Business Process Management: Practical Guidelines to Successful Implementations

✍ Scribed by John Jeston

• Publisher: Routledge
• Year: 2022
• Tongue: English
• Leaves: 633
• Edition: 5
• Category: Library

✦ Synopsis

Business Process Management has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add impactful and measurable value to their organizations. The book covers all major frameworks, including LEAN and Six Sigma, and offers a unique emphasis on BPM’s interrelationship with organizational management, culture, and leadership. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it is to be successful, augmented and aligned with other management disciplines.

This thoroughly revised and updated fifth edition includes:

• Discussion of the impact of the COVID-19 Pandemic on business operations, business transformation, remote working, and new processes.
• New and revised content on sustainable processes in BPM.
• Expanded material on process automation and new technologies, including AI.
• New and revised international case studies and practical examples.
• A streamlined layout, as well as new questions and thought-provoking comments to promote discussion and thinking.

Business Process Management is an accessible core text for advanced undergraduate and postgraduate students studying Business Process Management, Operations, Production, and Strategic Management, as well as an indispensable guide to any senior business executive or chief financial officer.

The work is complemented by online resources to support instructors and learning, including PowerPoint slides for each chapter.

✦ Table of Contents

Cover
Half Title
Endorsements
Title Page
Copyright Page
Dedication
CONTENTS
List of figures
List of tables
List of contributors
Foreword
Preface
Introduction
Who is this book for?
What does this book offer to lecturers teaching these courses?
Learning features
Introduction to the fifth edition
Layout of this book
Acknowledgments
Training services
Part 1: FREQUENTLY ASKED QUESTIONS
1. What is business process management?
2. How can we demystify business process management?
Brief history of business process management
BPM hype cycle
What is mystifying about BPM?
The iceberg syndrome
Exploring “reality”
Change management and performance management
3. Who should be involved in BPM and the critical success factors
Management of business processes
Use of external BPM experts
Critical success factors
4. When should you do BPM—what are the main drivers and triggers?
5. How should you start BPM—bottom-up or top-down?
Bottom-up approach
Top-down approach
6. Why is it important to improve business processes before automating them?
What are the problems with automating first?
Why is this not working?
Why is this so?
The need to improve processes first
Key considerations
Conclusion
7. What are the technology components of BPM?
Modeling and design
Execution and tracking
Performance management
Technology standards
8. Should you be customer-centric?
9. Why is determining BPM foundations a critical first step?
BPM foundations
BPM enablement
BPM foundations and enablement benefits
10. Why do you need a structured approach to implementing BPM?
Typical common pitfalls
Part 2: BPM—HOW DO YOU DO IT? THE 7FE FRAMEWORK
11. 7FE framework overview
7FE framework
7FE framework phases
Project essentials
A process-focused organization
Addendum: 7FE framework and six sigma, lean, and lean six sigma
12. Guidelines on how to use the 7FE framework
Why a “one approach fits all” philosophy does not work?
How are BPM activities initiated?
Four implementation scenarios for BPM
How to determine which scenario is applicable
Process-focused business transformation program
Skipping of a phase
Paralleling phases
13. Foundations phase
Why?
Results
How?
Detailed steps
Foundations phase outputs
Foundations phase risks
14. Enablement phase
Why?
Results
How?
How are the TOM subcomponents created?
Detailed steps
Digital strategy
Step 1: communications
Step 2: process governance
Step 3: process architecture
Step 4: performance management
Step 5: people and culture
Step 6: organization design
Step 7: technology
Enablement phase outputs
Enablement phase risks
15. Launch phase
Why?
Results
How?
Detailed steps
Business process architecture committee
Realize value
Launch phase outputs
Launch phase risks
16. Understand phase
Why?
Results
How?
Detailed steps
Realize value
Understand phase outputs
Understand phase risks
Extra reading
Continuous improvement: standard operating procedure
Appendix a: change investigation report
17. Innovate phase
Why?
Results
Key misunderstandings about innovation
How?
Customer service versus customer satisfaction
Detailed steps
RPA is often used to automate subprocesses
Realize value
Innovate phase outputs
Innovate phase risks
Extra reading
18. People phase
Why?
Results
How?
Detailed steps
People phase outputs
People phase risks
19. Develop phase
Why?
Results
How?
Detailed steps
Business process architecture committee
Realize value
Develop phase outputs
Develop phase risks
20. Implement phase
Why?
Results
How?
Detailed steps
Realize value
Implement phase outputs
Implement phase risks
21. Realize phase
Why?
Results
How?
Detailed steps
Critical success factors
Realize phase outputs
Realize phase risks
22. Sustainability phase
Why?
Results
How?
Detailed steps
Step 1: evaluate project results
Step 2: evaluate handover/takeover
Step 3: ensure process steward training completed
Step 4: evaluate process measures and performance management
Step 5: process quality assurance
Step 6: update process documentation
Step 7: communications
Realize value
Sustainability phase outputs
Sustainability phase risks
23. Essentials introduction
Why?
How?
What are the three essentials?
24. Project management
Why?
Results
How?
Project gates
Stakeholder management
Managing stakeholders for successful delivery
Interest-based stakeholder management
Continuous active project review
Project premortems
Project management risks
25. People change management
Organizational culture
Process of people change management
Appreciative inquiry approach
Extra reading
26. Leadership
Why?
How?
Aspects of leadership
27. Organizational sustainability and performance management
Why?
What are the elements that enable organizational sustainability?
Organizational process governance
Organizational process assets
Organizational process performance management
Benchmarking
Organizational benefits management framework
Organizational culture
Fine-tune organizational sustainability and performance management
Part 3: INTRODUCTION
28. Case studies from the USA, Asia, and Europe
Smaller case studies
Larger case studies
29. BPM maturity
Introduction
Business process management maturity
The BPMM model
Application of the BPMM model
Related work
Glossary
References and bibliography
Index