518 A P P E N D I X I I Bus iness Process Standards

on--they expect it to be completed by the time the technology is ready for widespread

use. In some cases, technologies that fall into the Chasm and disappear are those that

fail to develop workable standards during their early years.

Innovators

Companies that pursue new technologies

aggressively to gain early advantage

I I I I I I I I I I I I I I I I I I I I I I

I

Early Adopters

Companies that pursue new approaches

aggressively to gain early

I I I

I Early Majority ority

I / Companies that I Companies that

/ wait-for anew I I wait until the / approach to prove i nev[ approach is

/ itself and then I well established - - / " move quickly ! and there is lots

I ] _ _ . i of support Moore's

] Chasm Many new approaches- prove too ] difficult to use relative to their I

__1 benefits and simply disappear

F i g u r e A-II.1 Geoffrey Moore's Technology Adoption Lifecycle (after Geoffrey A. Moore, Crossing the Chasm, Harper- Business, 1991 ).

The other thing to understand before discussing standards is the difference be-

tween a de facto standard and a de jure standard. De jure (in law) standards are estab-

lished by standards groups or industry consortia. De facto (in practice) standards are

defined by communities without any formal agreement. Windows is the Microsoft

operating system that over 90% of PC users depend upon. It is the de facto standard

for operating systems, and any vendor that wants to sell software for PCs would be well

advised to support it. In complex and rapidly evolving environments, de facto standards

are often more important than de jure standards, which usually take longer to develop.

Put somewhat differently, if leading vendors can't agree on a common standard, they let

the market decide, and the vendor that achieves the de jure standard wins.

With these considerations in mind, we want to spend a few minutes considering

the standards in the business process world today. To organize the discussion a bit

more, we'll divide standards into three broad sets, according to who uses them. Enter- prise Level standards are used by business managers to assist in analyzing and organiz-

ing enterprise initiatives. Business Process standards are used by business managers and

business process practitioners when they undertake business process change projects.

This area is the most difficult to organize because the individuals who undertake busi-

ness projects vary so much. In some cases business managers and employees undertake

A Header Goes Here 519

business improvement projects. In other cases business analysts and other IT-oriented

individuals undertake process automation projects. Implementation standards are spe-

cific to technologies used by those charged with developing solutions to process prob-

lems. Most of the standards in this area are IT standards that structure how software

is developed or how software tools interface with each other.

We can hardly consider all of the business process standards that exist or are being

developed today, but we want to provide a high-level overview. Obviously we have

structured the discussion and assigned standards to categories that reflect my experi-

ence. Others would surely arrange some of these standards differently, and several of

the standards that we consider in one category could just as well be placed in another

category. But we need to simplify a bit to provide an overview.

Enterprise Level Business Process Standards

Enterprise Level Business Process standards are used by executives and senior business

managers to help organize their overall understanding, evaluation, and management

of a business's performance. In addition, some organizations have BPM groups that

report to executive committees and they use enterprise level standards as tools to do

manager evaluations and to prioritize process interventions.

Probably the most widely used business process standard, at the enterprise level, is

Kaplan and Norton's Balanced Scorecard approach to managerial evaluation. This is a de

facto standard and predictably takes many forms. The various spin-offs of Kaplan and

Norton's approach have enough in common, however, that most companies can imme-

diately answer "yes" or "no" if asked if they are using a Balanced Scorecard approach.

The most impressive business process standard at the enterprise level is the Sup-

ply Chain Council's SCOR framework and methodology. SCOR was developed by

supply chain managers as a tool they could use to build and evaluate multicompany

supply chain processes. It is being rapidly generalized to serve as a standard for defin-

ing, benchmarking and evaluating the entire value chain. In its expanded version, it

is either called SCOR+ or SCOR/DCOR/CCOR (for supply chain, design chain,

customer chain operation reference models). We predict that SCOR+ will grow in

importance as more senior executives embrace a process-centric approach in the years

ahead. VRM is an alternative approach, which is very similar to SCOR+. eTOM is

another framework that is tailored for the telcom industry. (We fully expect to see

other industry-specific frameworks in the near future.)

520 A e e E N D I X I I Business Process Standards

The Europeans have a quality standard for organizations, EFQM, that is attract-

ing a lot of attention on the part of companies that are doing process architecture

work in Europe, although it has not reached the U.S. yet.

Another standard that is sometimes used at the enterprise level is the Software

Engineering Institute's (SEI) Capability Maturity Model Integrated (CMMI). Most

companies use CMM to evaluate the performance of their IT processes, in which case

CMM would be a process level standard. A few organizations, however, use it to evalu-

ate all their business processes to determine how the entire organization is evolving

and in those cases it can function as an enterprise level tool.

The U.S. government's various agencies rely on the Federal Enterprise Architec-

ture Framework (FEAF). FEAF is potentially an enterprise tool, and is used that way

by a few agencies. Most use it as an approach to IT architecture, in which case we

would classify it as an IT implementation standard, like Zachman.

We've summarized some of the business process standards we're considering in

Figure A-II.2.

Figure A-II.2 Some business process standards organized by users.

521

Process Level Business Process Standards

The process level is all about business process redesign and improvement projects.

The standards on this level help managers, employees, business analysts, and human performance analysts change how specific processes work.

By far the most important standard at the process level is Six Sigma, another de facto standard that is defined differently by different companies and standards groups.

Most of the variations on Six Sigma, however, bear enough of a family resemblance to

be easily identified. Six Sigma provides a generic process improvement methodology

(DMAIC) and a large collection of tools that process improvement teams can use to

improve processes. Most Six Sigma books suggest that Six Sigma practitioners con-

sider BPM (management), process redesign (Design for Six Sigma or DFSS) and pro-

cess improvement (DMAIC). In reality, most Six Sigma practitioners are focused on

DMAIC. Lean represents a separate methodology that focuses on eliminating waste

from process flows and is now usually considered one of the tools that Six Sigma teams

ought to employ~so, perhaps, we ought to call this standard "Six Sigma/Lean." In

any case, most leading companies have trained a large number of their employees in

Six Sigma and regularly undertake a large number of improvement projects guided by

the overall Six Sigma/Lean approach.

Almost as widespread as Six Sigma is the ISO 9000 standard. (This standard

has many variations on 9000, but most people can recognize it by this designation.)

