Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals
Author: Paul Harmon
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.
In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, 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.
Table of Contents:
Foreword ixPreface to the Second Edition xix
Introduction xxv
Levels of Concerns xxvi
Business Process Change and Management xxxi
The Evolution of an Organization's Understanding of Process xxxii
The Variety of Options xxxv
The Variety of Solutions xxxvi
How This Book Is Organized xxxvii
Notes and References xli
Business Process Change 1
Organizations as Systems 2
Systems and Value Chains 3
The Six Sigma Movement 8
Business Process Change in the 1990s 9
Other Process Change Work in the 1990s 13
A Quick Summary 17
Business Process Change in the New Millennium 19
What Drives Business Process Change? 20
Notes and References 22
Enterprise-Level Concerns 28
Strategy, Value-Chains and Competitive Advantage 31
Defining a Strategy 32
Porter's Model of Competition 34
Industries, Products, and Value Propositions 37
Strategies for Competing 39
Porter's Theory of CompetitiveAdvantage 40
Porter's Strategic Themes 45
Treacy and Wiersema's Positioning Strategies 47
The Balanced Scorecard Approach to Strategy 49
Summary 54
Notes and References 55
Understanding the Enterprise 59
The BPTrends Enterprise Methodology 59
Strategy and Enterprise BPM 62
Understand the Enterprise 64
The Traditional View of an Organization's Structure 64
The Systems View of an Organization 66
Models and Diagrams 67
Organization Diagrams 68
Organizations and Value Chains 70
Systems and Processes 75
Notes and References 76
Process Architecture and Organizational Alignment 79
Process Hierarchies 80
Defining a Busines s Process Architecture 82
Completing a Worksheet 85
Core, Support and Management Processes 86
Aligning Managers, Measures and Resources 89
Defining a Business Process Architecture 91
Developing a Supply Chain Architecture with SCOR 93
The Extension of SCOR 97
The Extension of SCOR at HP 101
Other Approaches 101
From Strategy Statements to a Process Architecture 106
Notes and References 107
Process Management 109
What Is Management? 110
Matrix Management 119
The Management of Outsourced Processes 122
Valu e Chains and Process Standardization 123
Management Processes 126
Documenting Management Processes in an Architecture 135
Completing the Business Process Architecture Worksheet 135
Notes and References 136
Measuring Process Performance 139
What Is Measurement? 140
Balanced Scorecard and Process Measures 145
Aligning Process Measures 151
Deriving Measures from Business Process Frameworks 153
Putting It All Together 157
Completing the Business Process Architecture Worksheet 159
Notes and References 160
An Executive Level BPM Group 163
Wh at Does a BPM Group Do? 164
Create and Maintain the Enterprise Business Process Architecture 165
Identify, Prioritize and Scope Business Process Change Projects 166
Help Create, Maintain, and Manage the Process Performance System 174
Help Create and Support the Process Manager System 175
Recruit, Train and Manage Business Process Change Professionals 176
Manage Risk/Compliance Reporting and Documentation 177
A Case Study: Boeing's GMS Division 178
Summary 191
The BPM Group 191
Notes and References 192
Process Level Concerns 195
Understanding and Scoping Process Problems &nbs p;197
What Is a Process? 198
Process Levels and Levels of Analysis 199
Simple and Complex Processes 201
Business Process Problems 203
The Initial Cut: What is the Process? 206
Refining an Initial Process Description 209
Redesign, Improvement and Lean Six Sigma 225
Creating a Business Case for a Process Change Project 226
Notes and References 229
Modeling Processes 231
Process Diagram Basics 233
More Process Notation 239
As-Is, Could-Be and To-Be Process Diagrams 248
Notes and References 254
Task Analysis, Knowledge Workers and Busin ess Rules 255
Analyzing a Specific Activity 256
Analyzing Human Performance 261
Managing the Performance of Activities 267
Automating the Enter Expense Reports Activity 268
Analyzing a Completely Automated Activity 274
Knowledge Workers, Cognitive Maps and Business Rules 276
Activities, Job Descriptions and Applications 288
Notes and References 291
Managing and Measuring Business Processes 295
Representing Management Processes 297
The Process Management Process 299
Plan Work 300
Organize Work 303
Communicate &nbs p;304
Control Work 305
Evaluating the Performance of the Process Manager 308
Continuous Measurement and Improvement 309
Management Redesign at Chevron 312
Notes and References 313
Process Improvement with Six Sigma 315
Six Sigma 316
The Six Sigma Concept 319
The Six Sigma Approach to Process Improvement 322
Six Sigma Teams 324
Phases in a Six Sigma Improvement Project 324
Define 326
Measure 331
Analyze 336
Improve 340
Control 341
Lean 342TRIZ 347
Notes and References 349
The BPTrends Redesign Methodology 353
Why Have a Methodology? 357
How Does It All Begin? 358
What Happens? 358
Who Makes It All Happen? 359
Understanding the Project 361
Analyze Business Process 365
Redesign Business Process 371
Implement Redesigned Process 375
Roll-out the Redesigned Process 378
Summary 381
Notes and References 383
The Ergonomic Systems Case Study 385
Ergonomic Systems, Inc. 386
An E-Business Strategy & nbsp; 391
