• Extensive revision and update addresses Business Process Management Systems, and the integration of process redesign and Six Sigma
• Learn how all the different process elements fit together in this best first book on business process, now completely updated
• Tailor the presented methodology, which is based on best practices, to your organization’s specific needs
• Understand the human aspects of process redesign
• Benefit from all new detailed case studies showing how these methods are implemented

Process practitioners (managers, business analysts, business process architects); students in BPM programs, some Lean and Six Sigma professionals, some IT practitioners

• Dedication
• Foreword
• Preface to the Third Edition
• Introduction
• Chapter One. Business Process Change
  • Organizations as Systems
  • Systems and Value Chains
  • The Six Sigma Movement
  • Business Process Change in the 1990S
  • Lean and the Toyota Production System
  • Other Process Change Work in the 1990S
  • A Quick Summary
  • Business Process Change in the New Millennium
  • What Drives Business Process Change?
  • Notes and References
• Part I. Organization-Wide Concerns
  • Introduction
  • Chapter Two. Strategy, Value Chains, Business Initiatives, and Competitive Advantage
    • Defining a Strategy
    • Porter’s Model of Competition
    • Industries, Products, and Value Propositions
    • Strategies for Competing
    • Porter’s Theory of Competitive Advantage
    • Porter’s Strategic Themes
    • Treacy and Wiersema’s Positioning Strategies
    • The Balanced Scorecard Approach to Strategy
    • Business Models
    • Business Initiatives
    • Summary
    • Notes and References
  • Chapter Three. Understanding Your Organization
    • A Comprehensive Business Process Method
    • Strategy and Enterprise BPM
    • Understand the Enterprise
    • The Traditional View of an Organization’s Structure
    • A Case Study of Organization Transformation
    • The Systems View of an Organization
    • Models and Diagrams
    • Organization Diagrams
    • Organizations and Value Chains
    • Systems and Processes
    • Notes and References
  • Chapter Four. Business Architecture
    • The Supply Chain Council’s SCOR Framework
    • Business Architecture: The IT Approach
    • Business Process Architecture
    • Defining an Architecture Using a Framework
    • The Supply Chain Council’s SCOR Framework
    • Developing a Supply Chain Architecture with SCOR
    • The Extension of SCOR
    • Another Approach
    • Summary
    • Notes and References
  • Chapter Five. Measuring Process Performance
    • Key Measurement Terms
    • Developing a Comprehensive Measurement System
    • Balanced Scorecard and Process Measures
    • Aligning Process Measures
    • Deriving Measures from Business Process Frameworks
    • Putting It All Together
    • Completing the Business Process Architecture Worksheet
    • Notes and References
  • Chapter Six. Process Management
    • The Process Perspective
    • What is Management?
    • Matrix Management
    • The Management of Outsourced Processes
    • Value Chains and Process Standardization
    • Management Processes
    • Documenting Management Processes in an Architecture
    • Completing the Business Process Architecture Worksheet
    • Notes and References
  • Chapter Seven. An Executive Level BPM Group
    • What Does a BPM Group Do?
    • Create and Maintain the Enterprise Business Process Architecture
    • Identify, Prioritize, and Scope Business Process Change Projects
    • Help Create, Maintain, and Manage the Process Performance System
    • Help Create and Support the Process Manager System
    • Recruit, Train and Manage Business Process Change Professionals
    • Manage Risk/Compliance Reporting and Documentation
    • A Case Study: Boeing’s GMS Division
    • Summary
    • The BPM Group
    • Notes and References
• Part II. Process Level Concerns
  • Introduction
  • Chapter Eight. Understanding and Scoping Process Problems
    • What is a Process?
    • Process Levels and Levels of Analysis
    • Simple and Complex Processes
    • Business Process Problems
    • The Initial Cut: What is the Process?
    • Refining an Initial Process Description
    • Creating a Business Case for a Process Change Project
    • Notes and References
  • Chapter Nine. Modeling Business Processes
    • Process Flow Problems
    • Day-to-Day Management Problems
    • Process Flow Diagrams
    • Flow Diagramming Basics
    • More Process Notation
    • As-Is, Could-Be, and To-Be Process Diagrams
    • Case Management
    • Notes and References
  • Chapter Ten. Human Performance Analysis, Automation, and Decision Management
    • Analyzing a Specific Activity
    • Analyzing Human Performance
    • Managing the Performance of Activities
    • Automating the Enter Expense Reports Activity
    • Empowering Employees
    • Analyzing a Completely Automated Activity
    • Decision Management
    • Knowledge Workers, Cognitive Maps, and Decision Management
    • Notes and References
  • Chapter Eleven. Managing and Measuring a Specific Business Process
    • Representing Management Processes
    • The Management Process
    • Plan Work
    • Organize Work
    • Communicate
    • Control Work
    • Evaluating the Performance of the Process Manager
    • Continuous Measurement and Improvement
    • Management Redesign at Chevron
    • Notes and References
  • Chapter Twelve. Incremental Improvement with Lean and Six Sigma
    • Six Sigma
    • The Six Sigma Concept
    • The Six Sigma Approach to Process Improvement
    • Phases in a Six Sigma Improvement Project
    • Lean
    • Summary
    • Notes and References
  • Chapter Thirteen. The BPTrends Process: Redesign Methodology
    • Why Have a Methodology?
    • How Does it All Begin?
    • What Happens?
    • Who Makes it All Happen?
    • Phase 1: Understanding the Project
    • Phase 2: Analyze Business Process
    • Phase 3: Redesign Business Process
    • Phase 4: Implement Redesigned Process
    • Phase 5: Roll Out the Redesigned Process
    • Summary
    • Notes and References
  • Chapter Fourteen. The Rental Cars-R-Us Case Study
    • Rental Cars-R-Us
    • Phase 1: Understand the Project
    • Phase 2: Analyze the Business Process
    • Phase 3: Redesigning the Rental Process
    • Phase 4: Implement the Redesigned Business Process
    • Phase 5: Roll Out the New Rental Process
    • Notes and References
• Part III. Implementation Level Concerns
  • Introduction
  • Chapter Fifteen. Software Tools for Business Process Analysis and Design
    • Why Use Business Process Software?
    • The Variety of Business Process Tools
    • A Professional BP Modeling Tool
    • Notes and References
  • Chapter Sixteen. Business Process Management Suites
    • Process Diagrams and BPMS Engines
    • What Features Might a BPM Suite Include?
    • BPMS and BAM
    • BPMS, SOA, and the Cloud
    • Choosing a BPMS Product
    • The Current BPMS Market
    • Some Leading BPMS Vendors
    • Market Trends
    • Process Modeling Tools vs BPMS Suites
    • Creating a BPMS Application
    • Notes and References
  • Chapter Seventeen. ERP-Driven Redesign
    • Processes, Packages, and Best Practices
    • A Closer Look at SAP
    • Implementing an ERP-Driven Design
    • Case Study: Nestlé USA Installs SAP
    • Using BPMS to Improve ERP Installations
    • Enterprise Resource Planning and Business Process Management Suite
    • ERP vs BPMS Applications
    • Notes and References
  • Chapter Eighteen. The Future of Business Process Management
• Appendix 1. Business Problem Analysis Checklist
• Appendix 2. Core Business Process Modeling Notation
• Appendix 3. Business Process Standards
• Index