In essence, ISO 9000 is the International Standards Organization's specification for

defining business processes. Many leading European firms and governments require

companies to define their processes using ISO 9000. Unfortunately, this standard has

become a "checklist" item and most companies create their ISO 9000 documentation

rapidly and then shelve it. There are efforts under way to make ISO 9000 more mean-

ingful for modern business process work, but, at the moment, ISO documentation

has little impact on how processes actually work at companies.

In the U.S., most companies have worked to generate documentation for Sarbanes

Oxley, a U.S. law that requires companies to show they can track the processes that

generate key financial decisions. Like ISO 9000, Sarbanes Oxley represents an oppor-

tunity for a firm to make a significant leap forward in understanding its processes. In

reality, Sarbanes Oxley has been implemented too quickly and will most likely result

in more shelfware that will sit on the shelf beside the ISO 9000 documentation.

522 A V v E N D I X I I Business Process Standards

The OMG has recently put its imprimatur on a rules standard (and an associated

Business Motivation Model) originally developed by the Business Rules Community

that defines standards for defining corporate vocabulary and policies and business

rules. Financial companies are very active in this area, and this standard will help those

companies organize their ontology and their business rule efforts.

There are several business frameworks in industry or domain-specific areas that

are useful in helping a process team design or evaluate existing business processes. A

good example is ITIL (a standard for IT support processes) and CoBiT (a standard for

IT management processes). Both are of growing interest to companies that want to

standardize their IT processes throughout the company.

For years, business process modelers have used a wide variety of workflow nota-

tions, including, for example, IDEF0 and Rummler-Brache. Most of the popular pro-

cess modeling tools support these two notations and provide variations of their own.

Today, however, there is no de facto standard that most business people rely upon.

When you consider that we know of several companies that now document their

business processes with flow diagrams and have classes that teach employees to read

the diagrams that describe the tasks they are to perform, you realize that a standard

business process notation would be useful.

The best candidate, at the moment, is the BPMI/OMG's Business Process Man-

agement Notation (BPMN). The good news is that the notation was developed by a

team from the leading process modeling vendors, and, in its core version, provides the

basic notation business people need. The bad news is that it is also designed to gener-

ate a business process execution language (BPEL) and that, to do that, it has lots of

notation that business people clearly don't need or understand. In addition, now that

BPMN is controlled by the OMG there will be an effort to merge BPMN with UML

Activity Diagrams. In fact, in their simple forms, BPMN and UML Activity Diagrams

are hardly distinguishable from Rummler-Brache diagrams and either could be used

by business people. Both, however, are usually described in their more elaborate forms

and quickly become overwhelming for business people. So, there are some standards

for business modeling, but it isn't yet clear if one of them will become the de facto standard in this area.

523

Business Process Standards for Implementation

Once a business team has redesigned a process, there are various groups that can be-

come involved in preparing for implementation. HR teams may be asked to develop

new job descriptions, hire new people or retrain existing employees. IT groups may be

asked to develop software. Corporate property management groups may be asked to

relocate plants, buy new trucks, or build new distribution centers, etc.

Most of the business process standards in the implementation area, at the mo-

ment, are IT standards. They are either designed to help IT professionals gather busi-

ness requirements and design or tailor software applications, or they are designed to

assure that companies can store process information in a common data format or pass

models from one software tool to another.

BPEL, the OASIS process execution language, has gotten the most attention.

BPEL is closely associated with BPM Suites, but, broadly speaking, only a few BPMS

applications have actually been developed using B PEL, and none of them have been

developed entirely in BPEL. The current version of the language is simply too limited

to support sophisticated BPMS development and any vendor that uses BPEL supple-

ments it with other code. This will change as the BPEL standard evolves, but at the

moment BPEL is still a work in progress.

Closely related to BPEL are standards like XPDL and the Workflow Management

Coalition's Workflow Management Facility. These standards were developed to sup-

port workflow systems and will need, eventually, to be merged with BPEL or some

similar language and expanded to support the BPMS applications we will start to see

in the next few years.

The OMG's UML is clearly established as the notation system for those engaged

in software development. MDA and TOGAF are both candidates for structuring the

SOA-oriented applications that BPMS tools are going to generate. And the OMG's

Production Rule specification will eventually standardize the way business rules are

stored in inference-based systems that are increasingly being used in financial compa-

nies to manage their business rule systems.

Zachman's Enterprise Architecture is the de facto standard for enterprise architects

focused on cataloging the IT assets of the company, but causes no end of confusion

when people confuse it with a business process architecture standard and try to use it

as a business management tool.

524 A v v F N D I X I I Business Process Standards

Finally, ARIS, IDS Scheer's notation and tool, is the de facto notation for diagram-

ming ERP applications. It is used by SAP for their diagrams and has been adopted by

Oracle and Microsoft. In its ERP form, it's a notation that only software developers

understand, and underlines the need for a different notation for business managers. It

is, however, widely used by IT developers working on ERP-based process implementa-

tions. Just don't plan on showing an ARIS diagram of your new ERP application to

your CEO.

The Future of Standards

We've only considered a few of the many standards being used by business process

managers and developers. The variety is impressive. The key to developing standards

is to understand what group will use them and what activities will be facilitated by

the existence of a standard approach. When IT tries to get business people to use one

of their software-oriented standards, it usually leads to an unsuccessful project. Simi-

larly, when business people provide process models to IT, developed in one of their

preferred notations, it usually means that the requirements are insufficiently specified.

These problems will only become more complex as companies try to figure out how

to use BPMS tools and create BPMS applications.

We are most hopeful about the SCOR+, VRM, ACORD's Standards Framework

and eTOM frameworks and the idea that high-level value chain frameworks will make

it possible for companies to create enterprise process architectures that will, in turn,

make it easier for senior managers to understand processes, monitor performance, and

prioritize their process improvement initiatives.

At the same time, we think the OMG's MDA architecture has the potential to

define how different standards can interface effectively with each other while each pre-

serving the characteristics that make them valuable for their particular user groups.

As we indicated at the beginning, most business process people aren't interested

in standards. As time goes by, however, everyone will benefit if companies agree to use

some common conventions. Hopefully the leading companies and vendors working

on standards today will find ways to develop common conventions within a flexible

architectural system that will make it possible for all of the different groups engaged

in business process work to accomplish their work in the manner they find most effec-

tive, while still communicating with each other.

