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What Is BPM? |  |
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What Is BPM? | |
This concise, easy-to-understand guide provides a straightforward introduction to the tools and techniques required to implement business process management (BPM), and how it can benefit any organization. Written by an instructor at the BPM Institute, What Is BPM? explains the management strategies, integrated methodologies, and software solutions essential to a successful enterprise-wide BPM implementation. Discover how to roll out a systematic approach to continuous process improvement in your organization and deliver sustained operational performance.
Find out how to: Identify value chain processes within your organization Understand the document, assess, improve, and manage phases of BPM Select process improvement tools, such as process mapping, Six Sigma, and Lean Transform to a process-managed enterprise Evaluate BPM software and platforms
作者简介Marvin Wurtzel is a Principal Consultant for Marvin M. Wurtzel & Associates, a business process management consulting firm. He is a Project Master Black Belt and has consulted, trained, and facilitated process improvement teams for such firms as ATT, Merck, JP Morgan Chase, Fidelity, and the U.S. Coast Guard. Wurtzel is a Fellow in the American Society for Quality, a Malcolm Baldrige National Quality Award Examiner, a Certified Quality Engineer, Certified Reliability Engineer, and a Master Black Belt (Six Sigma). He is a regular speaker and instructor at the BPM Institute and an adjunct member of the faculty at Florida Atlantic University, in Boca Raton, FL, National Graduate School, in Falmouth, MA, and Northeastern University, in Boston, MA.
目录Introduction to BPM
BPM Concepts and Principles
Understanding Process
Process Modeling
Process Analysis and Design
Process Improvement Methodologies
Process Management
Transforming to a Process-Managed Enterprise
BPM Tools and Technologies
BPM Community
网友对What Is BPM?的评论
作者显然很有实践经验，把业务流程管理的概念和思想介绍得非常到位。
什么是深井式的管理，什么是流程式的思维……中国企业管理真正缺啊，面向流程的管理！
要做好标杆管理Benchmarking，要真正理解标杆管理的作用，业务流程是基础的基础。
美国生产力与质量中心APQC，是做标杆管理最权威的机构，同样把流程管理作为标杆管理的基础。
这本书，值得一读！
Finally we have a book that is easy to understand, goes straight to the point, and is practical. The author does an impressive job of putting all these improvement techniques (Lean, Six Sigma, etc.) under the umbrella of Business Process Management.
He then take a revolutionary jump and states that we need to think of organizations as composed of a set of business processes that cut across departments and that generate the real value to the customer.
This book is a good reference, as well as a step-to-step guide. The visuals, slides, graphs, etc are so good they are worth copying and putting into your next management presentation (given credit to Mr. Wurztel of course).
Finally, I recommed that Mr. Wurztel consider a sequel by adding case studies to illustrate BPM at work. Process-oriented management is the next killer strategy in corporate Ameria, and it is coming soon.
Only a very small part of the book devoted to BPM tools (BPMS), no value for an IT-oriented reader. Innovative aspect quite poor.
Business Process Reengineering (BPR) is dead; Business Process Management (BPM) is its living descendant, and this book is intended to explain what it is. The key idea, as in BPR, seems to be that companies should be aligned by business processes rather than structured by functions. The author seems to think that the only reason companies have functional organizations is that management does not know any better. This is a bit short, considering that some high-performance organizations, like Toyota, have a functional organization.
The author spends quite a few pages explaining what a process is, but gives along the way many inconsistent definitions. First, it's a "sequence of steps," and then a "collection of activities." Finally, on p.22, he settles on a "collection of repeatable, value adding activities" aiming to generate a "product or service that the customer is willing and able to pay for." He does not explain what he means by "value adding," which is used in many different ways. If he uses it like Womack & Jones in Lean Thinking, it means "that the customer is willing to pay for," and is therefore redundant.
It should be noted that many functional departments fit this definition, and I don't believe that it is what the author had in mind. On the other hand, two pages earlier, he describes support and management processes that do not produce anything the customer is willing to pay for, and are therefore not covered by his definition.
In this book, BPM is supposed to be the high-level, umbrella concept under which Lean, Six Sigma, or TQM are subsumed. Further in the book, the author provides summaries of these approaches that are intended to make this point.
The statements in the text do not add up to a coherent explanation. It feels constructed like a PowerPoint presentation, with the audience expected to respond to keywords rather than understand the rationale for a course of action. The illustrations actually look like PowerPoint slides, and so do the numerous bullet lists.
Could have a little more depth but over all its a good book to keep on your desk.
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