Index
Note: Page numbers followed by f indicate figures and t indicate tables.
A
ACORD 101
Activity analysis 232–235
Activity-based costing 3
Activity standards 237
Activity support 237–238
Activity-system map 41
AlphaGo 422–426
Amazon 442–443
Apple 444
ARIS methodology 12
Artificial intelligence (AI) 417–426
analysis and redesign phases 435–436
combined approaches 431–432
data 419
dendral 418–419
developing and deploying of 432–438
Google 420–422
IBM 420–422
information 419
knowledge 419
knowledge-based approaches 426–429
mycin 418–419
neural networks 429–431
sputnik 418
Assemble documents 209
definition 247–249
entry of expense reports 241–245
B
balanced scorecard 171–172
CMMI 172
core and support processes 165f
executive process owners 166
ISO 9000 172
Lean 171–172
modeling 165–167
PBM process team 171–172
process-based management system 170–171
process measures 169
process owners 167–169
process redesign group 171–172
Sarbanes-Oxley 172
senior management’s commitment 163–164
Six Sigma 171–172
transition to process-based management 173
vision and plan 164–165
Brache, Alan 4–5
Business architecture 69
IT approach 74–79
communication problems 464
manager’s goals and incentives conflict 465
monitoring and control problems 464–465
planning and organization problems 464
enabler problems 461–462
bookkeeping and accounting problems 462
employee problems 461
equipment problems 462
facilities problems 462
IT problems 461–462
location problems 462
guide problems 459–461
input problems 458–459
management problems, by higher level managers 465
output problems 458
process activity and flow problems 462–463
types 457
Business process analysis 325–330
Business process architecture 51
creating 82–83
defining life cycle process 85–86
definition 52–53
kickoff meeting 83–84
level 2 processes, organizing and consolidating 86–90
scope the project 84–85
worksheet 149
Internet 13–14
IT technology 17–18
Lean and Toyota Production System 11
in new millennium 15–17
in 1990’s 7–10
organizations as systems 2
Six Sigma movement 6–7
systems and value chains 2–6
recruit, train, and manage 162
advantage 153–154
automation 156
Boeing GMS case study See Boeing Global Mobility Systems (GMS) division
BP professional training and support process 160f
enterprise strategy 151
generic solutions 159f
improvement 156
management 157
manage risk/compliance reporting and documentation 162–163
outsourcing 157
redesign 156
risk and standards reporting process 160f
types of activities 151–152
Business process management software (BPMS) 16
application creation 389–390
business intelligence (BI) techniques 385
Cloud 386–387
features of 376
process diagrams and 381–383
product 387
senior management dashboard 386f
service-oriented architecture (SOA) 385
vendors 387–389
workflow tools 379
Business Process Model and Notation (BPMN) process flow diagram 210–211f, 215f, 217–220f, 222f, 224f, 242–243f, 248f, 270f, 352–353f, 357–358f, 361f, 363f, 377f, 400f, 405f
Business process modeling tools 207
misuses of 10
role of IT 9–10
Geoffrey Moore’s technology adoption life cycle 475f
for implementation 480–481
organization-level 477–478
process level 479–480
balanced scorecard approach 43–46
formal approach 28
Porter’s strategic themes 39–41
Treacy and Wiersema’s positioning strategies 41–43
Business streams 57–58
Buyers 30–31
C
Capability 240
gap 186
audit 160
level 4 or level 5 organization 267
management 141–145
Case, definition 227
Case management 225–229
processes 184
Chevron case study, management redesign 280–281
Cognitive maps 253–262
Cognitive task analysis 255–256
Communication and change management 318
Company cultures 42
Competition, Porter’s model of 30–32
definition 37
Porter’s theory of 36–39
Compliance reporting and documentation 162–163
Consequences 238–239
activities 469
analysis and redesign 468–469
association 470–471
BPMN, Version 2.0 467
data objects 470
event 469–470
BPTrends special notation 473
circle 472
gateway diamond 472
lean/value-add notation 473
rectangle 471
gateway 470
message flow 470
OMG 467
pool with swimlanes 471
sequence flow 470
Corporate computing 6
Cost leadership 34
Could-Be process diagram 221
Customer contract 271–272
Customer intimacy 42
applications 393
Siebel’s software 403
D
Day-to-day management problems 205–206
communication problems 464