Index

A

ABC, 4

Accounting and Bookkeeping Problems, 222

Activities, Job Descriptions and Applications,

xvi, 288-289

Activity Analysis Worksheet, 259

Activity Cost Worksheet, 259-261,370, 374

Activity Table, 370

Activity Worksheet, 239, 259-261,270, 306,

369-37O, 374

Activity-Based Costing (ABC), 4

Additional Process Diagramming Techniques,

244

Additional symbols, 244, 246

Advance Planner and Optimizer (APO), 489

Ahern, Dennis M., Aaron Clouse, and Richard

Turner, 137

M, 286

Aligning Managers, Measures and Resources, xiv,

89

Aligning Process Measures, xv, 151

Allen, Louis A., 136, 313

An Executive Level B PM Group, xv

Analysis and then Synthesis and the Assignment

of Goals or Output Measures to Jobs or

Systems, 290

Analysis Based on the Complexity and the

Strategic Importance of a Process, 171

Analysis of Organization Threats and

Opportunities Using an Organization

Diagram, 168

Analyze Business Process, xvii, 365,367, 369

Analyzing a Completely Automated Activity, xvi,

274-275

Analyzing a Specific Activity, xvi, 256-257, 259,

263,265

525

526 Index

Analyzing Human Performance, xvi, 261,279

Analyzing the Order Fulfillment Process, xvii,

400-401,403,405

APO, 489

Architectural Overview of a Business Process

Management Suite, 453

Architecture Analysis Worksheets and a Process

Hierarchy, 85

Are Adequate Resources Available for

Performance (Time, Tools, Staff,

Information)?, 264

Are Consequences Aligned to Support the

Desired Performance?, 264

Are Consequences Meaningful from the

Performer's Perspective?, 264

Are Consequences Timely?, 265

Artificial Intelligence (AI), 286

As-Is,

Diagram of a New Product Launch process,

248

Geography Map of a Company's Supply

Chain, 94

Process, 204, 206, 208, 226-227, 247-250,

368-369, 371,373-374, 404, 406, 428,

437, 440-441,485

Process analysis and improvement worksheet

For Order Entry, 406

Process Diagram, 248-249, 368, 404, 437

Process Diagram for the Ergo Chair Order

Process, 404

Process diagram of the Ergonomics Order

Fulfillment process created in ProVision,

437

Process relationship diagram, 368

As-Is, Could-Be and To-Be Process Diagrams,

xvi, 248-249, 251

Auto Insurance Claims Process with Vertical

Swimlanes, 247

Automated Expense Report System, 269

Automating the Enter Expense Reports Activity,

xvi, 268-269, 271,273

Automation, xx, xxx, xxxvi-xxxvii, xxxix-xl, 8,

17-18, 55, 163, 170, 173, 188, 255,346,

417, 422, 425,427, 431,460, 468, 511,

513,519

B

Balanced Scorecard, xiv-xv, xxxviii, 19, 49-51,

53, 57, 59, 109, 145-150, 157-158,

160-161,174-175, 188, 191,193, 350,

355,519

Approach to Strategy, xiv, 49, 51, 53, 57,

161

Process Measures, xv, 145, 147, 149

Strategy Maps, 147-148

System that Supports Both Functions and

Processes, 150

Baldrige Award, 190, 192

BAM, 455,457-458

Basic Elements in a Process or Workflow

Index 527

Diagram, 233

Basic Subprocesses of the Day-to-Day Process

Management Process, 299

Basic Types of Process Measures, 186

BCM, 55-56

Beer, Stafford, 2, 22

Bertalanffy, Ludwig yon, 2, 22

Best Practices, xviii, xxx, xxxvi-xxxviii, xl, 43,

45, 47, 55-56, 113-114, 125,300, 355,

474-475, 504, 549

BI, 457-458, 463, 467

BIFMA, 388

Black Belt, 176, 187, 324-325, 331,343

Boar, Bernard H., 24

Boeing GMS, xv, xxii, 153, 157, 161, 164,

178-181,183-193

Achievements from 1996 to 2005, 190

Process Flow Chart, 184

Process-Based Management System (PBMS),

186

Program's Core and Support Processes

(Enterprise Process Model), 181

Seven-Step PBM methodology, 183

Bolles, Dennis L. and Darrel G. Hubbard, 137

Bolstorff, Peter and Robert Rosenbaum, 107

BPEL, 278, 458-460, 470, 522-523

BPM, 19, 25, 29, 62-64, 88, 91,107, 128,

161,163-167, 170, 172-174, 176, 180,

182-183, 191-193, 197, 300, 343, 354,

359-361,364-365,448, 451,453,457,

459, 462, 470-471,497-500, 502, 504-

505, 509, 519, 521,523, 549

Core Notation, xviii

Group, xv, xxvi, xxxviii, 29, 62, 64, 88, 91,

128, 163-167, 170, 172-174, 176,

180, 182-183, 191-193, 197, 300, 354,

359-361,364-365, 509

BPMN, xxii, xl, 76, 80, 195,203, 232-233,

235,237, 242, 244, 254, 438,445, 451,

462, 470-471, 513-515, 522

Diagrams, 195,232, 237

BPMS, 19-20, 278,288, 347, 425,427, 429,

431,444, 447-471,474, 485,490-491,

493, 495-499, 501-502, 504, 506, 509,

511,523-524

BPMS- Business Process Management Suites,

447-448

and BAM, xvii, 455,457

and SOA, i, xviii, 460-461

Application, xviii, xxx, 278, 449, 455-456,

458-459, 468-469, 497, 499

Engines, 448-452, 454, 502

Market, xviii, 19, 449, 458, 462, 464-467,

474

Product Continuum, 458-459

Product Has Been Used to Reorganize How

the Process Is Implemented, 452

Product managing a set of ERP modules,

496

Suites, xviii, 425,447, 449, 468

528 Index

Technology Continuum, xviii, 458

B PMS Tool Can Either Provide Information to

the Process Supervisor or it can Combine

and Filter the Information for a Senior

Management Dashboard, 456

BPMS/SOA Systems, 462

BPR, 1, 5, 9, 11-15, 23-24, 388, 503

B PTrends, v, xiv, xvii, xx-xxi, xxvii, xxxvi,

xxxviii-xxxix, xli, 24, 28, 59-62, 64, 76, 79,

107-110, 127, 130, 133-134, 136, 160-

161, 163, 192-193, 196, 229, 254, 292,

348-349, 351,353-355,383,429, 435,

445,470-471,504, 506, 513, 549

Business Process Pyramid, xxvii, 506

Enterprise Methodology, xiv, xxxviii, 28,

59-62, 64, 79, 109-110, 354

Enterprise Methodology, xiv, xxxviii, 28,

