- Paperback: 594 pages
- Publisher: Morgan Kaufmann; 2 edition (13 July 2007)
- Language: English
- ISBN-10: 0123741521
- ISBN-13: 978-0123741523
- Product Dimensions: 18.8 x 3.4 x 23.6 cm
- Average Customer Review: 3.4 out of 5 stars See all reviews (7 customer reviews)
Amazon Bestsellers Rank:
650,869 in Books (See Top 100 in Books)
- #93 in Books > Business, Finance & Law > Management > Six Sigma
- #1068 in Books > Computers & Internet > Computer Science > Programming > Software Design, Testing & Engineering > Software Architecture
- #1081 in Books > Computers & Internet > Computer Science > Programming > Software Design, Testing & Engineering > Functional Programming
- See Complete Table of Contents
Business Process Change: A Guide for Business Managers and BPM and Six Sigma Professionals (The MK/OMG Press) Paperback – 13 Jul 2007
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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)
About the Author
Paul Harmon is a co-founder and executive editor at Business Process Trends - www.bptrends.com - an internationally popular website that provides a variety of free articles, columns, surveys, and book reviews each month on trends, directions and best practices in business process management. Paul is also a co-founder, chief methodologist, and a principal consultant of BPTrends Associates (BPTA) - www.bptrendsassociates.com - a professional services company providing executive education, training, and consulting services for organizations that are interested in understanding and implementing business process management.
Top Customer Reviews
It's so, so verbose and bloated, like someone who has spent too long on the conference circuit eating endless courses of rubber chicken. I was looking for the priceless golden nuggets, but instead found nothing more than the very occasional tiny golden fleck.
A picture often paints a thousand words. But the diagrams in the book are amongst the poorest that I've seen, almost to the point of appearing amateurish in presentation. The one case study is just plain weak. And frankly, the large section at the back of the book about different product offering is nothing more than shameless padding.
Save your money - there'll be resources on the net that are far, far better.
The sub-title is "A guide for business process managers and BPM and Six-sigma professionals" gives a clue to the changes in the four years since original edition. Interest in business process management and the popularity of implementation techniques such as Six-sigma and Lean, have increased markedly in the time-period and the new edition puts these practices into context of a wider business-change programme.
The enterprise-level section focuses on how organisations can build corporate competitiveness, based on the work of some real business heavyweights:
* Michael Porter's ideas on value chains and competitive strategy;
* Treacy and Wiersema's views how organisations should excel in one of three disciplines;
* Kaplan and Norton's balanced scorecard approach.
The author advises to aim to increase corporate competitiveness by process management and efficiency rather than simply outsourcing, or responding to competitor's latest initiatives, or implementing an ERP vendor's off-the-shelf software modules. Like the first edition, the author advises those contemplating large-scale process redesign to consider alignment with process management frameworks such as SCOR or project management frameworks such as those advocated by PMI.
In addition, the book gives clear exposition of process management compared to functional management, and the combination of both to give matrix management. The author also gives details on how to handle outsourcing within the redesign process and how to run a business-change programme alongside an ERP software implementation.Read more ›
Most Recent Customer Reviews
I thought it explained its content quite well but sometimes just got a bit too wordy for me. All in all it was a good book.Published on 4 Jun. 2014 by SDM
"A must Book for Business Managers and Process Managers to have the clarity of thinking/planning to transform an organisation towards process-centric organisation. Read morePublished on 16 Aug. 2010 by Shan
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