manager’s goals and incentives conflict 465
monitoring and control problems 464–465
planning and organization problems 464
Decision-centric BPMS application 389
Decision management 249–253
in business processes 261–262
and knowledge rules 258
for software development 258–260
knowledge workers and cognitive maps 253–262
risk management and compliance issues 260–261
rule-based systems and capture of expertise 260
systems 438
Departmental computing 6
Differentiation 34
Digital transformation 10
Documentation 162–163
Document workflow systems 12
E
Electronic data interchange (EDI) 13
Empowering employees 246–247
Enabler problems 461–462
bookkeeping and accounting problems 462
employee problems 461
equipment problems 462
facilities problems 462
IT problems 461–462
location problems 462
Enterprise application integration (EAI) tools 376
Enterprise architects 74–75
Enterprise processes, day-to-day management of 53–54
best practices 394–395
BPMS usage 407–414
implementation 402–405
Nestlé USA 405–407
packages 394–395
processes 394–395
SAP 395–402
Event, definition 208–209
Event-driven process chain (EPC) diagrams 207–208
Executive-level BPM group See Business process management (BPM) group
F
Feedback 239
event 208–209
order fulfillment process 210
process 208
process/workflow diagram 208f
Flow Kaizen practitioner 306–307
Functional management 129–130
G
Geoffrey Moore’s technology adoption life cycle 475f
Goal 27
Google AI application, AlphaGo 422–426
Guide problems 459–461
H
HP-Compaq supply chain process 96–98
activity standards 237
activity support 237–238
capability 240
consequences 238–239
feedback 239
skill and knowledge 240
Human Performance Technology 3
Hypercompetition 38
I
IBM 404f
Deep Blue 420
Watson, Jeopardy!-playing application 420–422
IGOE (inputs, guides, outputs, and enablers) diagram 190–191
Industrial Engineering/Quality Control tradition 14–15
Industries 33–34
competitors 30
Information technology (IT) tradition 14–15
Input problems 458–459
Integrated Definition (IDEF) language 189
Internet 13–14
ISO 9000 162
ISO 9000:2000 standard 7
IT Governance Institute’s COBIT framework 146–148
J
of salesperson 244f
K
Knowledge-based systems 420
Knowledge workers 183
L
Lagging indicators 107–108
Leading indicators 107–108
Lean 11
A3 page (document) 308–310
benefits of 304–310
Flow Kaizen practitioner 306–307
process improvement approach 305
Process Kaizen 307–308
M
Management and Business Process Redesign tradition 14–15
Management problems, by higher level managers 465
manager performance, evaluation of 278
measurement and improvement 278–280
redesign at Chevron 280–281
communicate 274–275
control work 275–276
organize work 273–274
plan work 271–273
Managing performance 241
Measure 1, Internal (M1-E) measure 275
Measures 28
M1-I measure 275–276
M-2 measures 276
M-3 measures 276
N
Nestlé USA 405–407
Netflix 443–444
Neural network systems 426
Niche specialization 34
Nonvalue-adding activities 36
O
Objectives 27
Object Management Group (OMG) 77–78
Operational excellence 42
Order fulfillment process 210
comprehensive business process method 51–54
models and diagrams 61–62
with multiple value chains 71f
strategy and enterprise BPM 54–55
systems and processes 67–68
systems view 60–61
traditional view 55–57
transformation, case study of 57–60
understanding enterprises 55
and value chains 63–67
Organizational innovation and deployment (OID) process 144
Organizational process definitions (OPD) process 143
Organizational process focus (OPF) process 144
Organizational process performance (OPP) process 144
Organizational Project Management Maturity Model (OPM3) 141
Organizational structure, types of 137f
Organizational training (OT) process 144
Organization-wide process performance measurement 103
aligning process measures 112–115
balanced scorecard and process measures 109–112
comprehensive measurement system 108–109
data 104
goal 104
internal and external measures 105–107
key performance indicators 104
leading and lagging indicators 107–108
objective 104
target 103
timeframe 104
unit of measure 103
vision statement 104
process-driven approach 108–109
SCOR framework 115–118
Output problems 458
Outsourcing 64
P
Performance gap 186
Policies and business rules 356–359
Porter, Michael 2
Potential entrants 32
Process activity and flow problems 462–463
