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Handbook on Business Process Management 2 - Jan vom Brocke


Year 2014

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Part I Strategic AlignmentStrategic Alignment Maturity1 Introduction2 Why Alignment Is Important3 Strategic Alignment Maturity4 The Six Strategic Alignment Maturity Criteria4.1 Communications4.2 Competency/Value Measurements4.3 Governance4.4 Partnership4.5 Scope and Architecture4.6 Skills4.7 Results by Geography and Industry5 Levels of Strategic Alignment Maturity5.1 Level 1: Initial/Ad Hoc Process5.2 Level 2: Committed Process5.3 Level 3: Established Focused Process5.4 Level 4: Improved/Managed Process5.5 Level 5: Optimized Process6 Assessing Strategic Alignment Maturity7 Strategic Alignment as a Process8 Strategic Alignment Maturity and Business Performance9 Conclusions10 EpilogueReferencesDelivering Business Strategy Through Process Management1 Introduction2 Lost in Translation2.1 Today's Reality2.2 The Outside-in Perspective: The One That Counts2.3 Methodology Implications3 An Integrative Model from Drivers Through Aligned Capability3.1 Understand Enterprise Context (Methodology 1)3.2 Determine Stakeholder Relationships3.3 Consolidate Strategic Criteria3.4 Model Enterprise Processes (Methodology 2)3.5 Define Performance Measures (Methodology 3)3.6 Establish Process Governance (Methodology 4)3.7 Manage Enterprise Processes (Methodology 6)3.8 Align Process Capabilities (Methodology 5)4 ConclusionReferencesManagement of Process Excellence1 Management of Process Excellence (MPE) Requirements and Approach2 Innovation: Key Target of MPE3 Information Technology Enabling the Execution of MPE4 Business Process Governance for MPE5 MPE in PracticeReferencesValue-Orientation in Business Process Management1 Introduction2 Foundations on the Notion of Value2.1 Value as a Metaphysical Idea2.2 Being-Conditions of Value2.3 Being-Conditions of Economic Value2.4 Some Intermediary Conclusions for BPM3 A Review of Value Considerations in BPM3.1 Evaluations of Formal and Structural Process Characteristics3.2 Economic Evaluation of Processes3.3 Value-Oriented BPM – Balancing of “Should Be” Value Claims3.4 Further Intermediary Conclusions for BPM4 The Example of the Return on Process Transformation4.1 Introducing the Return on Process Transformation4.2 Calculating the ROPT in a SOA & BPM Case5 Summary and OutlookReferencesProcess Capital as Strategic Success Factor1 Process Capital as driver of corporate success2 The Correlation Between Strategy and Process Capital2.1 Overview2.2 Core Competencies in Process Capital2.3 Strategy Implementation Using Process Capital3 Process Capital Management3.1 Overview3.2 Anchoring Process Capitals in the Strategy3.3 Assessing Process Capital3.4 Building Up Process Capital3.5 Managing Process Capital4 Case Study: Lufthansa AG4.1 Example of Lufthansa's Process Capital4.2 Strategy Implementation at Lufthansa Based on Process Capital5 Summary and OutlookReferencesBusiness Process Frameworks1 Introduction2 Business Process Frameworks: An Ambiguous Term2.1 Frameworks in Business Process Management Research2.2 Term Clarification “Business Process”2.3 Term Clarification “Framework”2.4 A Classification of Business Process Frameworks3 Description of Exemplary Business Process Frameworks3.1 Methodical Business Process Engineering Approaches3.2 Technical Infrastructures for Process Integration and Process Model Interchange3.3 Business Process Reference Models4 Discussion5 ConclusionReferencesA Framework for Classifying and Modeling Organizational Behavior1 Introduction2 Framework Development2.1 Background and Genesis2.2 A Framework for Behavior Classification and Modeling3 Application of the Framework3.1 Integration of Health Industry Behavioral Descriptions3.2 Health Process Architecture Analysis3.3 Process Architecture Templates3.4 Health Sector example3.5 Investment Management Reference Model3.6 Investment Management Process Architecture3.7 Investment Management Service Architecture4 Conclusion and Future WorkReferencesA Taxonomy of Business Process Management Approaches1 Introduction and Motivation2 Situational Method Engineering2.1 Design Research