Anmerkungen:
Description based upon print version of record
Beschreibung:
Handbook on Business Process Management 1; Introduction, Methods, and Information Systems; Foreword; How to Read this Handbook; Contents; Contributors; Part I: Introduction; What is Business Process Management?; 1 The Origins of BPM; 2 The Process Management Cycle; 3 The Payoffs of Process Management; 4 The Enablers of Process; 5 Organizational Capabilities for Process; 6 The Principles of Process Management; 7 The EPM as a Management Tool and BPMS; 8 The Frontiers of BPM; References; Process Management for Knowledge Work; 1 Introduction; 2 Improving Knowledge Work Through Process Management
3 Processes and Knowledge Work Segments4 Knowledge Creation, Distribution, and Application; 4.1 Creation; 4.2 Distribution; 4.3 Application; 5 Process Versus Practice in Knowledge Work; 6 Types of Process Interventions; 6.1 Process Improvement Approaches for Knowledge Work; 6.2 Agile Methods; 6.3 Measurement; 6.4 Positive Deviance; 6.5 Knowledge Management-Based Interventions; 6.6 Outsourcing Knowledge Work; 7 Summary; References; The Scope and Evolution of Business Process Management; 1 The Three Business Process Traditions; 2 The Work Simplification/Quality Control Tradition
2.1 TQM, Lean and Six Sigma2.2 Capability Maturity Model; 3 The Management Tradition; 3.1 Geary Rummler; 3.2 Michael Porter; 3.3 Balanced Scorecard; 3.4 Business Process Reengineering; 4 The Information Technology Tradition; 4.1 Business Process Reengineering; 4.2 Enterprise Resource Planning Applications; 4.3 CASE and Process Modeling Tools; 4.4 Expert Systems and Business Rules; 4.5 Process and the Interface Between Business and IT; 5 Business Process Change Today and Tomorrow; 6 Enterprise Level Initiatives; 6.1 Enterprise Architecture; 6.2 Value Chains and Value Networks; 6.2.1 Value Nets
6.2.2 Tight Integration and Efficiency Versus Flexibility6.3 Business Process Frameworks; 6.3.1 The Supply Chain Council´s SCOR Framework; 6.3.2 Other Business Frameworks; 6.3.3 Roger Burlton, Process Scope, and Value Chain Diagrams; 6.4 Process Maturity Models; 6.5 Integrated Process Measurement Systems; 6.6 Managing Culture Change and Organizational Transformations; 7 Process Level Initiatives; 7.1 The Emphasis on Innovation; 7.2 Analyzing and Modeling Complex Processes; 8 Implementation Level Initiatives; 8.1 Business Process Management Systems (BPMS); 8.2 Standards and Certification
8.3 Other Implementation Concerns9 Towards a Comprehensive BPM; References; A Framework for Defining and Designing the Structure of Work; 1 Introduction; 2 The Value Creation Hierarchy; 2.1 Enterprise Level; 2.2 Value Creation Level; 2.3 Primary Processing Systems Level; 2.4 Process Level; 2.5 Subprocess/Task/Subtask Level; 3 Business Architecture; 3.1 Super-System Map; 3.2 Cross-Functional Value Creation System Map; 3.3 Business Process Architecture Framework; 3.4 BPA Detail Chart; 3.5 Cross-Functional Business Process Map; 3.6 Subprocess Maps; 4 Value Creation Management System
5 Management System Architecture
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world's leading BPM thought leaders. This first volume focuses on arriving at a sound definition of Business Process Management approaches