Cargando…
Handbook on business process management. 2, Strategic alignment, governance, people and culture /
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance bu...
| Clasificación: | Libro Electrónico |
|---|---|
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Berlin :
Springer,
2014.
|
| Edición: | Second edition. |
| Colección: | International handbooks on information systems.
|
| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Foreword to the 2nd Edition; Foreword to the 1st Edition; How to Read this Handbook; Contents; Part I: Strategic Alignment; Strategic Alignment Maturity; 1 Introduction; 2 Why Alignment Is Important; 3 Strategic Alignment Maturity; 4 The Six Strategic Alignment Maturity Criteria; 4.1 Communications; 4.2 Competency/Value Measurements; 4.3 Governance; 4.4 Partnership; 4.5 Scope and Architecture; 4.6 Skills; 4.7 Results by Geography and Industry; 5 Levels of Strategic Alignment Maturity; 5.1 Level 1: Initial/Ad Hoc Process; 5.2 Level 2: Committed Process; 5.3 Level 3: Established Focused Process.
- 5.4 Level 4: Improved/Managed Process5.5 Level 5: Optimized Process; 6 Assessing Strategic Alignment Maturity; 7 Strategic Alignment as a Process; 8 Strategic Alignment Maturity and Business Performance; 9 Conclusions; 10 Epilogue; References; Delivering Business Strategy Through Process Management; 1 Introduction; 2 Lost in Translation; 2.1 Today ́s Reality; 2.2 The Outside-in Perspective: The One That Counts; 2.3 Methodology Implications; 3 An Integrative Model from Drivers Through Aligned Capability; 3.1 Understand Enterprise Context (Methodology 1); 3.1.1 Purpose of the Activity.
- 3.1.2 Strategic Concepts3.1.3 Scope of the Strategic Models; 3.1.4 External Assessments; 3.1.5 Strategic Analysis of External Assessments; Business Scenario Analysis; Value Proposition; Balanced Scorecard; 3.1.6 Documenting the Strategic Intent; 3.2 Determine Stakeholder Relationships; 3.2.1 Purpose of the Activity; 3.2.2 The Stakeholder Business Context; 3.2.3 Stakeholder Relationship Analysis; 3.2.4 Stakeholder Expectations and Goals; 3.2.5 Measurement of Relationship Performance; 3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success.
- 3.3 Consolidate Strategic Criteria3.3.1 Purpose of the Activity; 3.4 Model Enterprise Processes (Methodology 2); 3.4.1 Purpose of the Activity; 3.4.2 Lifecycle Approach to Building the Architecture; 3.4.3 Reference Frameworks Approach to Building the Architecture; Generic Enterprise Models; Industry-Specific Models; Domain-Specific Models; Process, Lifecycle and Value Chain Models; 3.4.4 Architecture Consolidation; 3.5 Define Performance Measures (Methodology 3); 3.5.1 Purpose of the Activity; Top Down and Horizontal Perspectives; 3.6 Establish Process Governance (Methodology 4).
- 3.6.1 Purpose of the Activity3.6.2 Motivation Alignment and Stewardship Support; 3.7 Manage Enterprise Processes (Methodology 6); 3.7.1 Purpose of the Activity; 3.7.2 Matrix Alignment Approach; The Process/Strategic Intent Matrix; The Process Performance Gap Matrix; Pain and Gain; 3.7.3 Establish Enterprise Transformation Portfolio; 3.8 Align Process Capabilities (Methodology 5); 3.8.1 Purpose of the Activity; 4 Conclusion; References; Management of Process Excellence; 1 Management of Process Excellence (MPE) Requirements and Approach; 2 Innovation: Key Target of MPE.