for Information Systems2.2 Representation of Situational Aspects in SME3 Empirical Study on Business Process Management Approaches3.1 Data Set and Course of Analysis3.2 BPM Design Factors3.3 BPM Realization Approaches3.4 BPM Project Types3.5 Exemplary Case Studies4 Exemplary Adaptation of the 'Process Innovation' Method4.1 Overview of the Method4.2 Situation-specific Embodiments of the Method5 Conclusion and OutlookReferencesProcess Performance Measurement1 Measurement as Part of Process Management2 Defining Process Performance3 Procedure of Measuring3.1 Design of a Process Measurement System3.2 Identification of Performance Indicators3.3 Determination of Data Sources for Measurement3.4 Contextual Implications of Measurement4 Methodologies for Measurement4.1 Data Envelopment Analysis4.2 Process Mining5 Exemplary Application of Process Mining6 ConclusionReferencesBusiness Process Analytics1 Introduction2 Sources for Process Analytics Data3 A Source Format for Process Events4 Process Metrics5 Quality Criteria for Process Metrics6 Historical Process Analysis7 Real-Time Process Analysis8 Predictive Process Analysis8.1 Simulation8.2 Data Mining8.3 Process Optimization9 SummaryReferencesManaging Regulatory Compliance in Business Processes1 Introduction2 Scenario and Background3 Methodology for Compliance Management3.1 Control Directory Management3.2 Ontological Alignment3.3 Modeling Controls3.4 Process Model Enrichment3.5 Compliance Enforcement3.6 Compliance Monitoring4 State of the Art4.1 Modeling Controls4.2 Process Model Enrichment4.3 Summary5 Case Study6 Discussion and OutlookReferencesPrioritizing Process Improvement: An Example from the Australian Financial Services Sector1 Introduction and Background2 Introducing the Case Organization3 Building the Business Value Scoring Tool3.1 High Level Overview of the Business Value Scoring Tool3.2 Understanding the Components of the Tool4 Testing and Implementing the Tool5 Tool Adoptability and Application6 ConclusionAppendix 1: QIC Organizational ChartAppendix 2: Business Value Score Tool ElementsReferencesPart II GovernanceThe Governance of Business Processes1 Introduction2 Governance Defined3 Tradeoffs in Business Process Governance3.1 Management Hierarchies and Business Processes3.2 Mechanisms of Business Process Governance3.3 Tradeoffs in Organizational Design and Business Process Governance4 Process Governance Examples4.1 A IT Process Coordination Unit in the State of Virginia4.2 A Process Organization for Administration in the State of Washington4.3 A Shared Services IT Process Unit in Winnebago County, Illinois4.4 Augmented Impersonal Governance of Emergency Medical Services in San Mateo County, California5 Concluding RemarksReferencesThe Governance of Business Process Management1 Introduction2 Research3 Obstacles3.1 Reference Models Lack Cross-Functionality3.2 Improvement Method Deployment3.3 Process Maturity4 BPM Governance Principles and Practices5 Management Accountability6 Measuring Performance7 Process Management Plan8 Deploying Information Technology9 Emerging Trends10 SummaryReferencesThe Process of Business Process Management1 Introduction2 The Process of Business Process Management2.1 Business Process Strategy Phase2.2 Business Process Design Phase2.3 Business Process Implementation Phase2.4 Business Process Controlling Phase3 Challenge: Individualized Processes4 Main Elements of a Holistic BPM Approach5 Services and Responsibilities of a BPM Center of Excellence5.1 BPM Leadership5.2 Regulatory Framework5.3 Project Support5.4 Training, Communication, and Process Controlling6 Roles Within a BPM Organization7 Conclusion: How to Establish a Holistic BPM Approach Within an OrganizationReferencesThe Service Portfolio of a BPM Center of Excellence1 Typical Stages of BPM Adoption2 The BPM Service Portfolio3 A Proposed List of BPM Services3.1 BPM Maturity Assessment3.2 Strategic Alignment3.3 Process Modeling3.4 Library Management3.5 Process Improvement3.6 Designing Process-Aware Information Systems (PAIS)3.7 Process Automation3.8 Process Change Management3.9 Management of BPM Projects3.10 Process Governance3.11 Process Compliance3.12 Process Performance Measurement3.13 Process