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Book Description:

This book heralds a breakthrough that redefines competitive advantage for the next fifty years. Don't bridge the business-IT divide: Obliterate it! The book is the first authoritative analysis of how third-wave business process management (BPM) changes everything in business and what it portends. While the vision of process management is not new, existing theories and systems have not been able to cope with the reality of business processes --until now. This book describes a radical, simplifying shift in process thinking and technology that utterly transforms today's information systems and reduces the lag between management intent and execution. A process-managed enterprise makes agile course corrections, embeds Six Sigma quality and reduces cumulative costs across the value chain. It pursues strategic initiatives with confidence, including mergers, consolidation, alliances, acquisitions, outsourcing and global expansion. Process management is the only way to achieve these objectives with transparency, management control and accountability. The process-managed enterprise grasps control of business processes and communicates with a universal process language that enables partners to execute on shared vision --to understand each other's operations in detail, jointly design processes and manage the entire lifecycle of their business improvement initiatives.

Synopsis:

According to the authors, every significant breakthrough in business technology has been underpinned by mathematics.

Table of Contents:

PREFACE
INTRODUCTION
Chapter 1. THE NEXT FIFTY YEARS
The Rise and Rise of Business Process Management
The Next Fifty Years
-Business Process Management: The Third Wave
-Management Challenges for the 21st Century
It's Inevitable

Chapter 2. A WALK OVER THE HILL

Chapter 3. ENTERPRISE BUSINESS PROCESSES

Something Old, Something Very New
-1. King customer is now a dictator
-2. Mass production is giving way to mass customization
-3. Customers are demanding total solutions
-4. Industry boundaries are blurring
-5. Value chains are becoming the unit of competition
-6. Collaboration and "coopetition"
-7. Change has become the only certainty
Inside the World of Business Processes
The State of Process Management
How Many Business Processes?
The Need for Process Collaboration
Custom Business Processes for Competitive Advantage
Beyond Best Practice, On to Excellence
The First Business Process Management Summit
The Surge in Demand for BPM

Chapter 4. BUSINESS PROCESS MANAGEMENT

Why So Difficult Before?
Reengineering Redux
The Path to Execution
BPM Over the Years
From Modeling to Management
Taking Control, All the Way to the Customer
Third Wave BPM at Work

Chapter 5. REENGINEERING REENGINEERING

The Promises and Problems of Reengineering
A Decade of Lessons Learned
Beyond Reengineering, On to Process Management
The Industrial Engineering of Third Wave Processes
New Rules for the Process-Managed Enterprise
Putting it All Together

Chapter 6. BUSINESS PROCESS OUTSOURCING

The New Look and Feel of Outsourcing
Radical Change Through Business Process Outsourcing

Chapter 7. MANAGEMENT THEORY, R.O.I. AND BEYOND

The Process of Six Sigma
Change Management is a Process, Too
Return on Process Investment
Management Theory Yet to Come

Chapter 8. IMPLEMENTING BUSINESS PROCESS MANAGEMENT

Two Out of Three Ain't Bad
Systems Thinking: The "Core" Core Competency
Learning to Become a Process-Managed Enterprise
Mastering Business Process Management
Getting Started
The Process Portfolio
The Critical Factor for Success

Chapter 9. TOMORROW'S INTERVIEW IN BPM3.0 MAGAZINE

EPILOG

Appendix A. THE LANGUAGE OF PROCESS

An Open Process-Modeling Language Standard is the Enabler
The Business Process Modeling Language
The Impetus and Design Goals for BPM
A Universal Process Language
A Rich Language for Process Engineering
A Foundation for Collaborative Commerce

Tomorrow's Process Landscape
Putting It All Together

Appendix B. BUSINESS PROCESS MANAGEMENT SYSTEMS

The Process-Managed Enterprise
Benefits of a BPMS
Requirements for the BPMS
The Business Process Management System
A Process Server
The Integration of Applications and Processes
Process Management and the IT Industry
Crossing the Process Chasm
A New Era of Business Infrastructure

Appendix C. THE THEORITICAL FOUNDATIONS OF THE THIRD WAVE

Changing The Process of Change
A New First-Class Citizen in Computing
Unification of Data, Computation and Interaction
Process-aware Applications

Appendix D.LESSONS LEARNED FROM THE EARLY ADOPTERS

A global bank implementing more flexibility in customer-facing systems
A global pharmaceuticals and health products company responding to competition
An established telecommunications provider moving into broadband
A national department store failing to serve customers
The chemical industry learning to collaborate
A global consumer electronic and media company moving into new markets
Straight-through processing (STP) in the finance sector
A multinational retail bank, trying to harmonize disparate IT systems
A global logistics company wishing to reduce the cost of providing customer IT solutions
Agricultural payments agency trying to interpret regulations and make correct awards
A mobile telephone services operator changing from a reactive to proactive market strategy
A global engineering company exploring common systems for future programs
An ASP hosted BPO services provider
A leading manufacturer of audio and video products integrating its disparate IT systems
A global fast moving consumer goods company trying to disseminate best practices
A worldwide logistics company looking to enter the 4PL (fourth party logistics) marketplace
A phone company needing more automation
A petroleum and energy company extending ERP to remote teams
A telecommunications and Internet services start-up
A global consumer goods company integrating its value chain
A commercial bank trying to streamline deal flow
A legal publishing giant entering new markets
A large Japanese general trading keiretsu renewing legacy IT architecture
A large independent publisher implementing open standards
A Fortune 50 financial services firm renewing its approach to IT development
A division of a Fortune 10 industrial conglomerate, implementing Six Sigma
A global electronics firm wanting to use the process maps it developed through BPR projects
A large international express delivery firm streamlining its development process
A discount securities brokerage giant implementing customer-facing systems