59-62, 64, 79, 109-110, 354

Methodology, xiv, xvii, xxxviii, 28, 59-62,

64, 79, 107, 109-110, 136, 160, 192,

229, 353-355,383

Process Change Methodology, 59-60

Process Redesign Methodology, xxxvi, xxxix,

59, 196, 353-355

Brassard, Michael, Lynda Finn, Dana Ginn and

Diane Ritter, 350

Breakthrough Management Group (BMG), xxii

Burlton, Roger T., 229, 383

Business activity monitoring (BAM), 455

Business and Institutional Furniture

Manufacturers Association (BIFMA), 388

Business Component Models (BCM), 55

Business Entity as a System, 3

Business Intelligence (BI), 457

Business Maps, xvi, 276-277, 279, 281,283,

285, 287, 476, 483

Business Process Architecture, i, xiv-xv, xxvi, xxx,

xxxvii-xxxviii, 27-29, 59, 61, 73, 79-80,

82-83, 87-91,105-106, 109-110, 135,

157, 159, 165-166, 170, 174, 177, 191,

197, 203, 231,353, 358, 386, 443, 473,

493, 506-507, 523

Business Process Change, i-iii, v, xiii, xv, xix-xxi,

xxv, xxvii-xxviii, xxx-xxxii, xxxv, xxxvii, xl,

1, 7, 9, 11, 15, 19-21, 23, 59-60, 89, 111,

166-167, 169, 171,173, 176, 193, 226,

232, 354, 383,427, 429-432, 445, 505,

518

and Management, xiii, xxxi

in the 1990s, xiii, 9, 11

in the New Millennium, xiii, 19

Business Process Cuts Across Traditional

Departments to Combine Activities into a

Single Process Flow, 5

Business Process Diagram that Pictures both the

Regular and the Management Processes,

297

Business Process Execution Language (BPEL),

458-459, 522

Business Process Management, i-ii, ix-x, xvii,

Index 529

xix-xx, xxvii, xxix-xxx, xxxvii-xxxviii, xl,

17-19, 25, 135, 160-161,163, 178, 191,

229, 232, 288, 300, 343, 383, 447-449,

453, 461,467, 470-471,509, 511,522,

549

Business Process Management Initiative (BPMI),

232, 461

Business Process Management Notation

(BPMN), 522

Business Process Management Software (BPMS),

xxvii, 288

Business Process Management Suites, xvii, xl,

447-449

Business Process Management Systems (BPMS),

xxx, 19

Business Process Maturity Model (BPMM), 131

Business Process Modeling Notation (BPMN),

xviii, 232, 513

Business Process Modeling Tools, xl, 232, 427,

432, 444, 447, 468-469, 506

Business Process Problems, xv, xxxv, 195, 197,

2O3, 2O5

Business Process Redesign Consultants, 170

Business Process Reengineering (BPR), 388

Business Process Repository, 165,232, 428,468

Business Process Software Market as Defined by

the BPTrends Web site, 429

Business Process Standards, xviii, 518-521,523

Business Process Standards for Implementation,

xviii, 523

Business Process Standards Organized by Users,

520

Business Process Trends, v-vi, xx-xxi, xxiii, xxvii,

xli, 549

Business Rules, 283-284, 286-288, 292-293,

429-431,452, 500, 522-523

and Expert Rules, 286, 288

and Knowledge Rules, xvi, 282-283

for Software Development, 283

used in Business Processes, 283, 287

Buyers, 35-37, 39

C

Can the Activity be done Without Interference

from other Activities?, 263

Can the Performer Easily Recognize the Input

Requiring Action?, 263

Capability, xxxiii-xxxiv, xli, 7, 127-128, 130,

175,206, 226-227, 266-267, 291,353-

354, 463, 52O

Capability Maturity Model (CMM), xxxiii-xxxiv

Capability Maturity Model Integrated (CMMI),

127, 52O

Carreira, Bill and Bill Trudell, 351

CASE (computer-assisted software engineering),

210

Case Study,

Boeing's GMS Division, xv, 178-179, 181,

183, 185, 187, 189

Nestld USA Installs SAP, xviii, 488-489

530 Index

Cause-effect Diagram, 210, 338-339

Developed by SF Seafood's Six Sigma Team,

339

Figure with Prespecified Cause Categories

for Scoping, 211

CCOR (customer chain), 101, 519

Champy, James, 9, 23, 137, 313

Change Management, xiii, xxxi, xxxix, 196, 353,

356, 369, 380, 422

Changes in Focus at Leading Companies, xxx

Choosing a BPMS Product, xviii, 462-463

Chordiant,

BPM engine, 498

CRM Suite, 498

Business Process Designer screen, 501

CRM/BPMS application, 499

Closer Look at SAP, xviii, 476-477, 479, 481,

483

CMM, xxxiii-xxxv, xli, 7, 15, 28, 127, 267, 291,

509-510, 520

Model, xxxiii-xxxiv, 15,267

Process Maturity Ladder, 510

CMMI, xxxv, xli, 126-131,137, 175, 188-189,

295, 520

Approach, 131

Management Processes, Arranged by

Management Type and by

Organizational Maturity Levels, 129

CoBiT, 126, 133-134, 137, 522

COBIT Framework, 126, 133, 137

Communicate, xvi, 15-16, 21, 86, 133, 135,

233, 255,278, 299-300, 304, 356, 370,

380, 449, 475

Communicating the goals to the employees, 267

Company that has Created Process Sponsors in

Order to Standardize Processes, 494

Comparison of Some Functional and Process

Measures, 149, 308

Competitive Advantage, xiii-xiv, xxviii, xxxvii, 3,

23-24, 27-28, 40-45, 47, 54-56, 125, 136,

464, 470, 494, 517

Completing a Worksheet, xiv, 85

Completing the Business Process Architecture

Worksheet, xv, 135, 159

Computer-based Performance Reporting System

for Process Owners, 187

Concept Map about Concept Maps, 282

Continuous Measurement and Improvement,

xvi, 309, 311

Continuous Process Improvement, xxxiv-xxxv,

315,318

Continuum Suggesting How Processes Vary as to

Their Complexity, 201

Contracts that a Process Manager Ought to

Negotiate, 301

Control Work, xvi, 136, 299, 305, 307

Core BPMN Symbols, 514-515

Core Process, 42, 72, 86, 88, 94, 132, 152-153,

172, 177

Core, Support and Management Processes, xiv,

Index 531

86-87

Cost Leadership, 39

Could-Be Process Diagrams, 248,373

Crandall, Beth, Gary Klein and Robert R.

