- Copyright
- About the Author
- Acknowledgments
- Tell Us What You Think!
- Introduction
- A Management Guide
- Drivers of Business Change
- Organizational Responses to Business Drivers
- Questioning the Mission and the Value Proposition
- Questioning the Time Horizon
- Questioning the Leadership Style
- Questioning Stability
- Questioning Control
- Questioning Service Styles
- Questioning Approaches to Work
- Questioning Roles, Jobs, and Organizational Structures
- Questioning Knowledge at Work
- Questioning the Integration of Information
- Summary
- Principles of Process Management
- New-Age Company Experiences
- The Process Management Framework
- Process Management Principles
- Framework Description
- The Framework as a Process of Discovery and Learning
- Framework Traceability
- Defining the Business Context for Change
- Architecting Processes and Aligning Business Strategies
- Creating the Vision for Change
- Understanding the Existing Process
- Renewing the Process Design
- Developing Enablers and Support Mechanisms
- Implementing the Change
- Operating the Process and Continuing to Improve
- Scaling the Process Renewal Framework
- Related Professional Practices
- Summary
- Project Management Essentials
- Mitigating Business Risk
- Human Change
- Building a Process Support Organization
- A Practitioner’s Guide
- Discovering the Context for Business Change
- Overall Tricks and Traps for the Business Context Phase
- Validating the Mission
- Analyzing the Business Drivers
- Classifying Stakeholder Types
- Documenting Current Interactions and Health
- Documenting Principles and Values
- Envisioning the Future and Setting Expectations
- Producing Key Performance Indicators and Targets
- Determining Critical Success Factors
- Summary
- Configuring Business Processes and Aligning Other Strategies
- Overall Tricks and Traps for the Architect and Align Phase
- Identifying Business Processes
- Matching Processes to Criteria and Prioritizing
- Identifying Information and Knowledge Needs
- Identifying Strategic Technologies
- Identifying Facility Requirements
- Determining Organization Strategy
- Determining Human Capabilities
- Determining Alignment Opportunities and Constraints
- Summary
- Charting the Course of Change
- Overall Tricks and Traps for the Vision Phase
- Selecting the Renewal Processes and Identifying Stakeholders
- Formulating Process Vision
- Identifying Performance Improvement Targets
- Defining Project Scope
- Developing Project Strategy
- Developing an Initial Business Case
- Developing Communication and Human Change Strategy
- Finalizing the Project Plan
- Summary
- Understanding the Existing Situation
- Designing the Renewed Process
- Overall Tricks and Traps for the Renew Phase
- Benchmarking Processes and Trends
- Gaining Enabler Knowledge
- Finalizing Evaluation Criteria
- Rethinking the Approach
- Modeling the Renewed Process
- Demonstrating/Validating the Renewed Process
- Updating the Business Case for Development
- Developing a Transformation Strategy
- Summary
- Developing Capability for the Renewed Process
- Overall Tricks and Traps for the Develop Phase
- Building Physical Infrastructures
- Providing Human Core Capabilities
- Building Computing Infrastructure
- Developing Processes, Procedures, and Rules
- Redefining Jobs
- Designing Organizational Changes
- Updating Human Resources Policies
- Developing/Integrating Technology and Systems
- Developing Training Capability
- Summary
- Implementing and Rolling Out the Business Solution
- Discovering the Context for Business Change
Part II: A Practitioner’s Guide
In This Part
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