Process alignment 451
Process-based management (PBM) approach 164
Boeing Global Mobility Systems (GMS) division 170–171
Process change project, business case for 199–201
Process, definition 208
Process flow diagrams 206–208
basics 208–214
Process governance, definition 53
Process Kaizen 307–308
business process architecture worksheet 149
definition 127–134
functional managers 127–130
functional/process management 134
operational management 127
process managers 131–134
project management 127
documenting management processes 148–149
matrix management 135–137
of outsourced processes 137–138
PMI’s Project Management Maturity Model 141
process perspective 125–127
SCC’s SCOR Framework 145–146
SEI’s CMMI Model 141–145
enterprise resource planning application 138
managers, setting goals and establishing rewards for 140–141
Process maturity gap 448f
aligning 112–115
balanced scorecard system 109–112
defining 169
worksheet 277f
Process mining tools 372–373t
Process modeling repository 369
Process notation 214–221
Process scope diagram 206
deliver pizzas process analysis 191–192
Process thinking 68
Product leadership 42
Products 33–34
Professional business process modeling tools 369
training in 317–318
Project Management Maturity Model 141
Project teams, communication plan 318
Provide delivery service process 267–268
Q
Quality control 6–7
initiatives 7
R
Radar evaluation diagram 387
agile methodologies 337–340
BPTrends process 316f
business process team 320
description 315
executive committee 321
implementation of 333–335
phase 1 323f
phase 2 327f
phase 4 334f
project facilitator 321–322
steering team 321
step-by-step process 337
Regional operating companies (ROCs) 58–59
Relationship map 69
analysis planning worksheet 355f
As-Is flow diagram 354f
business process analysis 352–361
business process management (BPM) 344
cause-effect diagram 350f
customer process 356–361
implementation process 364–365
notation flow diagram 352f
organization chart 346f
organization of 344f
overview of 346f
partial process scorecard 348f
problem analysis worksheet 351f
process improvement 345
redesigning 361–364
roll out 365–366
subsubprocesses 360f
To-Be diagram 362
Research and interviewing 317
Robotics 418
Rule-based systems and capture of expertise 260
Rummler, Geary 3
Rummler-Brache diagram 489
Rummler-Brache methodology 5–6
Rummler-Brache notation 207
S
SAP 12
applications 397–398
business maps 396
C-business map 401f
reference model 401
business process problems 185–186
control problems 194–195
definition 179–180
enabling/support processes, problems with 195
initial process description 189–199
input problems 193–194
output problems 192–193
process change project, business case for 199–201
process levels and levels of analysis 181–182
simple and complex processes 182–185
SCORcard 94–95
SCOR Reference Manual 116
Senior management’s commitment, at Boeing GMS 163–164
Service operations 209
Siebel architecture 404f
Simple and complex processes 182–185
analyze 299–303
concept 286–289
control 303–304
definition 291–295
DMAIC process 290
improve 303
measurement principles 295–299
phases in 290–304
process improvement projects 289–290
quality control 283
statistics 285–286
Skill and knowledge 240
Software engineering 13
approach 160
maturity model 76
Software requirements concept 13
modeling and management screens 376
professional tools 374–376
usage of 369–370
variety of 370–371
Strategic positioning focus 39
Subprocess measures 205
Substitutes 31
Suppliers 31
developing a supply chain architecture with 92–95
extension of 95–98
performance attributes and level 1 metrics 94f
thread diagram of simple supply chain process 93f
three levels of 92f
Systems thinking 67–68
Systems view, of organization 60–61
T
TeleManagement Forum 98
To-Be process 185–186
Treacy and Wiersema’s positioning strategies 41–43
U
Uber Technologies 444–445
Unified modeling language (UML) activity diagrams 207
V
Value chain 36–37
concept 2–6
definition 485
and organization 63–67
and process standardization 138–141
Value-creating processes 44–45
Value-enabling activities 36
W
categories of 308
elimination of 305
forms of 304–305
sources of 306
types of 307–308
Watson, Jeopardy!-playing application 420–422
Workflow diagram 212
basic elements 208f
Workflow systems 11
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