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Tables of Contents for Business Process Change
Chapter/Section Title
Page #
Page Count
Foreword
ix
Geary Rummler
Preface
xix
Introduction
1
4
Business Process Change and the Manager's Job
5
1
The Evolution of an Organization's Understanding of Process
6
4
The Variety of Options
10
1
The Variety of Solutions
10
3
How This Book Is Organized
13
6
Business Process Change
19
24
Organizations as Systems
20
1
Systems and Value Chains
21
2
Business Process Reengineering
23
3
The Role of Information Technology in BPR
26
1
Misuses of BPR
27
1
Workflow and Packaged Applications
27
2
Software Engineering
29
1
The Rummler-Brache Methodology
30
2
ISO 9000 and the Six Sigma Methodology
32
1
Changes in Business and IT in the Late 1990s
33
1
Mergers, Acquisitions, and Globalization
34
2
A Quick Summary
36
1
Business Process Change Today
37
6
PART I PROCESS MANAGEMENT
43
48
Strategy, Value Chains, and Competitive Advantage
45
22
Defining a Strategy
46
2
Porter's Model of Competition
48
3
Industries, Products, and Value Propositions
51
1
Strategies for Competing
52
2
The Unisys Corporate Strategy
54
3
Porter's Theory of Competitive Advantage
57
7
E-Business Strategies
64
1
The Evolution of the Strategic Process
65
2
Process Architecture and Organizational Alignment
67
24
The TeleManagement Forum's Process Framework
72
6
Types of Processes
78
2
Deciding What Kind of Process Change Effort to Undertake
80
4
The Process Architecture and IT Planning
84
3
The Process Architecture Process
87
3
From Strategy Statements to Models
90
1
PART II MODELING ORGANIZATIONS AND PROCESSES
91
66
Modeling Organizations
93
18
The Traditional View of an Organization
93
2
The Systems View of an Organization
95
1
Models and Diagrams
96
2
Organization Diagrams
98
7
Organization Diagrams and Processes
105
4
Systems and Processes
109
2
Modeling Processes
111
22
Process Diagram Basics
111
4
More Process Notation
115
9
IS, COULD, and SHOULD Process Diagrams
124
7
Levels of Analysis
131
2
Analyzing Activities
133
24
Analyzing a Specific Activity
134
4
Analyzing the Human Performance Required for an Activity
138
6
Managing the Performance of Activities
144
1
Automating the Enter Expense Reports Activity
145
1
A More Complex Activity
146
3
Analyzing a Completely Automated Activity
149
4
Activities, Job Descriptions, and Applications
153
4
PART III MANAGING AND IMPROVING BUSINESS PROCESSES
157
50
Managing and Measuring Business Processes
159
20
Managing Business Processes
160
1
The Role of a Manager
161
1
A Closer Look at a Manager's Job
162
3
How to Manage a Process
165
2
Goals, Measures, and Monitoring
167
5
The Balanced Scorecard Approach
172
1
Continuous Measurement, and Improvement
173
3
Management Redesign at Chevron
176
3
Process Improvement with Six Sigma
179
28
Six Sigma
179
4
The Six Sigma Concept
183
3
The Six Sigma Approach to Process Improvement
186
1
Six Sigma Teams
187
1
Phases in a Six Sigma Project
188
16
Alternative Approaches to Process Improvement
204
3
PART IV BUSINESS PROCESS REDESIGN
207
48
A Business Process Redesign Methodology
209
26
Why Have a Methodology?
211
1
How Does It All Begin?
211
1
What Happens?
212
2
Who Makes It All Happen?
214
1
Phase 1: Planning for a Redesign Effort
215
4
Phase 2: Analysis of an Existing Process
219
5
Phase 3: Design of a New or Improved Process
224
4
Phase 4: Development of Resources for an Improved Process
228
3
Phase 5: Managing the Transition to a New Process
231
3
Summary
234
1
Process Redesign Patterns
235
20
Types of Process Redesign Patterns
236
1
The Reengineering Pattern
237
7
The Simplification Pattern
244
3
The Value-Added Analysis Pattern
247
2
The Gaps and Disconnects Pattern
249
6
PART V BUSINESS PROCESS AUTOMATION
255
72
Workflow and XML Business Process Languages
257
24
Workflow Systems
257
7
Types of Workflow Systems
264
2
Two Case Studies: Anova and iJET Travel Intelligence
266
2
Workflow and XML
268
1
Generic Business Process Languages and Web Services
269
10
The Future of Workflow and Business Process Workflow Languages
279
2
ERP-Driven Redesign
281
18
Processes and Packages
282
1
A Closer Look at SAP
283
9
Implementing an ERP-Driven Design
292
3
Case Study: Nestle USA Installs SAP
295
4
Software Development
299
28
A Little Software History
299
3
Application Development
302
3
The Requirements Interface
305
1
Software Analysis and UML
306
4
UML and Business Process Modeling
310
2
The Model Driven Architecture
312
5
Software Languages, UML Modeling Tools, and CASE
317
1
Process Architectures and Software Architectures
318
3
IDEF
321
1
RM-ODP
321
2
XML Business Process Languages
323
1
The Capability Maturity Model
323
4
PART VI THE E-BUSINESS CHALLENGE
327
60
E-Business: Portals and Customer-Oriented Applications
329
22
E-Business Applications
329
4
A Customer Focus
333
1
Web Sites and Portals
334
10
Analyzing Customer-Oriented Processes
344
4
Customer-Oriented E-Business Redesign
348
3
Supplier and Internally Oriented E-Business Applications
351
36
Supplier-Oriented E-Business Redesign
351
3
How Do Companies Structure Supply Chain Applications?
354
1
E-Business Marketplaces
355
7
Directly Linked Supply Chain Systems
362
4
The Supply Chain Council's SCOR Approach
366
9
Internally Oriented E-Business Redesign
375
7
An E-Business Is a Network
382
5
PART VII PUTTING IT ALL TOGETHER
387
70
The Ergonomic Systems Case Study
389
36
Ergonomic Systems, Inc.
389
5
An E-Business Strategy
394
7
Phase 1: Planning for the Redesign of the Order Process
401
2
Phase 2: Analyzing the Current Order Fulfillment Process
403
6
Phase 3: Designing the New Order Process
409
12
Phase 4: Resource Development
421
1
Phase 5: The New Order Process Goes Online
422
3
Software Tools for Business Process Development
425
20
Why Use Business Process Tools?
425
1
The Variety of Business Process Tools
426
3
A Professional BP Modeling Tool
429
2
Modeling the Ergonomics Case
431
14
Conclusions and Recommendations
445
12
Glossary
457
28
Notes and References
485
18
Bibliography
503
4
Index
507