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Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals (Anglais) Broché – 13 juillet 2007


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Revue de presse

You’ve picked up the right book for just about any goal you have in process management. If you’re an enterprise process architect or manager, Harmon tells you what you need to think about and do at the enterprise level. If you are an owner or improver of a particular process, there’s an entire section devoted to managing particular processes. If you’re charged with using IT to support processes, you are similarly in luck. The book should be on the desk, in the briefcase, or on the bedside table of anyone who believes business processes are an important way to understand businesses and make them better.
From the foreword by Thomas H. Davenport, Director, Process Management Research Center, Babson College

Paul Harmon has done a great job updating his 2002 classic. BPM has changed significantly over the past 5 years and Paul has integrated those changes with the interrelationships of six sigma, lean, ERP, BPMS, SOA, and other enablers. Paul makes sense of the proliferation of BPM tools while recognizing the fundamental management changes that underpin them. As a result, this book is an excellent tactical reference for cross-functional teams to implement and sustain BPM as a platform for business transformation and to execute strategy.
-- George F. Diehl, Global Director, Process Management, Air Products and Chemicals, Inc.

Paul Harmon is without doubt the best informed and most trusted observer of all things BPM. True to form, in this book Paul provides a comprehensive and insightful summary of the current BPM landscape.
-- Geary Rummler, Founder & Partner, The Performance Design Lab., Coauthor Improving Performance

It’s a relief for process professionals to be able to move beyond theoretical BPM with case studies and find techniques and methodologies which provide great results in applied BPM. Paul Harmon’s writing has been an invaluable guide for me for several years, and his methodologies in combination with the open-standard framework based on SCOR®, benchmarking, and methodologies we have been using at Supply-Chain Council provide a complete end-to-end approach for organizations to take themselves not just to the next level, but to place themselves permanently on the top-level of performance. This is a must read for process professionals, whether you’re coming at it from “the business” or “the IT” side, a “Wade-Mecum” for the Third-Wave Generation of process experts.
-- Joe Francis, CTO, Supply-Chain Council

Six Sigma plays a role in business process change -- but this role is often not well understood. Contrary to the proclamations of certain pundits, Six Sigma is not the be-all, end-all first and last word in process change. Nor is it an isolated tool used only for solving problems or optimizing performance within existing processes. It's more subtle than either of these extreme views, and it's critically important to get it right. Until now, no one has effectively addressed the role of Six Sigma in this larger context. But Paul Harmon hits it square-on. Every Six Sigma practitioner should read this book -- and better understand the nature of Six Sigma within the greater world of business process change.
-- Bruce Williams, Vice President & General Manager, BPM Solutions, webMethods, Inc. and coauthor of Six Sigma for Dummies and Lean for Dummies.

Harmon takes a clear-eyed look at the "movements", the standards, the strategies and the tactics and distills it into a clear picture of how to manage an agile business in the 21st century. As change accelerates and margins fall, this book becomes a must-read for survivors-to-be.
-- Dr. Richard Mark Soley, CEO, The Object Management Group (OMG)

Présentation de l'éditeur

Every company wants to improve the way it does business, to produce goods and services more efficiently, and to increase profits. Nonprofit organizations are also concerned with efficiency, productivity, and with achieving the goals they set for themselves. Every manager understands that achieving these goals is part of his or her job. BUSINESS PROCESS MANAGEMENT (or BPM) is what they call these activities that companies perform in order to improve and adapt processes that will help improve the way they do business.
In this balanced treatment of the field of business process change, Paul Harmon offers concepts, methods, and cases for all aspects and phases of successful business process improvement. Updated and added for this edition are coverage of business process management systems, business rules, enterprise architectures and frameworks (SCOR), and more content on Six Sigma and Lean--in addition to new coverage of performance metrics.

* Extensive revision and update to the successful BPM book, addressing the growing interest in Business Process Management Systems, and the integration of process redesign and Six Sigma concerns.

* The best first book on business process, the most up-to-date book to read to learn how all the different process elements fit together.

* Presents a methodology based on the best practices available that can be tailored for specific needs and that maintains a focus on the human aspects of process redesign.

* Offers all new detailed case studies showing how these methods are implemented.

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Amazon.com: HASH(0x996eb4e0) étoiles sur 5 29 commentaires
39 internautes sur 39 ont trouvé ce commentaire utile 
HASH(0x9971bf90) étoiles sur 5 The Best Overall Perspective of BPM 12 août 2007
Par Clifford M - Publié sur Amazon.com
Format: Broché
In 2004, I worked in a business unit at my company that had experienced a period of declining performance. Our senior management felt that one of the causes was work processes that had become cumbersome and inefficient over the years. I was asked to sponsor a process improvement initiative to try to simplify and streamline how we did work. I didn't know where to start, so I went on a crash course to learn everything I could about improving business processes. I read some great books by Geary Rummler, Roger Burlton, Michael Hammer, and many others. I learned about things like process modeling, process redesign, process improvement, process automation, BPM tools, swimlanes, value chains, CMMI, process owners, Six Sigma, Lean, process architectures--and the role of IT in enabling all of this.