Hoffman, 292

Create and Maintain a Business Process

Architecture Process, 165

Create and Maintain a Process Performance

System Process, 174

Create and Maintain the Enterprise Business

Process Architecture, xv, 165

Create and Support the Process Manager Process,

xv, 175

Creating a BPMS Application, xviii, 469

Creating a Business Case for a Process Change

Project, xv, 226-227

Creating a Portal, 408

Critical-To-Quality, 328

CRM, xxix-xxx, xxxvi, xl, 52, 170, 173, 411,

431,454, 467, 473,483,485-486, 490,

498-499

CTQ (Critical-To-Quality), 328-330, 416-417

Tree for the Ergo Chairs Order Fulfillment

Process, 416

Tree for the Ergo Chairs Sales and Order

Entry Process, 417

Tree for the SF Seafood Meal Satisfaction

Project, 329

Curran, Thomas, and Gerhard Keller, with

Andrew Ladd, 504

Curtis, Bill, William E. Hefley, and Sally A.

Millor, 291

Customer Chain Operation Reference Models,

519

Customer Intimacy, 48

Customer Management Processes, 52

Customer Measures, 50-51,142, 145, 147, 302,

331

Customer Relationship Management (CRM),

473

Customer Resource Management (CRM),

498

D

Data Processing (D P), 11

Davenport, Thomas H., i, 23-24, 292, 503

Day-to-Day Management Problems, 212, 214

DCOR, 101,519

DCOR (design chain), 101

Defining a Business Process Architecture, xiv, 61,

82-83, 91

Defining a Business Process Architecture, xiv, 61,

82-83, 91

Defining a Strategy 32, xiii

Defining Process Measures, 61, 185

Dell laptop value chain, 72

Deriving Measures from Business Process

Frameworks, xv, 153, 155

design chain, 52, 101, 157, 403,420, 519

Developing a Supply Chain Architecture with

532 Index

SCOR, xiv, 93, 95

Diagnosing problems and fixing them when

activity output is inadequate, 267

diagram of the Deliver Pizzas process, 208, 212

different concerns of functional and process

managers, 119

Differentiation, 39, 48

DMAIC, 324, 521

Process, 324, 521

Do Activity Standards Exist?, 261

Do Performers Consider the Standards

Attainable?, 263

Do Performers Receive Information about their

Performance?, 265

Do the Performers have the Necessary Skills and

Knowledge to Perform?, 266

Documenting Management Processes in an

Architecture, xv, 135

Does the Performer Know the Desired Output

and Standards?, 262

Drilling Down Into a Process to Examine More

Specific Levels of Processes, 238

Drucker, Peter E, 136

E

EAI, xl, 14, 447-449, 451,454, 460, 462,

467-470, 473,498

Engine, 454, 498

E-Business Strategy, xvii, 391,393, 395,397

ECI's Balanced Business Scorecard, 146

EDI, 15-16

EFQM, 520

Electronic Circuits, Inc (ECI), 145

Elements of a Project Scoping Diagram, 211

Employee Problems, 221

Enter Expense Reports, xvi, 256, 259-260,

268-269, 271,273

Enterprise Alignment Cycle, 358, 511-512

Enterprise Application Integration (EM), 14,

447-448,470

Enterprise Level, i, xi, xviii, xx, xxvi-xxvii,

xxxvii-xxxviii, 20, 28, 59-60, 62, 64, 109,

117, 142, 163, 284, 288, 354, 495,497,

518-520

Enterprise Level Business Process Standards,

xviii, 519

Enterprise Level Concerns, xx, xxxvii, 59

Enterprise Process Managers and Those in

Strategy Need A Common Set of Tools, 63

Enterprise Resource Planning (ERP), xl, 13,425,

473

Enterprise-Level Concerns, xiii, 27-29, 31

Ergonomic Systems Adopts Some New Goals,

394

Ergonomic Systems, Inc., xvii, 385-387, 389,

391,435

ERP, i, xviii, xxvi, xxix-xxx, xxxvi, xl, 1, 13-15,

24, 44, 54-55, 89-90, 123, 125, 134, 170,

173, 232, 388,403, 425, 431,454, 459,

467, 470, 473-476, 479, 484-488,490-

Index 533

499, 501-504, 524

and BPMS, xviii, xl, 425,474, 495,497,

5O2

Module, 90, 123,473,492-493, 497

Modules support activities, 491

Vs. BPMS Applications, xviii, 498--499,

501

ERP-Driven Redesign, xviii, 488

eTOM, xix, 20, 103-108, 478, 519, 524

Framework, 103-104, 106-108,478, 524

Evaluating the Performance of the Process

Manager, xvi, 308

Evolution of an Organization's Understanding of

Process, xiii, xxxii

Example of a Simple Process, 198

Exclusive OR, 480

Executive Committee, 33, 61-62, 98, 163, 323,

358-362, 365,370, 374, 377, 386, 389,

392, 394, 397-398,405,408, 414-415,

489, 509

Existing Ergonomic Systems Goals and Measures

Worksheet, 390

Expense Report Ledger, 256

Expense Reports, xvi, 256, 259-260, 268-269,

271,273,275

Expense System with Software Interfaces Noted,

275

Extension of SCOR, xiv, 97, 99, 101

at HP, xiv, 101

External and Internal Measures of Process

Performance, 141

External measures, 136, 141-143, 149, 153,

185,302, 305,308

F

Facilities, Equipment and Location Problems,

222

Factors Affecting the Performance of an Activity,

262

FEAF, 520

Federal Enterprise Architecture Framework

(FEAF), 520

Feldmann, Clarence G., 229

Financial Measures, 50-51, 99, 145, 147, 157

Fischer, Layna, xxii, 24

Fishbone Diagram, 338

Five Levels of SEI's Capability Maturity Model

(CMM), xxxiv

Flow Kaizen, 343

Flow of Goals and Measures, 414

Flow Problems, 213

Forndron, Frank, Thilo Liebermann, Marcus

Thurner and Peter Widmayer, 504

Forrester, Jay, 2, 22

From Strategy Statements to a Process

Architecture, xiv, 106

Functional Managers Who are also Process

Managers, 113

Functional or Process Management?, 118

Functional or Unit Managers, 111, 117

534 Index

Future of Standards, xviii, 524

G

Gap Model, 204-206, 226, 364, 370

Gap Model Provides an Overview of a Business

Case, 226

Gap Model Suggests the Need tor Analysis and

Redesign Techniques, 206

Geary Rummier, i, xxi, 4, 17, 23, 76, 107, 136,

160, 232, 237, 254, 291,313, 383, 549

Generic Solutions Suggested by a Classification

of Business Processes, 173

Geoffrey Moore's Technology Adoption,

517-518

Gilbert, Thomas E, 291

Global 360 BPM Suite Features a Modeling

Environment that uses BPMN, 451

Global Mobility Systems (GMS), 151, 178

Goals, Metrics, Measures and KPIs, 140-141,

143

Green Belt, 324

Grover, Varun, and William J. Kettinger, 383

Gupta, Praveen, 350

Gygi, Craig, Neil DeCarlo and Bruce Williams,

35O

H

Hall, Curt, and Paul Harmon, 292-293

Hammer, Michael, 9-10, 23, 25, 137, 313

Hammer, Michael, and James Champy, 23

Harmon, Paul, and Curt Hall, 292-293

Harrington, H. James, Erik K.C. Esseling and

Harm Van Nimwegen, 24

Harry, Mikel and Don R. Linsenmann,

35O

Harry, Mikel J., 24

Harvard Business Review (HBR), 49

Hayler, Rowland and Michael Nichols, 313

HBR, 49, 51, 53, 56, 146-148

Help Create and Support the Process Manager

System, xv, 175

Help Create, Maintain, and Manage the Process

Performance System, xv, 174

Hierarchical Decomposition of a Value Chain,

Suggesting How "Level Of Analysis"

