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| 003 | AR-sfUTN | ||
| 008 | 170717b ||||| |||| 00| 0 d | ||
| 020 | _a1558607587 | ||
| 040 | _cAR-sfUTN | ||
| 041 | _aeng | ||
| 080 |
_a658.016.7 H228 _22000 |
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| 100 | 1 |
_aHarmon, Paul _97173 |
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| 245 | 1 | 0 |
_aBusiness process change : _ba manager's guide to improving, redesigning, and automating processes / _cPaul Harmon. |
| 260 |
_aSan Francisco: _bMorgan Kaufmann, _c2003 |
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| 300 | _a529 p. | ||
| 336 |
_2rdacontent _atexto _btxt |
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| 337 |
_2rdamedia _asin mediación _bn |
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| 338 |
_2rdacarrier _avolumen _bnc |
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| 505 | 8 | 0 | _aCONTENIDO 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 |
| 650 | _aBUSINESS PROCESS CHANGE | ||
| 650 | _aISO 9000 | ||
| 650 | _aSIX SIGMA | ||
| 650 | _aPROCESS MANAGEMENT | ||
| 650 | _aMODELING ORGANIZATIONS | ||
| 650 | _aREDESIGN PATTERNS | ||
| 650 | _aE-BUSINESS CHALLENGE | ||
| 650 | _aERGONOMIC SYSTEMS | ||
| 942 |
_cBK _2udc |
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| 999 |
_c12110 _d12110 |
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