Harmon / Business Process Trends Business Process Change

A Guide for Business Managers and BPM and Six Sigma Professionals
2. Auflage 2010
ISBN: 978-0-08-055367-2
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 592 Seiten

Reihe: The MK/OMG Press

Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is part of his or her job. BUSINESS PROCESS MANAGEMENT (or BPM) is what they call these activities that companies perform in order to improve and adapt processes that will help improve the way they do business. In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, and cases for all aspects and phases of successful business process improvement. Updated and added for this edition are coverage of business process management systems, business rules, enterprise architectures and frameworks (SCOR), and more content on Six Sigma and Lean--in addition to new coverage of performance metrics. - Extensive revision and update to the successful BPM book, addressing the growing interest in Business Process Management Systems, and the integration of process redesign and Six Sigma concerns - The best first book on business process, the most up-to-date book to read to learn how all the different process elements fit together - Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign - Offers 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

Business Process Trends, Business Process

Inhaltsverzeichnis

1;Front Cover ;1
2;Business Process Change: A Guide for Business Manager and BPM and Six Sigma Professionals;6
3;Copyright Page ;7
4;Contents;14
5;Foreword;10
6;Preface to the Second Edition;20
7;Introduction;26
7.1;Levels of Concerns;27
7.2;Business Process Change and Management;31
7.3;The Evolution of an Organization's Understanding of Process;33
7.4;The Variety of Options;36
7.5;The Variety of Solutions;37
7.6;How This Book Is Organized;38
7.7;Notes and References;41
8;Chapter 1. Business Process Change;44
8.1;Organizations as Systems;45
8.2;Systems and Value Chains;46
8.3;The Six Sigma Movement;51
8.4;Business Process Change in the 1990s;52
8.5;Other Process Change Work in the 1990s;56
8.6;A Quick Summary;60
8.7;Business Process Change in the New Millennium;62
8.8;What Drives Business Process Change?;63
8.9;Notes and References;65
9;Part I: Enterprise-Level Concerns;70
9.1;Chapter 2. Strategy, Value-Chains and Competitive Advantage;74
9.1.1;Defining a Strategy;75
9.1.2;Porter's Model of Competition;77
9.1.3;Industries, Products, and Value Propositions;80
9.1.4;Strategies for Competing;82
9.1.5;Porter's Theory of Competitive Advantage;83
9.1.6;Porter's Strategic Themes;88
9.1.7;Treacy and Wiersema's Positioning Strategies;90
9.1.8;The Balanced Scorecard Approach to Strategy;92
9.1.9;Summary;97
9.1.10;Notes and References;98
9.2;Chapter 3. Understanding the Enterprise;102
9.2.1;The BPTrends Enterprise Methodology;102
9.2.2;Strategy and Enterprise BPM;105
9.2.3;Understand the Enterprise;107
9.2.4;The Traditional View of an Organization's Structure;107
9.2.5;The Systems View of an Organization;109
9.2.6;Models and Diagrams;110
9.2.7;Organization Diagrams;111
9.2.8;Organizations and Value Chains;113
9.2.9;Systems and Processes;118
9.2.10;Notes and References;119
9.3;Chapter 4. Process Architecture and Organizational Alignment;122
9.3.1;Process Hierarchies;123
9.3.2;Defining a Business Process Architecture;125
9.3.3;Completing a Worksheet;128
9.3.4;Core, Support and Management Processes;129
9.3.5;Aligning Managers, Measures and Resources;132
9.3.6;Defining a Business Process Architecture;134
9.3.7;Developing a Supply Chain Architecture with SCOR;136
9.3.8;The Extension of SCOR;140
9.3.9;The Extension of SCOR at HP;144
9.3.10;Other Approaches;144
9.3.11;From Strategy Statements to a Process Architecture;149
9.3.12;Notes and References;150
9.4;Chapter 5. Process Management;152
9.4.1;What Is Management?;153
9.4.2;Matrix Management;162
9.4.3;The Management of Outsourced Processes;165
9.4.4;Value Chains and Process Standardization;166
9.4.5;Management Processes;169
9.4.6;Documenting Management Processes in an Architecture;178
9.4.7;Completing the Business Process Architecture Worksheet;178
9.4.8;Notes and References;179
9.5;Chapter 6. Measuring Process Performance;182
9.5.1;What Is Measurement?;183
9.5.2;Balanced Scorecard and Process Measures;188
9.5.3;Aligning Process Measures;194
9.5.4;Deriving Measures from Business Process Frameworks;196
9.5.5;Putting It All Together;200
9.5.6;Completing the Business Process Architecture Worksheet;202
9.5.7;Notes and References;203
9.6;Chapter 7. An Executive Level BPM Group;206
9.6.1;What Does a BPM Group Do?;207
9.6.2;Create and Maintain the Enterprise Business Process Architecture;208
9.6.3;Identify, Prioritize and Scope Business Process Change Projects;209