Corresponds to Process Level, 81, 199

Hierarchy for a Functional Chain of Managers,

149

High-level Organization Chart for Ergonomic

Systems, 387

High-level Overview of Process Management,

115

High-level Process Diagram, 364, 401

Horizontal Decomposition of a Value Chain Into

Three Process Levels, 83

Horizontal or Systems View, 66

How CMMI's Management Processes Map to

the BPTrends Process Management Model,

130

How Does It All Begin?, xvii, 358

Index 535

How ITIG's COBIT Management Processes

Map to the BPTrends Process Management

Model, 134

How PMI's Management Processes Map to the

BPTrends Process Management Model,

127

How the SCOR Plan and Enable Management

Processes for the Make Process Map to the

BPTrends Process Management Model,

133

How This Book Is Organized, xiii, xxxvii

HPI, 291

HPT, 4, 291

Human Performance Analysis, 261,272-273

Human Performance Improvement (HPI),

291

Human Performance Technology (HPT),

4,291

I

IBM and Siebel Architecture, 486

IDEE 210

IDEF (Integrated DEFinition language), 210

Identify, Prioritize and Scope Business Process

Change Projects, xv, 166-167, 169, 171,

173

Identifying Goals to be Accomplished, 267

IDS, i, 5, 178, 190-191,480, 503-504, 524

Implement Redesigned Business Process, xvii,

420

Implement Redesigned Process, xvii, 375,377,

381

Implementation Level Concerns, xvii, xxxvii, xl,

425

Implementation Level Project, xxvi

Implementing an ERP-Driven Design, xviii,

484-485,487

Importance of Process Diagrams and a BPMS

Engine, 450-451

Improving an Existing Process, 170

Improving Performance, i, 5-6, 64, 76, 160,

179, 232, 254, 261-262, 313

Industries, Products, and Value Propositions, xiv,

37

Industry Competitors, 33, 35

Information Systems (IS), 11

Information Technology (IT), 11,220, 420

Initial Cut: What is the Process?, xv, 206-207

Innovation and Learning Measures, 50-51,145

Innovation Processes, 52

Input Problems, 212, 217

INsourcing Innovation, 347

Integrated Defense Systems (IDS), 178

Internal "Customers" are External to the

Processes that Supply Them, 142

Internal and External Measures, 141,302

Internal Business (Process) Measures, 50

Internal measures, 50-51,141-143, 145, 153,

185, 3O5-3O6

International Society for Performance

536 Index

Improvement (ISPI), 291

International Standards Organization (ISO), 177

Internet and Y2K, 15

Is the Information they Receive Relevant,

Accurate, Timely, Specific, and Easy to

Understand?, 265

ISO, 8, 90, 177, 188-189, 521

ISO 9000, CMMI, and Sarbanes-Oxley,

188

ISPI, 291

IT Governance Institute (ITGI), 126, 133

IT Management Processes, 88, 133-134, 522

IT Problems, 112, 221,350, 401,407

Iterative, Top-down Definition Of Processes,

182

ITGI, 126, 133, 137

ITGI's COBIT Framework, 126, 133

ITIL, 522

J James Womack, Daniel Jones, and Daniel Roos,

351

Jeston, John and Johan Nelis, 383

JIT, 8, 317

Job Analysis Worksheets, 377

Job Description of a Salesperson, 271

Job Diagrams, 377

Joint Subcommittee's Review of E-Business, 392

Juran Institute, 350

Just-in-Time Manufacturing (JIT), 8, 317

K

Kaizen, 343, 345-346

Kano Analysis, 333

Kaplan, Robert S. and David P. Norton, 49, 57,

160-161

Key Features of a Professional Business Process

Modeling Tool, 433

Key Performance Indicators (KPls), 141, 185

Khan, Rashid N., 470

Knowledge Management (KM), 278

Knowledge Workers, xvi, 195,202-203, 276-

283, 285,287, 292

Knowledge Workers, Cognitive Maps and

Business Rules, xvi, 276-277, 279, 281,

283, 285,287

Kubeck, Lynn C., 383

L

Layers in an SOA Architecture, 461

Leading and Lagging Indicators, 143

Lean, i-ii, x, xv, xvii, xix-xx, xxxix, 17, 20, 170,

188, 195, 205, 225, 317, 342-343, 345-

347, 350-351,355,488, 521

Literature of Lean, 342

Lean Manufacturing, 317

Level 1 Architecture Analysis Worksheet,

82, 135

Level 1 Measures Defined for the SCOR

Framework, 154

Level 2 Architecture Analysis Worksheet, 159

Index 537

Lindsay, Peter H. and Donald A. Norman,

292

Line of Vision Enterprise Methodology,

252

Linking Strategies to Balanced Scorecard

Measures, 147

Literature of Lean, 342

LOVEM, 232, 252

Lynch, Richard L. and Kelvin E Cross, 160

M

Magretta, Joan, 76

Major Activities, 362, 366, 372, 375-376, 379

In Phase 5 of a process redesign project,

379

Manage Risk/Compliance Reporting and

Documentation, xv, 177

Management of Outsourced Processes, xiv, 122

Management Processes, xiv-xvi, xx, xxxii, xxxiv,

xxxvi, 7, 15, 17, 52, 73, 86-88, 102, 109,

116, 126-135, 137, 170, 175,214-216,

218-220, 224, 267, 296-299, 313, 349,

425, 522

Management Redesign at Chevron, xvi, 312

