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Synopsis:

Designed to help management personnel and BPR (Business Process Reengineering practitioners decide when to invest in BPR modeling and simulation technolog and how to effectively use such technology. The CD contains Extend RunTime along with several models discussed in the book.

Table of Contents:

Preface
About the Author
About the CD-ROM
CHAPTER 1 So You Don't Think You Need Simulation
System Analysis Approach
BPR at Its Best?
Process Parameters
Disturbing Plot
Changing Scenarios
Engineered First
CHAPTER 2 A New Perspective on Change in Business
CHAPTER 3 The State of Business Process Reengineering
Computer Aided Process Reengineering
The SEI Process Maturity Model
Deming's Theories of Continuous Improvement
Senge's Theories of Causal Analysis
Process Examples
Origami Process Description
Purchase Order Process Description
Summary
CHAPTER 4 Level 1 (Initial) Processes
The Origami Process at Level 1
The Purchase Order Process: First Attempt at Reengineering
Summary
TQM/Continuous Improvement Philosophies:
How They Apply to Level 1 Processes
Communications: The Foundation of Process Reengineering
Question: Why Do These Approaches to Change Persist?
Summary
CHAPTER 5 Level 2 (Repeatable) Processes
Migration of the Origami Process to Level 2
Purchase Order Process: Second Attempt at Reengineering
The Computer Aided Process Reengineering
Method of Documentation
Summary
CHAPTER 6 Level 3 (Defined) Processes
Migration of the Origami Process to Level 3
Purchase Order Process: Third Attempt at Reengineering
Summary
Engineered Flowcharts
CHAPTER 7 Level 4 (Measured) Processes
Measuring the Origami Process
Purchase Order Process: Fourth Attempt at Reengineering
Process Drivers and Process Metrics
Inputs to Tasks
Staff Required for the Task
Time Required to Perform the Task
Conditional Processing
Task Initiation/Task Termination
Rework
Costs
Process Metrics
Summary
CHAPTER 8 Optimized (Level 5) Process
Origami Process Migration to Level 5
Purchase Order Process: Fifth Attempt at Reengineering
Summary
CHAPTER 9 Modeling and Simulation Terminology and Techniques
Overview
Visual Paradigm
Icons
Iconic Blocks
Types of Simulation: Continuous Simulation
Types of Simulation: Discrete Event Simulation
Types of Simulation: Hybrid Simulation
Object Orientation
Requirements-Based Analysis
Hierarchical Decomposition
Customization
Block Libraries
Hierarchical Block Libraries
Open Architecture
CHAPTER 10 Requirements for Effective CAPRE Tools
Minimum Iconic Block Set for CAPRE Tools
Other CAPRE Tool Requirements
Other Desirable Features
Summary
CHAPTER 11 Dynamic Modeling and Simulation Tools
The Extend Modeling and Simulation Tools
Other CAPRE Tool Requirements
Desirable Features
Conclusions
CHAPTER 12 The CAPRE Toolset Extend+BPR
Commercial Real Estate Example
BPR Library Description
Commercial Real Estate Example Continued
Object-Oriented Modeling Concepts
CHAPTER 13 Developing Simulations: Step-By-Step Examples
Building a Simulation with Extend+BPR
Description of the Process
Summary
CHAPTER 14 Reengineering a Process Using Extend+BPR
The Problem
Reengineering Change Number 1
Reengineering Change Number 2
Reengineering Change Number 3
Reengineering Change Number 4
Reengineering Change Number 5
Trying a Different Approach
Using Extend+BPR to Model the Original Process
Modeling Reenginering Change Number 1
Modeling Reengineering Change Number 2
Modeling Reengineering Change Number 3
Modeling Reengineering Change Number 4
Modeling Reengineering Change Number 5
Arriving at the Decision to Upsize
Moral of the Story
Idle Time as a Process Measure
CHAPTER 15 Process Reenginering Case Studies
Case Study 1: Flight Software Maintenance
Case Study 2: Technical Documentation
Modification Process
CHAPTER 16 Applications of Computer Aided Process Reengineering
Example 1: Software Support Process
Example 2: Simulating Software Development Schedules
A Sample Process
Modeling the Process
Example 1: No Prioritization
Example 2: Prioritization of Work
Example 3: Preemptive Prioritization of Work
Is This Always the Case?
Determining the Best Process
How can You Use Modeling and Simulation
to Determine Schedules?
Example 3: Simulation Model as
Documentation of a Process
CHAPTER 17 Case Study: Automating the
Analysis of Customer Service Operations at
Lexis-Nexis
Introduction
Description of the Problem
The Need for Automated Assistance
The "Aha" Experience
Using Modeling and Simulation
"As Is" Process Modeling
"To Be" Process Modeling
Results of Process Modeling
Future Use of Modeling
CHAPTER 18 Case Study: High-Volume
Manufacturer Order Fulfillment Processes
Introduction
Original Process Description
First Attempt at Reengineering
Lessons Learned
The Use of Simulation
Second Attempt of Reengineering
Summary
CHAPTER 19 Financial Analysis Using CAPRE Technology
Introduction
Return on Investment (ROI) Analysis
Operational Perfomance Measurement
Long-Term Financial Strategic Simulation
Summary
CHAPTER 20 Getting Started: Suggested Training Approaches
A Gradual Method of Learning CAPRE
Session 1: Introduction of the Maturity
Model
Session 2: Introduction of Process
Maturity Migration
Session 3: Introduction of Causal Reasoning
Session 4: Introduction of Process
Reenginering Rules 4 and
Suggested Course Outline for the Gradual Approach
The Accelerated Method
Session 1: Introduction of the Rules of Process Reengineering
Session 2: Introduction of Causal Reasoning
Session 3: Introduction of Computer Aided Process Reengineering (CAPRE)
Technology
Suggested Course Outline for the Accelerated Approach
Results of Training
CHAPTER 21 Some Final Thoughts
What Computer Aided Process Reengineering
Cannot Do
More on Causal Reasoning
Spheres of Influence
Deming and Computer Aided Process Reengineering
About Point 12 (Remove Barriers that Rob People of Pride of Workmanship)
About Point 14 (Take Action to Accomplish the Transformation)
APPENDIX The Flying Star Ship Factory Process
Experimenting with CAPRE Using the Flying Star Ship Factory Process
Index