ANALYZING A COMPLETELY AUTOMATED ACTIVITY;295
11.3.7;DECISION MANAGEMENT;297
11.3.8;KNOWLEDGE WORKERS, COGNITIVE MAPS, AND DECISION MANAGEMENT;301
11.3.9;NOTES AND REFERENCES;311
11.4;Chapter Eleven - Managing and Measuring a Specific Business Process;314
11.4.1;REPRESENTING MANAGEMENT PROCESSES;315
11.4.2;THE MANAGEMENT PROCESS;317
11.4.3;PLAN WORK;318
11.4.4;ORGANIZE WORK;321
11.4.5;COMMUNICATE;321
11.4.6;CONTROL WORK;322
11.4.7;EVALUATING THE PERFORMANCE OF THE PROCESS MANAGER;325
11.4.8;CONTINUOUS MEASUREMENT AND IMPROVEMENT;325
11.4.9;MANAGEMENT REDESIGN AT CHEVRON;327
11.4.10;NOTES AND REFERENCES;328
11.5;Chapter Twelve - Incremental Improvement with Lean and Six Sigma;330
11.5.1;SIX SIGMA;330
11.5.2;THE SIX SIGMA CONCEPT;333
11.5.3;THE SIX SIGMA APPROACH TO PROCESS IMPROVEMENT;336
11.5.4;PHASES IN A SIX SIGMA IMPROVEMENT PROJECT;337
11.5.5;LEAN;352
11.5.6;SUMMARY;359
11.5.7;NOTES AND REFERENCES;360
11.6;Chapter Thirteen - The BPTrends Process: Redesign Methodology;364
11.6.1;WHY HAVE A METHODOLOGY?;368
11.6.2;HOW DOES IT ALL BEGIN?;368
11.6.3;WHAT HAPPENS?;369
11.6.4;WHO MAKES IT ALL HAPPEN?;369
11.6.5;PHASE 1: UNDERSTANDING THE PROJECT;371
11.6.6;PHASE 2: ANALYZE BUSINESS PROCESS;374
11.6.7;PHASE 3: REDESIGN BUSINESS PROCESS;379
11.6.8;PHASE 4: IMPLEMENT REDESIGNED PROCESS;382
11.6.9;PHASE 5: ROLL OUT THE REDESIGNED PROCESS;384
11.6.10;SUMMARY;388
11.6.11;NOTES AND REFERENCES;388
11.7;Chapter Fourteen - The Rental Cars-R-Us Case Study;390
11.7.1;RENTAL CARS-R-US;390
11.7.2;PHASE 1: UNDERSTAND THE PROJECT;391
11.7.3;PHASE 2: ANALYZE THE BUSINESS PROCESS;398
11.7.4;PHASE 3: REDESIGNING THE RENTAL PROCESS;408
11.7.5;PHASE 4: IMPLEMENT THE REDESIGNED BUSINESS PROCESS;411
11.7.6;PHASE 5: ROLL OUT THE NEW RENTAL PROCESS;411
11.7.7;NOTES AND REFERENCES;412
12;Part III - Implementation Level Concerns;414
12.1;Chapter Fifteen - Software Tools for Business Process Analysis and Design;416
12.1.1;WHY USE BUSINESS PROCESS SOFTWARE?;416
12.1.2;THE VARIETY OF BUSINESS PROCESS TOOLS;417
12.1.3;A PROFESSIONAL BP MODELING TOOL;422
12.1.4;NOTES AND REFERENCES;430
12.2;Chapter Sixteen - Business Process Management Suites;432
12.2.1;PROCESS DIAGRAMS AND BPMS ENGINES;434
12.2.2;WHAT FEATURES MIGHT A BPM SUITE INCLUDE?;437
12.2.3;BPMS AND BAM;439
12.2.4;BPMS, SOA, AND THE CLOUD;442
12.2.5;CHOOSING A BPMS PRODUCT;443
12.2.6;THE CURRENT BPMS MARKET;444
12.2.7;SOME LEADING BPMS VENDORS;445
12.2.8;MARKET TRENDS;446
12.2.9;PROCESS MODELING TOOLS VS BPMS SUITES;450
12.2.10;CREATING A BPMS APPLICATION;450
12.2.11;NOTES AND REFERENCES;451
12.3;Chapter Seventeen - ERP-Driven Redesign;454
12.3.1;PROCESSES, PACKAGES, AND BEST PRACTICES;455
12.3.2;A CLOSER LOOK AT SAP;456
12.3.3;IMPLEMENTING AN ERP-DRIVEN DESIGN;464
12.3.4;CASE STUDY: NESTLÉ USA INSTALLS SAP;467
12.3.5;USING BPMS TO IMPROVE ERP INSTALLATIONS;469
12.3.6;ENTERPRISE RESOURCE PLANNING AND BUSINESS PROCESS MANAGEMENT SUITE;473
12.3.7;ERP VS BPMS APPLICATIONS;475
12.3.8;NOTES AND REFERENCES;480
12.4;Chapter Eighteen - The Future of Business Process Management;482
13;Appendix 1 - Business Problem Analysis Checklist;492
13.1;OUTPUT PROBLEMS;493
13.2;INPUT PROBLEMS;493
13.3;GUIDE PROBLEMS;494
13.4;ENABLER PROBLEMS;495
13.5;PROCESS ACTIVITY AND FLOW PROBLEMS;497
13.6;PROBLEMS WITH THE MANAGEMENT OF A PROCESS;498
14;Appendix 2 - Core Business Process Modeling Notation;502
14.1;AN OVERVIEW OF A BPMN DIAGRAM USED FOR BUSINESS PROCESS ANALYSIS AND REDESIGN;503
14.2;AN ACTIVITY;504
14.3;AN EVENT;504
14.4;A GATEWAY;505
14.5;A SEQUENCE FLOW;505
14.6;A MESSAGE FLOW;505
14.7;A DATA OBJECT;505
14.8;AN ASSOCIATION;505
14.9;A POOL WITH SWIMLANES;506
14.10;A FEW EXTENSIONS OF THE ACTIVITY RECTANGLE;506
14.11;A FEW EXTENSIONS OF THE EVENT CIRCLE;507
14.12;INITIAL OR START EVENT;507
14.13;INTERMEDIATE EVENT;507
14.14;TERMINAL OR END EVENT;507
14.15;A FEW EXTENSIONS OF THE GATEWAY DIAMOND;508
14.16;SOME OTHER NOTATIONS THAT WE OCCASIONALLY USE;508
14.17;BPTRENDS SPECIAL NOTATION;509
15;Appendix 3 - Business Process Standards;510
15.1;ORGANIZATION LEVEL BUSINESS PROCESS STANDARDS;512
15.2;PROCESS LEVEL BUSINESS PROCESS STANDARDS;514
15.3;BUSINESS PROCESS STANDARDS FOR IMPLEMENTATION;515
15.4;THE FUTURE OF STANDARDS;516
16;INDEX;518

