Business Process Management, a huge bestseller, has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add measurable value to their organizations. The book's runaway success can be attributed partly to its overview of all major useful frameworks (such as LEAN and Six Sigma) without over-investment in one over another, and a unique emphasis on BPM's interrelationship with organizational management, culture and leadership. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it's to be successful: augmented and aligned with other management disciplines.
This highly anticipated fourth edition brings Jeston's practicable frameworks and solutions up to date with the latest developments in BPM, including the robotics process automation, digital strategies and the changes necessary as a result of the impact of the quad generations in the workforce.
This thoroughly revised and updated new edition includes:
Enhanced BPM House noting the importance of traceability from strategy to execution activities
New and revised case studies
An analysis of the risks and benefits of robotic automation and cognitive computing.
The book highlights that millennials will be 50% of the global workforce in 2020 and 67% by 2025-Jeston warns managers to ignore them at your peril. Business processes and the way work is performed must evolve!
This book will prove to be an indispensable guide to any senior business executive or chief financial officer while providing practical BPM examples to undergraduate and postgraduate students alike.
John Jeston has over 40 years' experience in senior executive and consulting positions. He runs an international consultancy, Management By Process Pty Ltd.
Contributors Foreword Preface Introduction Introduction to the fourth edition Layout of this book Acknowledgements Training Services Part I Frequently asked questions Chapter 1What is business process management? Chapter 2 How can we demystify business process management? Chapter 3 Who should be involved in BPM and what are the critical success factors? Chapter 4 When should you do BPM - what are the main drivers and triggers? Chapter 5 How should we start BPM - bottom-up or top-down? Chapter 6 Why is it important to improve business processes before automating them? Chapter 7 What are the technology components of BPM? Chapter 8 Should you be customer-centric? Chapter 9 Why is determining BPM foundations a critical first step? Chapter 10 Why do you need a structured approach to implementing BPM? Chapter 11 Typical common approach pitfalls Part II BPM - how do you do it? Chapter 117FE Framework overview Chapter 12 Guidelines on how to use the 7FE Framework Chapter 13 Foundations phase Chapter 14 Enablement phase Chapter 15 Launch pad phase Chapter 16 Understand phase Chapter 17 Innovate phase Chapter 18 People phase Chapter 19 Develop phase Chapter 20 Implement phase Chapter 21 Realize value phase Chapter 22 Sustainable performance phase Chapter 23 Essentials Introduction Chapter 24 Project management Chapter 25 People change management Chapter 26 Leadership Chapter 27 Embedding BPM in the organization Part III Case studies and BPM maturity Chapter 28 Case studies from the USA, Asia and Europe Chapter 29 BPMM model Glossary References and bibliography Index