Forensics3.14 Process (Management) Education/Training3.15 Process Portfolio Management4 Case Study5 Patterns in BPM CoE Service Portfolios6 ConclusionReferencesBPM Center of Excellence:1 Introduction2 The BPM CoE's Three Main Capabilities2.1 Diffusion of BPM Culture2.2 Creation of Convergence Among BPM Initiatives2.3 Internal Consulting Orientation3 Implementing a BPM CoE in a Brazilian Company3.1 Organization's Main Characteristics and its History of BPM Initiatives3.2 The BPM CoE Initial Design and Implementation3.3 The Transition to a more Strategic Role of the BPM CoE3.4 BPM CoE's Implementation Analysis3.5 Synthesis of Lessons Learnt and Tendencies of Evolution4 Final ConclusionsReferencesBusiness Process Standardization1 Standardization Dilemma1.1 Defining Variation2 Globally Consistent or Locally Relevant2.1 Attraction of the Global2.2 Attraction of the Local2.3 Balancing Act3 Local Variation3.1 Reasons for Variations3.2 Costs of Variation4 Resolving the Dilemma4.1 Global BPM Framework4.2 Development and Management4.3 Balancing Global and Local4.4 Global BPM4.5 Local BPM5 Managing The Dilemma5.1 Achieving Standardization6 SummaryReferencesBusiness Process Outsourcing: Learning from Cases of a Global Offshore Outsourcing Provider1 Introduction2 Business Process Outsourcing: A Closer Look3 Business Process Management Framework for Analysis4 Case Study4.1 Business Process Outsourcing Relationship 1: Maturing from Cost-Effective to Optimized4.2 Business Process Outsourcing Relationship 2: Eliminating the Work4.3 Business Process Outsourcing Relationship 3: Stabilizing for Predictability4.4 Case Study Analysis5 ConclusionsReferencesToward a Global Process Management System: The ThyssenKrupp Presta Case1 Introduction2 The Case Organization ThyssenKrupp Presta3 Strategic Alignment of the Business-Driven Approach4 Technical and Organizational Issues Involved in Using a Corporate Process Modeling and Documentation System5 Governmental Issues of Setting the Right Structures6 Finding a Stepwise Approach to Process Improvement7 Summary and OutlookReferencesBusiness Process Maturity in Public Administrations1 Challenges of Public Administration Modernization2 Define Objectives of a Solution2.1 Preliminary Considerations2.2 BPM in the Context of the 48-h-Service Promise2.3 BPM Maturity for the Fulfillment of the 48-h-Service Promise2.4 Specifics of Business Process Management in Public Administration3 Known Maturity Models for BPM and Public Administration4 Design and Development5 Demonstration and Evaluation6 Summary and OutlookReferencesPart III People and CultureExpertise in Business Process Management1 Introduction and Background2 Model of Expertise in the Context of Business Process Management2.1 Constructs of the Model2.2 Emergent Property of Expertise in the Context of BPM3 Model Applicability4 SummaryReferencesBusiness Process Management Curriculum1 Introduction2 Understanding the Roles in Current Business Process Management Practice3 Business Process Analyst Curriculum Description3.1 Course Descriptions4 Limitations and DiscussionReferencesDealing with Human-Driven Processes1 Introduction2 Example HIM Plan Templates3 Human Interaction Management Theory3.1 The 5 Principles of HIM3.2 REACT and AIM3.3 Stage3.4 Levels of Control4 The Human Interaction Management System4.1 Speech Acts4.2 Cross-Boundary Processes4.3 Continuous Improvement of Collaborative Work4.4 Semantic Mark-up5 Goal-Oriented Organization Design6 Human Interaction Management Case Study7 ConclusionsReferencesSubject-Oriented Business Process Management1 Introduction2 Business as Dynamic Collaborative Communication Processes2.1 Subject-Driven Business Processes2.2 Subject Interaction and Behavior2.3 Subjects and Objects3 Targeted Modeling Through Natural Language and 5-Symbol Articulation3.1 Modeling by Construction3.2 Modeling by Restriction3.3 Tangible Modeling Support4 Implementation4.1 Architecture Definition: Subject, Roles, and Agents4.2 Automating Execution: Instances of Processes and Subjects5 ConclusionReferencesKnowledge Engineering in Business Process Management1 Introduction2 Knowledge Engineering in BP-Framework2.1 BP-Framework2.2 Knowledge Engineering for