Leseproben

Preface to the Third Edition

Business process change was originally written in 2002, and published at the beginning of 2003. Since then, the interest in business process and the number of business process projects have increased dramatically. In 2002, there were no Business Process Management (BPM) conferences in the U.S. Last year there were at least a dozen major BPM conferences and dozens of other meetings on more specialized aspects of process change. In 2002, most corporate process work was focused on specific business process improvement projects. Today, leading organizations are focused on enterprise business process architectures and on developing corporate performance management and measurement systems that will allow senior executives to plan, monitor and manage enterprise-wide transformation efforts.

During this same period, new tools and methodologies have become common among those undertaking business process change projects. Six Sigma programs in most major corporations have expanded and now include Lean technologies. Several Six Sigma groups have extended their practices to include Human Performance techniques or aligned their practices with frameworks like the Supply Chain Council’s Operational Reference Model (SCOR). New process modeling notations have begun to replace earlier notations. There has also been significant work done to integrate business process modeling techniques with business rules technologies.

In a similar way, new software tools have made it possible to automate the day-to-day management of processes. BPMS products were unavailable in 2002 and are now widely available and becoming very popular. During the same time period a number of technical standards have been created to support these new software tools.

This book focuses on the entire range of options that business managers face when they try to redesign, improve or automate their company’s business processes. I have tried to emphasize the relationships between the various approaches. I am convinced, as a result of years of work with leading companies, that the companies that succeed, over the long term, are those that figure out how to integrate and coordinate all their different business process change options. Any one approach may seem like a fad. In any given year, one or another of the approaches will get more attention in the popular business press. But, over the long term all are necessary. Six Sigma with its emphasis on quality and its powerful grassroots organizing abilities, IT with its automation techniques, and those who are focused on strategy, business process architectures, and process management training and evaluation all understand important aspects of process. Smart managers will insist that the practitioners from each of these areas coordinate their efforts to assure that their organizations achieve outstanding results.

In 2003, just as Business Process Change was published, Celia Wolf and I founded Business Process Trends, www.bptrends.com, a web portal that publishes a wide variety of articles on business process practices. As the executive editor of BPTrends, I have been well positioned to observe the evolution of the business process market and realized, as 2006 was drawing to a close, that a new edition of Business Process Change was necessary if the book was to continue to serve as a comprehensive guide for managers and practitioners who need up-to-date information on current business process practices.