9.6.4;Help Create, Maintain, and Manage the Process Performance System;217
9.6.5;Help Create and Support the Process Manager System;218
9.6.6;Recruit, Train and Manage Business Process Change Professionals;219
9.6.7;Manage Risk/Compliance Reporting and Documentation;220
9.6.8;A Case Study: Boeing's GMS Division;221
9.6.9;Summary;234
9.6.10;The BPM Group;234
9.6.11;Notes and References;235
10;Part II: Process Level Concerns;238
10.1;Chapter 8. Understanding and Scoping Process Problems;240
10.1.1;What Is a Process?;241
10.1.2;Process Levels and Levels of Analysis;242
10.1.3;Simple and Complex Processes;244
10.1.4;Business Process Problems;246
10.1.5;The Initial Cut: What is the Process?;249
10.1.6;Refining an Initial Process Description;252
10.1.7;Redesign, Improvement and Lean Six Sigma;268
10.1.8;Creating a Business Case for a Process Change Project;269
10.1.9;Notes and References;272
10.2;Chapter 9. Modeling Processes;274
10.2.1;Process Diagram Basics;276
10.2.2;More Process Notation;282
10.2.3;As-Is, Could-Be and To-Be Process Diagrams;291
10.2.4;Notes and References;297
10.3;Chapter 10. Task Analysis, Knowledge Workers and Business Rules;298
10.3.1;Analyzing a Specific Activity;299
10.3.2;Analyzing Human Performance;304
10.3.3;Managing the Performance of Activities;310
10.3.4;Automating the Enter Expense Reports Activity;311
10.3.5;Analyzing a Completely Automated Activity;317
10.3.6;Knowledge Workers, Cognitive Maps and Business Rules;319
10.3.7;Activities, Job Descriptions and Applications;331
10.3.8;Notes and References;334
10.4;Chapter 11. Managing and Measuring Business Processes;338
10.4.1;Representing Management Processes;340
10.4.2;The Process Management Process;342
10.4.3;Plan Work;343
10.4.4;Organize Work;346
10.4.5;Communicate;347
10.4.6;Control Work;348
10.4.7;Evaluating the Performance of the Process Manager;351
10.4.8;Continuous Measurement and Improvement;352
10.4.9;Management Redesign at Chevron;355
10.4.10;Notes and References ;356
10.5;Chapter 12. Process Improvement with Six Sigma;358
10.5.1;Six Sigma;359
10.5.2;The Six Sigma Concept;362
10.5.3;The Six Sigma Approach to Process Improvement;365
10.5.4;Six Sigma Teams ;367
10.5.5;Phases in a Six Sigma Improvement Project;367
10.5.6;Define;369
10.5.7;Measure;374
10.5.8;Analyze;379
10.5.9;Improve;383
10.5.10;Control;384
10.5.11;Lean;385
10.5.12;TRIZ;390
10.5.13;Notes and References;392
10.6;Chapter 13. The BPTrends Redesign Methodology;396
10.6.1;Why Have a Methodology?;400
10.6.2;How Does It All Begin?;401
10.6.3;What Happens?;401
10.6.4;Who Makes It All Happen?;402
10.6.5;Phase 1: Understanding the Project;404
10.6.6;Phase 2: Analyze Business Process;408
10.6.7;Phase 3: Redesign Business Process;414
10.6.8;Phase 4: Implement Redesigned Process;418
10.6.9;Phase 5: Roll-out the Redesigned Process;421
10.6.10;Summary;424
10.6.11;Notes and References;426
10.7;Chapter 14. The Ergonomic Systems Case Study;428
10.7.1;Ergonomic Systems, Inc.;429
10.7.2;An E-Business Strategy;434
10.7.3;Phase 1: Understand the Redesign of the Order Process Project;441
10.7.4;Phase 2: Analyzing the Order Fulfillment Process;443
10.7.5;Phase 3: Redesigning the New Order Process;450
10.7.6;Phase 4: Implement Redesigned Business Process;463
10.7.7;Phase 5: Roll-out the New Order Process;464
10.7.8;Notes and References;466
11;Part III: Implementation Level Concerns;468
11.1;Chapter 15. Software Tools for Business Process Analysis and Design;470
11.1.1;Why Use Business Process Software?;470
11.1.2;The Variety of Business Process Tools;472
11.1.3;A Professional BP Modeling Tool;475
11.1.4;Modeling the Ergonomics Case;478
11.1.5;Notes and References;488
11.2;Chapter 16. Business Process Management Suites;490
11.2.1;What Features Might a BPM Suite Include?;496
11.2.2;BPMS and BAM;498
11.2.3;The BPMS Technology Continuum;501
11.2.4;BPEL;502
11.2.5;BPMS and SOA;503
11.2.6;Choosing a BPMS Product;505
11.2.7;The BPMS Market;507
11.2.8;Process Modeling Tools vs. BPMS Suites;511
11.2.9;Creating a BPMS Application;512
11.2.10;Notes and References;513
11.3;Chapter 17. ERP-Driven Redesign;516
11.3.1;Processes, Packages and Best Practices;517
11.3.2;A Closer Look at SAP;519
11.3.3;Implementing an ERP-Driven Design;527
11.3.4;Case Study: Nestlé USA Installs SAP;531
11.3.5;Using BPMS to Improve ERP Installations;533
11.3.6;ERP and BPMS;538
11.3.7;ERP vs. BPMS Applications;541
11.3.8;Notes and References;546
11.4;Chapter 18. Conclusions;548
11.4.1;Enterprise Level Business Process Standards;562
11.4.2;Process Level Business Process Standards;564
11.4.3;Business Process Standards for Implementation;566
11.4.4;The Future of Standards;567
12;Appendix I. Business Process Modeling Notation – BPM Core Notation;556
13;Appendix II. Business Process Standards;560
14;Index;568
15;About the Author;592