Manager Accountability, 216

Manage Risk and Standards Reporting Process,

177

Manager's Goals and Incentives Conflicted, 216

Managing and Measuring Business Processes,

xvi

Managing the Performance of Activities,

xvi, 267

Manganelli, Raymond L., and Mark M. Klein,

383

Marca, David A., and Clement L. McGowan,

229

Matrix Management, xiv, 106, 119, 121,137,

509

Matrix Organization, 87, 119-121,123-124,

388

With Independent Senior Functional and

Process Managers, 120

Maturity Model Integrated (CMMI), 127, 520

McCraw, Thomas K., xli, 22

MDA, 427, 431-432, 462, 523-524

Measures Established for each Subprocess Within

the Order Fulfillment Process, 419

Measures for Processes, Subprocesses and

Activities, 305

Measuring and Scheduling Worksheet used to

Schedule Meetings to Review the Success of

a Process, 310

Measuring Process Performance, xv, xxxviii

Michael Porter, xxi, 3, 23, 32, 40, 52, 56, 64, 86

Michael Porter's Generic Value Chain, 3

Miers, Derek, xxii, 471

Mintzberg, Henry, 137

Misuses of BPR, 12

Mitra, Amit and Amar Gupta, 293

Model Driven Architecture (MDA), 462

538 Index

Model of a Process Showing How Often Dinners

are Delivered in 15 Minutes, 322

Modeling Processes, xvi, 28, 100, 188, 297,

430--431,467, 489

Modeling the Company and Its Processes, 180

Modeling the Ergonomics Case, xvii, 435,437,

439, 441,443

Models and Diagrams, xiv, 67

Modifying the Sales and the Finance Processes,

410

Monitoring the Output of the Activities to

Assure they Meet Their Assigned Goals, 267

Monitoring, Feedback and Control Problems,

214

Moore, Geoffrey A., 471, 518

Moore's Technology Adoption Life Cycle Curve,

465

More Complex Activity, 270

More Process Notation, xvi, 239, 241,243, 245,

247

Morgan, Tony, 293

Moving From an Initial, Informal Process

Diagram to a Project Scoping Diagram or a

Process Flow Diagram, 209

Multiple Instances of ERP Supporting a Variety

of Similar, but Slightly Different Sales

Activities, 492

N

New Order Process, xvii, 407, 409, 411, 413,

415,417, 419, 421

Newell, Allen and Herbert A. Simon, 280, 292

Niche specialization, 39

Non-Value Adding, 41-42, 345-346

Notes and References, xiii-xviii, xli, 22-23, 25,

55, 57, 76-77, 107, 136-137, 160-161,

192-193, 229, 254, 267, 276, 282, 291,

293, 313, 319, 331,349, 351,356, 383,

423,445, 470-471,503, 505

O

Object Management Group (OMG), ii, xxxvi,

131,232, 254, 461

Ohno, Taiichi, 350

OID, 130

OMG, ii, xxii, 232, 237, 254, 292, 461-462,

513, 522-524

Ontology, 284, 522

OPD, 129

Operational Effectiveness, 43, 56, 125

Operational Excellence, 48

Operational Management, 48, 111,127, 130-

131

OPF, 129

OPM3, 127

OPP, 130

Opportunities and threats worksheet for

Ergonomic Systems, 394

Organizational Innovation and Deployment

Process, 130

Index 539

Organizational Process Definitions Process,

129

Organizational Process Focus Process, 129

Organizational Process Performance Process,

130

Organizational Training Process, 129

Organization Chart Describing the Reporting

Relationships of Unit Managers, 112

Organization Diagram, 68-70, 73-75, 83, 107,

167-169, 237, 239, 362, 399-400, 432,

435-437, 505

For a Specific Value Chain with Three Core

Processes Identified, 75

For Ergonomic Systems, 400, 435

Of a Company With Two Value Chains, 74

Showing the Major Processes in a Value

Chain, 83

That Emphasizes External Relationships,

69

With Some Key Stakeholder Relationships

Highlighted, 169

Organization Goals and Measures Worksheet,

362, 415

Organizational Project Management Maturity

Model (OPM3), 126

Organizations and Value Chains, xiv, 70-71, 73

Organizations as Systems, xiii, 2, 5

Organize Work, xvi, 299, 303

Organizing activities to accomplish those goals,

267

Other Approaches, xiv, 101, 103, 105

Other Diagrams, 176, 210, 439, 480

Other Frameworks, 106, 108, 431, 519

Other Process Change Work in the 1990s, xiii,

13,15

OT, 129

Output Problems, 212, 216, 305

Outsourcing, 21, 43, 55, 64, 71, 97, 122, 170,

172-173, 332

Overview of,

A Boeing Value Chain That Produces C-17

Aircraft for the U.S. Air Force,

151-152

A Boeing Value Chain That Produces C-17

Aircraft for the U.S. Air Force,

Decomposed Into Levels, 152

A Six Sigma Project, 325

Phase I of the Process Redesign

Methodology, 363

Phase 2 of the Process Redesign Effort,

367

Phase 3 of the Process Redesign Project,

372

Process redesign, 382

The BPTrends Enterprise Methodology,

28, 110

The Different Levels Of Process Analysis,

2OO

The Ergo Chair Order Fulfillment Process,

402

540 Index

The Generic Process Management Processes