To reflect the major shift that has occurred in business process practice in the last four years, I have reorganized the book and divided it into three major sections, one focused on enterprise level concerns, one on business process project concerns, and a third on implementation technology concerns. I have added significant new material to each section. I discuss the new emphasis on business process architectures and the use of business process frameworks in the Enterprise section. I include new process redesign and improvement techniques—like Lean—in the Process section, and I describe BPM system products and several new standards in the Implementation section. Throughout the text I have updated discussions to reflect the evolving practices. Overall, perhaps half of the text has changed in whole or in part.

In 2007, when I prepared the second edition of Business Process Change, I practically rewrote the book. Between 2003 and 2007, BPTrends Associates had been created and had developed a methodology and a worldwide training program, and in the process, I had developed what I thought was a much better way to understand and explain the market. As I prepare this revision in the fall of 2013, I am not focused on a major reorganization of the sections, but I am more concerned with subtler changes that have occurred in the last seven years. We have learned a lot more about how to develop a business process architecture, for example, and we have started to reconceptualized how business decision management occurs within processes. The third edition is primarily concerned with refining and extending ideas that were put in place in 2007.

Business Process Change sold well during the past four years and many readers told me that they liked the way the book provided a comprehensive overview of all of the options that were available to managers and practitioners. I have tried to maintain that approach, updating earlier material and adding new material to assure that this third edition will continue to provide readers with the broadest overview of the techniques and practices that are being used to effect business process change in today’s leading organizations.

Today, our Business Process Trends web site (www.bptrends.com) provides an excellent extension to this book. Each month we publish current information on new techniques and case studies that illustrate trends in business process practices. In the earlier edition of Business Process Change, we included an extensive Glossary and a Bibliography, which quickly became out of date as new terms and books became popular. In this edition we have omitted both and have placed them, instead, on the BPTrends web site so they can be frequently updated.

I want to thank the many, many readers of Business Process Change and the members of the Business Process Trends web site, and its associated BPTrends LinkedIn Discussion site who have talked with me and sent me e-mail. Business process change is complex and expanding and I have been able to cover it as well as I have only because of the many different people who have taken the time to teach me about all of the different kinds of process work that is being undertaken in organizations throughout the world. I can hardly name them all, but I can at least name a few who have provided special insights.

The first book originated in conversations I held with Geary A. Rummler. I worked for Geary in the late 1960s and learned the basics of process analysis from him. I have continued to learn from him and have read everything he wrote.

In 2003, Celia Wolf and I founded Business Process Trends. In 2005 Celia and I joined with Roger Burlton, Artie Mahal, and Sandra Foster to found Business Process Trends Associates (BPTA), an education, training, and consulting services group. Since then BPTA has grown and acquired partners and distributors throughout the world. Today, in addition to our founding group, we work with a wide variety of people who have each added to our overall understanding of process change and the broader business market for process improvement. As I have worked with my BPTA colleagues to create the BPTA curriculum, I have benefited from their extensive and practical experience in affecting business process change and many of their ideas are reflected in this book.

In addition to the people I have worked with, directly, a number of people have helped by teaching me about specific technologies or methodologies. I have never met Michael Porter, but his books and writings have taught me almost everything I know about strategy, value chains, and the development of competitive advantage. Joseph Francis, currently the CEO of the Supply Chain Council first convinced me of the importance of business frameworks and proceeded to demonstrate their power at Hewlett–Packard. George Brown of Intel has also been very helpful in regard to both the SCOR framework and the value reference model (VRM) framework. I owe Pam Garretson and Eric Anderson a great deal for teaching me how Boeing Global Mobility Systems (GMS) organized its entire division using a process-centric approach. They really demonstrated what a dedicated management team can do to create a process-centric company. I owe a debt to Roxanne O’Brasky, Executive Director of ISSSP, Don Redinius and Ron Recker of AIT Group and David Silverstein of the Breakthrough Management Group for teaching me more about Six Sigma. Similarly, I owe James Womack, of the Lean Enterprise Institute, and Steve Bell a great debt for what they have taught me about Lean and the Toyota Production System. I owe a similar debt to Howard Smith of CSC, Peter Fingar, Derek Miers, Rashid Kahn, Bruce Silver, Anne Rozinat, Phil Gilbert, and Eric Herness for teaching me about the nature and potential of BPMS products. Thanks also to Eric Herness and Vijay Pandiarajan for providing IBM software screen shots, and to Leon Stucki and Anne Rozinat for preparing screenshots of their software products. I owe thanks to Stephen White for his many conversations on notation and Business Process Modeling Notation and to David Frankel, Sridhar Iyengar, Fred Cummins, and Richard Mark Soley for...