Table of Contents

Companies and Business Processes.

I: Enterprise Level Concerns.Strategy, Business Processes, and Competitive Advantage.The Business Architecture and Organizational Alignment.Modeling Organizations.Process Performance Metrics and Evaluation.Organizing and Using an Enterprise BPM Group.

II: Process Level Concerns. Modeling Processes.Analyzing Activities.Managing and Measuring Business Processes.Process Improvement with Lean and Six Sigma.A Business Process Redesign Methodology.Process Redesign Patterns.Knowledge Workers and Business Rules.

III: Implementation Level Concerns.Software Tools for Business Process Modeling and Redesign.Business Process Management Systems.ERP-Driven Redesign.Software Development.

IV. Putting it All Together.The Ergonomic Systems Case.

About the Author

Paul Harmon is a cofounder and executive editor at Business Process Trends, an internationally popular website that provides a variety of free articles, columns, surveys and book reviews each month on trends, directions, and best practices in business process management. He is also a cofounder, chief methodologist, and principal consultant of BPTrends Associates, a professional services company providing executive education, training, and consulting services for organizations interested in understanding and implementing business process management. At the same time Mr. Harmon serves as a Senior Consultant for AI with Cutter Consortium.

Reviews

You've picked up the right book for just about any goal you have in process management. If you're an enterprise process architect or manager, Harmon tells you what you need to think about and do at the enterprise level. If you are an owner or improver of a particular process, there's an entire section devoted to managing particular processes. If you're charged with using IT to support processes, you are similarly in luck. The book should be on the desk, in the briefcase, or on the bedside table of anyone who believes business processes are an important way to understand businesses and make them better. From the foreword by Thomas H. Davenport, Director, Process Management Research Center, Babson College Paul Harmon has done a great job updating his 2002 classic. BPM has changed significantly over the past 5 years and Paul has integrated those changes with the interrelationships of six sigma, lean, ERP, BPMS, SOA, and other enablers. Paul makes sense of the proliferation of BPM tools while recognizing the fundamental management changes that underpin them. As a result, this book is an excellent tactical reference for cross-functional teams to implement and sustain BPM as a platform for business transformation and to execute strategy. -- George F. Diehl, Global Director, Process Management, Air Products and Chemicals, Inc. Paul Harmon is without doubt the best informed and most trusted observer of all things BPM. True to form, in this book Paul provides a comprehensive and insightful summary of the current BPM landscape. -- Geary Rummler, Founder & Partner, The Performance Design Lab., Coauthor Improving Performance It's a relief for process professionals to be able to move beyond theoretical BPM with case studies and find techniques and methodologies which provide great results in applied BPM. Paul Harmon's writing has been an invaluable guide for me for several years, and his methodologies in combination with the open-standard framework based on SCOR(r), benchmarking, and methodologies we have been using at Supply-Chain Council provide a complete end-to-end approach for organizations to take themselves not just to the next level, but to place themselves permanently on the top-level of performance. This is a must read for process professionals, whether you're coming at it from "the business" or "the IT" side, a "Wade-Mecum" for the Third-Wave Generation of process experts. -- Joe Francis, CTO, Supply-Chain Council Six Sigma plays a role in business process change -- but this role is often not well understood. Contrary to the proclamations of certain pundits, Six Sigma is not the be-all, end-all first and last word in process change. Nor is it an isolated tool used only for solving problems or optimizing performance within existing processes. It's more subtle than either of these extreme views, and it's critically important to get it right. Until now, no one has effectively addressed the role of Six Sigma in this larger context. But Paul Harmon hits it square-on. Every Six Sigma practitioner should read this book -- and better understand the nature of Six Sigma within the greater world of business process change. -- Bruce Williams, Vice President & General Manager, BPM Solutions, webMethods, Inc. and coauthor of Six Sigma for Dummies and Lean for Dummies. Harmon takes a clear-eyed look at the "movements", the standards, the strategies and the tactics and distills it into a clear picture of how to manage an agile business in the 21st century. As change accelerates and margins fall, this book becomes a must-read for survivors-to-be. -- Dr. Richard Mark Soley, CEO, The Object Management Group (OMG)