Business Process Management Practical Guidelines to Successful Implementations 5th Edition by John Jeston 1000575888 9781000575880

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