Business process change : a manager's guide to improving, redesigning, and automating processes / Paul Harmon.

CONTENIDO
Introduction
Business Process Change and the Manager's Job
The Evolution of an Organization's Understanding of Process
The Variety of Options
The Variety of Solutions
How This Book Is Organized
Chapter 1: Business Process Change
Organizations as Systems
Systems and Value Chains
Business Process Reengineering
The Role of Information Technology in BPR
Misuses of BPR
Workflow and Packaged Applications
Software Engineering
The Rummler-Brache Methodology
ISO 9000 and the Six Sigma Methodology
Changes in Business and IT in the Late 1990s
Mergers, Acquisitions, and Globalization
A Quick Summary
Business Process Change Today
PART I: PROCESS MANAGEMENT
Chapter 2: Strategy, Value Chains, and Competitive Advantage
Defining a Strategy
Porter's Model of Competition
Industries, Products, and Value Propositions
Strategies for Competing
The Unisys Corporate Strategy
Porter's Theory of Competitive Advantage
E-Business Strategies
The Evolution of the Strategic Process
Chapter 3: Process Architecture and Organizational Alignment
The TeleManagement Forum's Process Framework
Types of Processes
Deciding What Kind of Process Change Effort to Undertake
The Process Architecture and IT Planning
The Process Architecture Process
From Strategy Statements to Models
PART II: MODELING ORGANIZATIONS AND PROCESSES
Chapter 4: Modeling Organizations
The Traditional View of an Organization
The Systems View of an Organization
Models and Diagrams
Organization Diagrams
Organization Diagrams and Processes
Systems and Processes
Chapter 5: Modeling Processes
Process Diagram Basics
More Process Notation
IS, COULD, and SHOULD Process Diagrams
Levels of Analysis
Chapter 6: Analyzing Activities
Analyzing a Specific Activity
Analyzing the Human Performance Required for an Activity
Managing the Performance of Activities
Automating the Enter Expense Reports Activity
A More Complex Activity
Analyzing a Completely Automated Activity
Activities, Job Descriptions, and Applications
PART III: MANAGING AND IMPROVING BUSINESS PROCESSES
Chapter 7: Managing and Measuring Business Processes
Managing Business Processes
The Role of a Manager
A Closer Look at a Manager's Job
How to Manage a Process
Goals, Measures, and Monitoring
The Balanced Scorecard Approach
Continuous Measurement, and Improvement
Management Redesign at Chevron
Chapter 8: Process Improvement with Six Sigma
Six Sigma
The Six Sigma Concept
The Six Sigma Approach to Process Improvement
Six Sigma Teams
Phases in a Six Sigma Project
Alternative Approaches to Process Improvement
PART IV: BUSINESS PROCESS REDESIGN
Chapter 9: A Business Process Redesign Methodology
Why Have a Methodology?
How Does It All Begin?
What Happens?
Who Makes It All Happen?
Phase 1: Planning for a Redesign Effort
Phase 2: Analysis of an Existing Process
Phase 3: Design of a New or Improved Process
Phase 4: Development of Resources for an Improved Process
Phase 5: Managing the Transition to a New Process
Summary
Chapter 10: Process Redesign Patterns
Types of Process Redesign Patterns
The Reengineering Pattern
The Simplification Pattern
The Value-Added Analysis Pattern
The Gaps and Disconnects Pattern
PART V: BUSINESS PROCESS AUTOMATION
Chapter 11: Workflow and XML Business Process Languages
Workflow Systems
Types of Workflow Systems
Two Case Studies: Anova and iJET Travel Intelligence
Workflow and XML
Generic Business Process Languages and Web Services
The Future of Workflow and Business Process Workflow Languages
Chapter 12: ERP-Driven Redesign
Processes and Packages
A Closer Look at SAP
Implementing an ERP-Driven Design
Case Study: Nestlé USA Installs SAP
Chapter 13: Software Development
A Little Software History
Application Development
The Requirements Interface
Software Analysis and UML
UML and Business Process Modeling
The Model Driven Architecture
Software Languages, UML Modeling Tools, and CASE
Process Architectures and Software Architectures
IDEF
RM-ODP
XML Business Process Languages
The Capability Maturity Model
PART VI: THE E-BUSINESS CHALLENGE
Chapter 14: E-Business: Portals and Customer-Oriented Applications
E-Business Applications
A Customer Focus
Web Sites and Portals
Analyzing Customer-Oriented Processes
Customer-Oriented E-Business Redesign
Chapter 15: Supplier and Internally Oriented E-Business Applications
Supplier-Oriented E-Business Redesign
How Do Companies Structure Supply Chain Applications?
E-Business Marketplaces
Directly Linked Supply Chain Systems
The Supply Chain Council's SCOR Approach
Internally Oriented E-Business Redesign
An E-Business Is a Network
VII: PUTTING IT ALL TOGETHER
Chapter 16: The Ergonomic Systems Case Study
Ergonomic Systems, Inc
An E-Business Strategy
Phase 1: Planning for the Redesign of the Order Process
Phase 2: Analyzing the Current Order Fulfillment Process
Phase 3: Designing the New Order Process
Phase 4: Resource Development
Phase 5: The New Order Process Goes On-Line
Chapter 17: Software Tools for Business Process Development
Chapter 18: Conclusions and Recommendations
Glossary
Notes and References
Bibliography
Index