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How Work Gets Done - 9781935504078

Un libro in lingua di Artie Mahal Zachman John A. (FRW) edito da Technics Pubns Llc, 2010

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How Work Gets Done will provide the business or IT professional with a practical working knowledge of Business Process Management (BPM). This book is written in a conversational style that encourages you to read it from start to finish and master these objectives: • Learn how to identify the goals and drivers important to your organization and how to align these with key performance measures • Understand how business strategies, business policies, and operational procedures need to be connected within a Business Process Architecture • Know the basic building blocks of any business process – Inputs, Outputs, Guides, and Enablers • Learn how to create a BPM Center of Excellence in your organization • Acquire the skills to establish a BPM methodology addressing Enterprise-level, Process-Level, and Implementation-Level priorities • Learn how to build a Process Competency Framework encompassing all BPM stakeholders • Obtain the knowledge to improve a process step-by-step with easy to use techniques and templates such as swimlanes and flowcharts How Work Gets Done is a clear, concise, and well-navigated journey into the world of Business Processes and Business Process Management. From a practical introduction through advanced topics around methodology and competencies, it is suitable for business process newcomers and seasoned practitioners alike. It should be required reading at all levels of every organization. Eugene Fucetola — Global Application Messaging and Integration, Operations Manager, Mars Information Services If you've always wished you had a very practical friend who could sit down and talk you through just what's involved improving how work gets done at your organization, this is the book! Paul Harmon — Executive Editor, Business Process Trends and Chief Methodologist, BPTrends Associates Artie Mahal has done something that was thought to be impossible – produce an easily readable book about business process management. He paints pictures with words, offers many easy-to-grasp analogies, and stimulates with simplifying charts of complex concepts. Leon Fraser — Lecturer, Rutgers Business School The following outline briefly describes each chapter's content: • Chapter 1 Enterprise Business Model. This chapter introduces the basic structure of a generic organization, showing how all parts of an organization function in an integrated and unified way. • Chapter 2 Business Process Hierarchy. Business processes have an inherent hierarchy describing how work gets done from a higher to a lower-level of detail. These hierarchy levels are an abstract way of understanding and managing the enterprise. This chapter introduces the basic structure and purpose of hierarchy levels. • Chapter 3 Business Process Blueprint. An organization may have hundreds of business processes at various levels of detail. To effectively use them, there needs to be a methodical approach for understanding and utilizing them. This chapter introduces a proven format for organizing the enterprise processes into Process Architecture or a Blueprint. • Chapter 4 Anatomy of a Process. A process may be simply defined as “how work gets done”. Every process has a common “anatomy”, a structure: inputs, outputs, guides and enablers. Triggered by an event, a process receives inputs from suppliers or other processes and then transforms them into outputs and outcomes. • Chapter 5 Process Knowledge. Business processes are an organizational asset. The information about them must be documented, preserved, and shared across the organization for reuse. The process information can be in multiple formats, such as text and diagrams, and also at various levels of detail, depending upon their level in the hierarchy.• Chapter 6 Business Models. Models, or “Maps”, are a visual representation of patterns and their meaning that facilitate understanding and communication about topics of interest. They simplify complexity by using diagrams, pictures, scenarios, simulation patterns, and icons that are relevant to the subject at hand for the intended audience. This chapter outlines process and data modeling practices and standards that may be used by process performers, managers, and analysts to define how their work gets done.• Chapter 7 Process Configuration. Enterprise performance is delivered through the execution of one or more business processes in an organization. This chapter introduces the Process Configuration Model, which is a practical tool for understanding and synchronizing all elements for effectiveness and efficiency. • Chapter 8 BPM Methodology. There are many methodologies that analyze processes in the current state and propose a future state of transformation. These are primarily at the process-level of change, while providing some or little enterprise-level context. A methodology which considers all parts of process change throughout the enterprise is essential. BPTrends Associates' BPM Methodology is just such a comprehensive framework. This chapter provides a step-by-step introduction of this proven methodology.• Chapter 9 BPM Competencies. Business process improvement is a collaborative effort among several professional practices, supported by specialists who contribute a variety of skills. The professional practices include Strategic Planning, Program and Project Management, Business Process Management (BPM), Organization Development & Design (OD), and Technologies, including Information Technology (IT). This chapter describes the competencies required for various roles that support business process and allied disciplines. • Chapter 10 BPM Services. To support the professional practice of Business Process Management (BPM), an organization should have a go-to organizational entity where workers, managers, management, analysts, and project teams can seek advice, training, coaching, and other assistance in the application of methods and tools for improving processes. This chapter provides a step-by-step method for creating a Center of Excellence to support BPM services.• Chapter 11 Software Tools. There are two broad areas of process-enabling tools and technology. Business processes are enabled by application systems software for individual or enterprise-wide applications such as ERP (Enterprise Resource Planning), and there are also software tools that enable the analysis, design, automation, and monitoring of business processes. • Chapter 12 NewAge Foods Business Process Case Study. NewAge Foods is a fictitious organization. This is a hypothetical case study of its Recruit and Hire Employees process which has several performance issues. This chapter utilizes the process-level methodology steps discussed in Chapter 8 and introduces a simplified, yet proven checklist of steps to be undertaken for the scoping, analysis, and improvement of a process.

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