High Performance Through Business Process Management (eBook)

Dr. Kirchmer is a visionary leader, thought leader and innovator in the field of Business Process Management (BPM), combining his broad practical business experience with his extensive academic research. He has added significant value to organizations of various sizes and industries in an international environment.Most recently, Dr. Kirchmer co-founded BPM-D, a company focused establishing and applying the BPM-Discipline for strategy execution in a digital world. BPM-D was named by CIO Review one of the 20 Enterprise Architecture solution providers to watch and by InsithsSuccess one of the 50 most valuable Tech Start-ups in the US. Before he was Accenture’s Managing Director & Global Lead for BPM and CEO of the Americas & Japan for IDS Scheer, best known for its ARIS software. Dr. Kirchmer remains involved in academia as an affiliated faculty member at University of Pennsylvania, Widener University, Philadelphia University and guest professor at the Universidad de Chile. In 2004, he received a research and teaching fellowship from the Japan Society for the Promotion of Science. Dr. Kirchmer has published 6 books and over 120 articles.  Dr. Kirchmer holds a PhD in Information Systems from Saarbrucken University, Germany, a Master in Business Informatics from Karlsruhe Technical University, Germany, as well as a Master in Economics from Paris-IX-Dauphine University, France.

Foreword to Third Edition 5
Foreword to Second Edition 7
Foreword 8
Preface 9
Contents 11
Abbreviations 14
Chapter 1: Business Process Management: What Is It and Why Do You Need It? 16
1.1 What Is a Business Process? 18
1.2 What Is BPM? 23
1.3 What Is Value-Driven BPM? 25
1.4 Value-Driven Business Process Management Applied to the Process Life Cycle 29
1.5 The Process Factory: A Core Component of Value-Driven BPM 31
1.6 Running the Process Factory 33
1.7 The Bottom Line 40
References 42
Chapter 2: Innovation: Enabled by Process Management 44
2.1 What Has Innovation to Do with Business Processes? 45
2.2 Some More Thoughts About Innovation and Processes 48
2.3 What Is the Business Process of Innovation? 52
2.4 How Does BPM Enable Innovation Systematically? 55
2.5 Examples for Innovation Through Appropriate Process Management? 58
2.6 The Bottom Line 59
References 60
Chapter 3: Digital Technologies for Process Execution 62
3.1 The ``Traditional´´ Path to Process Execution: Enterprise Resource Planning (ERP) and More 63
3.2 New Flexibility in Process Execution: Service-Oriented Architecture (SOA) 68
3.3 The Next Generation of Process Execution: The Power of Digitalization 72
3.4 Bottom Line 78
References 79
Chapter 4: People Enablement for Process Execution 81
4.1 What Is Business Process Change Management? 82
4.2 How Do You Provide Information and Communication? 87
4.3 How Do You Provide Process Training? 90
4.4 Digitizing the Process of Change Management 92
4.5 The Bottom Line 93
References 94
Chapter 5: Business Process Governance 95
5.1 Business Process Governance: What Is It and Why Do You Need It? 96
5.2 How Do You Establish Business Process Governance? 102
5.3 What Does It Mean to Sustain Process Governance? 109
5.4 The Bottom Line 113
References 114
Chapter 6: Reference Models: Accelerators and More 116
6.1 What Are Reference Models and Why Should You Use Them? 117
6.2 How to Obtain Reference Models and How to Evaluate Them? 121
6.3 How Do You Apply Reference Models? 127
6.4 The Bottom Line 129
References 130
Chapter 7: Managing Inter-enterprise Processes 132
7.1 Why Is the Management of Inter-enterprise Processes So Important? 133
7.2 What Is Special with the Design and Implementation of Inter-enterprise Processes? 137
7.3 What Is Special with the Execution and Controlling of Inter-enterprise Processes? 143
7.4 Bottom Line 145
References 146
Chapter 8: Managing Emergent Processes in a Digital World 148
8.1 What Are Emergent Processes and Why Are They Managed Differently? 150
8.2 How Can One Manage Emergent Processes? 152
8.3 What Tools Support the Management of Emergent Processes? 158
8.4 The Bottom Line 160
References 161
Chapter 9: Globalization Requires Value-Driven BPM 163
9.1 Some Personal Impressions 165
9.2 Globalization Changes Processes 169
9.3 How Can Value-Driven BPM Help? 175
9.4 The Bottom Line 178
References 179
Chapter 10: Small and Medium Enterprises Need Value-Driven BPM 181
10.1 Definition and Characteristics of SMEs 182
10.2 Why Do Small and Medium Enterprises Need BPM? 185
10.3 How Do SME Characteristics Impact Business Process Management? 187
10.4 Examples for Mid-market Business Process Management Offerings 189
10.5 What Does It All Mean for Value-Driven BPM in the Mid-market? 192
10.6 The Bottom Line 193
References 193
Chapter 11: What Has Jazz to Do with BPM? 195
11.1 Teamwork with Continuously Changing Roles 197
11.2 Find the Right Degree of Freedom 199
11.3 Use a Common Language 200
11.4 Continuous Innovation 201
11.5 Having Fun Is Important, Too 203
11.6 The Bottom Line 205
References 205
Chapter 12: The Discipline of Value-Driven BPM in Practice: A Case Example 207
12.1 Company and Situation Faced 207
12.2 BPM Actions Taken 208
12.3 Business Results Achieved 213
12.4 Some Lessons Learned 215
12.5 The Bottom Line 216
References 217
Epilogue: Business Process Management Is Becoming Popular in the Digital World 218
References 220
Appraisals to the Previous Editions 221
Bibliography 223