Understand the Redesign of the Order Process Project 398
Analyzing the Order Fulfillment Process 400
Redesigning the New Order Process 407
Implement Redesigned Business Process 420
Roll-out the New Order Process 421
Notes and References 423
Implementation Level Concerns 425
Software Tools for Business Process Analysis and Design 427
Why Use Business Process Software? 427
The Variety of Business Process Tools 429
A Professional BP Modeling Tool 432
Modeling the Ergonomics Case 435
Notes and References 445
Business Process Management Suites ; 447
What Features Might a BPM Suite Include? 453
BPMS and BAM 455
The BPMS Technology Continuum 458
BPEL 459
BPMS and SOA 460
Choosing a BPMS Product 462
The BPMS Market 464
Process Modeling Tools vs. BPMS Suites 468
Creating a BPMS Application 469
Notes and References 470
ERP-Driven Redesign 473
Processes, Packages and Best Practices 474
A Closer Look at SAP 476
Implementing an ERP-Driven Design 484
Case Study: Nestle USA Installs SAP 488
Using BPMS to Improve ERP Installations&nbs p; 490
ERP and BPMS 495
ERP vs. BPMS Applications 498
Notes and References 503
Conclusions 505
Enterprise Level Business Process Standards 319
Process Level Business Process Standards 521
Business Process Standards for Implementation 523
The Future of Standards 524
Business Process Modeling Notation - BPM Core Notation 513
Business Process Standards 517
Index 525
About the Author 549
Book review: Principles of Information Systems 8th Edition or The Theory of Corporate Finance
Professional Issues in Speech-Language Pathology and Audiology
Author: Rosemary Lubinski
This book provides comprehensive coverage of the issues critical to professional practice in communication sciences. The text is multi-contributed and each chapter is written by a leading expert in the field. This is the most up-to-date text on the market, and it provides in-depth coverage of the recently updated 2005 Standards of Clinical Competence. The text is clearly organized and highly approachable for readers, and it provides a number of excellent pedagogical features such as case studies, tables and decision-trees to help reinforce the material.
Doody Review Services
Reviewer:Linda Jacobs-Condit, AuD, CCC-A(George Washington University)
Description:This book is intended to help clinicians better understand the critical professional challenges facing speech-language pathologists and audiologists. Chapters cover clinical competencies, ethics, evidence-based practice, professional liability, and professional autonomy.
Purpose:According to the authors, the book is intended as a primary text and resource for faculty, students, and practicing clinicians. It reviews current issues and challenges in the field, providing a wealth of practical and professional information that make it a "must-have" text.
Audience:Speech-language pathologists and audiologists representing every spectrum of the profession -- students, faculty, and practicing clinicians - are the intended audience. The authors are all well known experts in the field of speech-language pathology. They all have served as faculty, researchers, lecturers, and authors.
Features:The 28 chapters are organized in five sections: overview of the profession, employment issues, expanding clinical populations and settings, providing quality care, and evidence-based practice. Each chapter includes a description of the information presented in the chapter as well as a summary of key points. Also included are case studies and vignettes. New to this edition is a table that includes the new Council for Clinical Certification standards for obtaining the Certificate of Clinical Competence in both speech-language pathology and audiology. Many chapters also feature useful appendixes, as well as a critical thinking section to sparkclassroom discussions about professional issues. Among the subjects new to this edition are historical roots, professional liability, technology, leadership and supervision in the workplace, clinical education, and evidence-based prac tices.
Assessment:This should become a desk reference for all speech-language pathologists and audiologists in both clinical practice and academic settings. It is a "must-have" text, written by recognized experts in the profession.
Table of Contents:
Chapter 1: Professional Issues: Challenges and Choices Chapter 2: Establishing Competencies: Education Certification, and Licensure Chapter 3: Professional Organizations Chapter 4: Professional Ethics Chapter 5: Professional Liability Chapter 6: International Alliances Chapter 7: Work Force Issues in Communication Sciences and Disorders Chapter 8: Preparing for Employment Chapter 9: Professional Autonomy and Collaboration Chapter 10: Paraprofessional/Assistants Chapter 11: Special Populations Chapter 12: Health Care Regulation Chapter 13: Service Delivery Health Care Chapter 14: Education Policy Chapter 15: Service Delivery Schools Chapter 16: Early Intervention Chapter 17: Private Practice Chapter 18: Improving Access to SLP and AUD Chapter 19: Policy and Procedures Chapter 20: Leadership and Communication Chapter 21: Infection Prevention Chapter 22: Child/Elder Abuse Chapter 23: Cultural Diversity Chapter 24: Supervision Chapter 25: Technology Chapter 26: Stress and Conflict Chapter 27: Evidence-Based Practice Chapter 28: Future of Science
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