This intense study provided me with a valuable foundation of knowledge, but I still didn't know how pull all of the pieces together. Organizations are extremely complex systems. To improve performance, which approaches work best under which situations? Which tools to use? What skills are needed to improve and redesign processes? What's appropriate, and what's not?

In early 2005, I discovered Business Process Change, First Edition, by Paul Harmon. This book provided me with the big picture perspective of the BPM world that I sorely needed. It helped me to ask the right questions and to structure our process improvement plans more effectively. The issues we have been addressing require long term solutions, and this work continues today. But, we are building an infrastructure that will integrate people and technology into our process change initiatives to ensure the sustainability of our efforts and results.

The First Edition not only helped me organize a more effective process improvement strategy in our business unit, but I also consider the knowledge and perspective gained to be a significant factor in my being selected to lead our relatively new Center for Process Excellence (CPE), a central BPM group located in our corporate offices. The mission of our CPE is to promote a process-based culture throughout our company. We currently lead process improvement and redesign projects to solve specific business problems, and we have begun to develop process modeling skills in our lines of business. We are now focusing on establishing an enterprise business process architecture for our organization and securing executive support for large-scale business transformation.

Thankfully, I now have the Second Edition to consult as we continue on our process journey and take our work to even higher, more ambitious levels. I bought my copy two weeks ago, and while I haven't read it cover-to-cover yet, I have read enough to know that this is not the First Edition with just some cosmetic changes. It is a complete overhaul. It reflects the newest and best thinking in business process change and management today. Like the First Edition, it is a surprisingly clear, practical and useful guide. That's the bottom line for me--what works and how can I use it.

If there was ever a must read book for business process change professionals, this is it.
9 internautes sur 9 ont trouvé ce commentaire utile 
HASH(0x9971bfe4) étoiles sur 5 Very good discussion of business process - applicable to a broad arena of work 19 octobre 2007
Par L. Atha - Publié sur Amazon.com
Format: Broché
I think this is the best book that I have seen that allows an organization to consider business process at the enterprise and department level. I have been engaged in business process management in the government for years, trying to define the processes, trying to communicate them, trying to improve them. This is by far the best treatment and guide I have seen. This is what I have been looking for and couldn't find.
5 internautes sur 5 ont trouvé ce commentaire utile 
HASH(0x9971d438) étoiles sur 5 Harmon has created a New Standard 11 septembre 2007
Par Amazon Customer - Publié sur Amazon.com
Format: Broché
I have been leading business process management projects and working in the BPM space since the late 1990's. I found this book to be as complete and well written as any reference could hope to be.

From my perspective, this book does for BPM what Harold Kerzner's books do for project management - set the standard for others to follow.
4 internautes sur 4 ont trouvé ce commentaire utile 
HASH(0x9971d804) étoiles sur 5 Business Process Change 29 septembre 2007
Par Sarath R. De Silva - Publié sur Amazon.com
Format: Broché
This is about the best Business Process book I have read so far. I worked in a IT transformation for a big Telecommunications company which entailed adopting a new approach to Business Process and Operational Process Development and I found this book very useful. This book with the book Business Process Management - Practical Guide to Successful Implementation provided me with most of the knowledge needed.
2 internautes sur 2 ont trouvé ce commentaire utile 
HASH(0x9971d8e8) étoiles sur 5 Generic Focus 18 février 2010
Par G. Petrovska - Publié sur Amazon.com
Format: Broché
The book covers Porter's model of generic strategy dividing them into three categories: Cost Leadership, Differentiation and Niche Specialization (Focus). Unfortunately the division doesn't stop there according to the original model, but Focus itself should be subdivided into Cost Focus and Differentiation Focus.

The incompleteness of this interpretation, lacking Cost Focus and Differentiation Focus, while stating that the companies that choose Focus (Niche Specialization) strategy can charge premiums, could be quite misleading. As they say, "A Little Knowledge can be a Dangerous Thing".

I stumbled upon this oversight during an exam when I was supposed to identify the strategy of a no-frills airline company that competes with extremely low-cost services, but on a specific small segment of the market. A perfect candidate for a Cost Focus strategy.

Relying on the generic strategy model from this book, the first thought that came to me was that its strategy cannot be within the Focus (Niche Specialization) scope, since these companies charge premiums, an assumption that deterred me from choosing the Focus strategy and that lead me to identifying the Cost Leadership strategy as the most suitable one for the case.

If it wasn't for the Strategic Management course I took afterwards, I would have remained unaware of the detailed (and correct) Porter's generic strategy model. If only I knew this fact a little bit earlier, it would have spared me the inconvenience.

The author could have prevented this glitch presenting the division a step further (not 3, but 4 categories), and by supporting his interpretation with real life examples of companies for each generic strategy.

Besides this insufficiency, the book shares some great BPM insights for the corporate world. Looking forward to a new, improved edition, enhanced with more supporting examples.
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