Leseproben

Preface to the Second 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. In 2006, there were eleven 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. Many of these enterprise efforts are being facilitated by newly available business process frameworks, like eTOM and SCOR, that make it possible to create enterprise models and performance measurement systems in weeks rather than months. 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 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-today 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 Business Process Management 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. 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 second 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 who have talked with me and sent me email. 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 sixties and learned the basics of process analysis from him. I’ve continued to learn from him and read everything he writes. In 2003, Celia Wolf and I founded Business Process Trends. Two years ago Celia and I joined with Roger Burlton, Artie Mahal and Sandra Foster to found Business Process Trends Associates, an education, training, and consulting services group. As I have worked with Roger, Artie, and Sandy to create the BPTrends Associates curriculum, I have benefited from their extensive and practical experience in affecting business process change. A number of people stand out for their role in teaching me about specific technologies. 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 CTO 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 VRM framework. I owe Pam Garretson and Eric Anderson a great deal for teaching me how Boeing 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 (BMG) for teaching me more about Six Sigma. I owe a similar debt to Howard Smith of CSC, Derek Miers, and Rashid Kahn for teaching me about the nature and potential of BPMS products. I owe thanks to Stephen White for his many conversations on notation and BPMN and to David Frankel, Sridhar Iyengar, and Richard Mark Soley for their ongoing insights into the evolution of the software market and the OMG’s standards setting process. I also owe a debt of gratitude to Curt Hall for his continuing conversations on business rules and artificial intelligence in all its manifestations. And I want to thank Thomas Davenport for his insight and support over the last few years and for writing the Foreword. This just scratches the surface; however, and I also owe thanks to lots of others for their special insights into business process practices and technologies. With apologies to anyone I’ve accidentally omitted, this list includes: Wil van der Aalst, Roger Addison, John Alden, Paul Allen, Michael Anthony, Gopala Krishna Behara, Oscar Barros, Conrad Bock, Peter Bolstorff, David Burke, Allison Burkett, Frits Bussemaker, Richard Butler, Mike Costa, David Chappell, Brett Champlin, Fred Cummins, Bill Curtis, Joseph DeFee, George Diehl, Jean-Jacques Dubray, Chuck Faris, Paul Fjelstra, Peter Fingar, Layna Fischer, David Fisher, Mike Forster, Kiran Garimella, Ismael Ghalimi, Mike Gilger, Praveen Gupta, Keith Harrison-Broninski, Hideshige Hasegawa, David Heidt, Stan Hendryx, Jenny Huang, Casper Hunsche, Brian James, John Jeston, Gladys Lam, Antoine Lonjon, Mike Marin, Mark McGregor, Mike Melenovsky, Amit Mitra, Michael zur Muehlen, Johan Nelis, Mark Nelson, James Odell, Ken Orr, Nathaniel Palmer, Ron Peliegrino, Jan Popkin, Carlos Pratis, John Pyke, Alan Ramias, Pete Rivett, Mike Rosen, Michael Rosemann, Ron Ross, Rick Rummler, Jim Sinar, Andrew Spanyi, Steve Stanton, David Straus, Keith Swanson, Doug Timmel, Donald Tosti, Alan Trefler, Cedric...