BP-Framework2.3 Conceptual Integration of KE and BP-Framework Using Models2.4 Project Solutions for KE in BP-Framework3 Knowledge Engineering in the BP Management Method3.1 Organizational Context of BP-Framework3.2 Project Solutions for KE in BP-Management Methods4 KE in BP-Deployment4.1 Project Solutions and Knowledge Techniques for BP-Deployment5 Outlooks on KE in BPM5.1 Conceptual Alignment5.2 Technical Alignment6 SummaryReferencesCulture in Business Process Management: How Cultural Values Determine BPM Success1 Introduction2 Background2.1 Business Process Management2.2 Culture3 Results from Three Core Studies on the Role of Culture in BPM3.1 First, the Interdependence Between BPM and Culture3.2 Second, the Concept of BPM Culture3.3 Third, the Supportiveness of Organizational Cultures for BPM4 Discussion4.1 Implications for Research4.2 Implications for Practice4.3 Limitations5 ConclusionReferencesCultural Change in Process Management1 Introduction2 Prerequisites for Modeling Business Process Driven Organizational Change2.1 Influencing Factors on Organizational Change2.2 Approach for Describing Change Projects2.3 Responsiveness to Change: An Explanatory Model3 Change Method Engineering: Method Construction for Organizational Change3.1 Basics of Method Construction3.2 Structured Process of Method Construction3.3 Management Process for Change Method Engineering4 ConclusionReferencesHow Organizational Culture Facilitates1 Introduction2 Culture as an Integral Part of the Hilti Business Model2.1 Introducing the Hilti Business Model2.2 A Closer Look at Culture: The Hilti Culture Journey2.3 Implications for Hilti IT: A Business-Driven IT-Strategy3 Global Processes and Data: An IT-Project Driven by Culture3.1 Scope of the Project3.2 Challenges Within the Project3.3 The Role of Culture: Assessing the Cultural Leverage4 ConclusionReferencesCreativity-Aware Business Process Management: What We Can Learn from Film and Visual Effects Production1 Introduction2 Illustrative Case3 A Model of Creativity-Intensive Processes3.1 The Dynamics of Creativity-Intensive Processes3.2 Pockets of Creativity in Creativity-Intensive Processes3.3 Risk in Creativity-Intensive Processes3.4 Summary of Properties of Creativity-Intensive Processes4 Roles in Creativity-Intensive Processes in VFX Production4.1 Creative Person4.2 Creative Supervisors4.3 Clients5 Managing Creativity-Intensive Processes in VFX Production5.1 Understanding and Refining the Requirements5.2 Doing Work5.3 Evaluation of the (Intermediate) Creative Product5.4 The Use of Information Technology (IT)5.5 Summary of Managerial Practices and IT Used in Creativity-Intensive Processes5.6 Measuring Creativity-Intensive Processes6 ConclusionsReferencesAn Organizational Approach to BPM: The Experience of an Australian Transport Provider1 Introduction1.1 BPM as a Technology Solution1.2 BPM as a Lifecycle Approach1.3 BPM as an Organizational Approach1.4 Distinguishing a Lifecycle from an Organizational Approach2 Background to Company Q2.1 BPM Within Company Q3 Developing a BPM Capability Framework4 Applying the BPM Capability Framework in Company Q4.1 BPM Communication4.2 BPM Strategy Selection and Implementation4.3 Internal BPM Consulting Engagements5 Benefits of Adopting BPM as an Organizational Approach5.1 Increased Customer Focus5.2 Improved Strategic Planning and Strategy Deployment5.3 Changing Human Resource Capability5.4 Increased Recognition in BPM Community6 Issues in Adopting BPM as an Organizational Approach6.1 Changes in Business Model6.2 Changes in Organizational Structure6.3 Lessons Learnt During Company Q's BPM Journey7 ConclusionReferencesBusiness Process Management in International Humanitarian Aid1 Introduction2 Business Processes: The Views of the International Humanitarian Community Views2.1 Strategic Alignment2.2 Governance2.3 Methods2.4 Information Technology2.5 People2.6 Culture2.7 Summary Views3 Process Centric Examples in the Humanitarian Contexts: Insights from Two Cases3.1 Case 1: The Humanitarian Supply Chain Initiative by Fritz Institute3.2 Case 2: Volunteer Management in the Red Cross/Red Crescent4 ConclusionsReferences
 
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