and Subprocesses, 116

The Major Activities in Phase 4 of the

Redesign Effort, 376

The Techniques and Skills Required to

Successfully Undertake A Business

Process redesign project, 355

Owen, Martin, 471

P

partially completed Human Performance

Analysis worksheet for the Sales activity, 272

PBM, Process Redesign, Six Sigma, Lean, and

Balanced Scorecard, 188

PBMS, 186, 188, 191

PDL, 76

People Capability Maturity Model

(People-CMM), 267

Performance Design Lab (PDL), 76

Performance Framework (Modified After a

Figure in Rummier and Brache's Improving

Performance), 6

Petrozzo, Daniel P., and John C. Stepper, 383

Phases in a Six Sigma Improvement Project, xvi,

324-325

Plan and Manage Processes that are Associated

with the Execute Make Process, 103

Plan and Organize (PO), 133

Plan Work, xvi, 299-301,305

Planning and Resource Allocation Problems, 214

PMBOK, 126-127

PMI, 121,126-127, 137

PMI Project Management Maturity Model, 126

Porter, Michael E., xiii-xiv, xxi, 3-4, 7, 9, 23,

32-35, 37, 40-48, 52, 54, 56, 64, 72, 86,

124-125,494

Porter's Model of Competition, xiii, 34-35

Porter's Model of the Five Forces Driving

Industry Competition (After Porter,

Competitive Strategy), 34

Porter's Process for Defining a Company

Strategy (after Porter, Competitive

Strategy), 32

Porter's Strategic Themes, xiv, 45, 47

Porter's Theory of Competitive Advantage,

xiv, 40-41, 43

Potential Entrants, 36

PRG, 210, 229

Problems with,

Controls, 212, 218

Documentation, Manuals, etc., 220

Enablers, 212, 220

External Management Processes, 219-220

Logical Completeness, 213

Policies or Business Rules, 219

Process Analysis and Improvement Worksheet,

368, 4O6

Process Architecture and Organizational

Alignment, xiv

Process Architecture Diagram for Ergonomic

Index 541

Systems, 389

Process Architectures, xix-xx, xxvii, xxx, xxxv,

17, 19, 53, 84, 90, 165, 199, 430-431,442,

468, 476, 524

Process Automation, xxxvi-xxxvii, 8, 17-18, 55,

163,425,427, 431,519

Process Decision-Making, 213

Process Design or Redesign, xxxvi

Process Diagram, xvi, 80, 83, 209, 212, 214-

215,231,233,235-237, 239-242, 245,

247-250, 253, 259, 270, 276, 287, 297,

309, 336, 362, 364, 368, 373, 375,389,

401,404, 411-412, 432-433, 436-438,

440, 449, 452, 480, 482, 487, 507

Basics, xvi, 233, 235,237

Process Diagrammed in MEGA's MEGA 2005

Environment, 439

Process Flow and Day-to-Day Management

Problems, 212

Process Hierarchies, xiv, 80-81

Process Improvement, i, xvi, xix, xxv, xxviii-xxix,

xxxi, xxxiv-xxxvii, xxxix, 5, 8, 11, 13, 17-

18, 24, 55, 100, 128, 137-138, 166-167,

176, 178, 183, 185, 187-188,225,309,

313, 315, 317-318, 322-325,343, 346,

350, 361-362, 373, 407, 418,430-431,

442, 473-474, 480, 509, 521,524

Projects, xix, 11, 166, 176, 315, 318, 323,

431,442

With Six Sigma, xvi

Process Is the Key to Understanding an

Organization, 508

Process Kaizen, 343, 345-346

Process Level Business Process Standards, xviii,

519,521

Process Level Concerns, xv, xxvi, xxxvii-xxxviii

Process Levels and Levels of Analysis, xv, 199

Process Management, i-ii, ix-xi, xiv, xvi-xvii,

xix-xx, xxvi-xxvii, xxix-xxx, xxxvii-xl, 6,

17-19, 25, 28, 42, 60, 87-89, 94, 109,

114-119, 122-123, 127-131,133-136,

138, 157, 160-161,163-164, 174-180,

184, 187, 189-193, 196, 199, 212, 214,

216, 218, 220, 229, 232, 257, 288,295-

297, 299-300, 304, 313, 318, 343, 346,

354, 356, 360, 364, 369, 373-374, 377,

383, 413, 423, 425,447-449, 453, 461,

467, 470-471,497, 506, 509, 511,521-

522, 549

Process Managers, xx, xxxii, xxxix, 62-63, 80,

88, 113-114, 117-120, 123-124, 126, 128,

134-136, 139, 153, 158, 160, 174-175,

182, 193, 306, 315,341,358,360, 408,

422, 425,493, 495,497, 524

Process Measures Worksheet Is Used To Record

Specific Measures That Will Be Monitored,

307

Process Modeling Tools, xviii, xl, 232, 427-428,

432, 444-445,447, 468-469, 506, 522

Vs. B PMS Suites, xviii, 468

542 Index

Process Owners, 179-180, 182-189, 191,193

Process Redesign, xvii, xx, xxv-xxvi, xxix, xxxii,

xxxvi, xxxviii-xxxix, 7-9, 12-14, 17-18,

20, 23, 42, 55, 59, 68, 115, 163, 170, 173,

176-177, 188, 195-197, 206, 233, 274,

276, 288, 295,300, 303, 310, 312-313,

318, 343, 348, 351,353-363, 365-367,

369-373, 375,377-379, 381-383, 385,

398-401,407, 411,413, 421-423,428,

430-431,433,435,443,468-469, 484,

490, 494, 497, 503, 509, 511,521

Steering Team, 360

Team, 276, 295, 310, 356, 358, 361-362,

365-366, 371,373, 375,377, 399-401,

407, 435,443

Process Relationship Diagram, 364, 368

Process Renewal Group (PRG), 210, 229

Process Scoping Diagram with the Process Area

Filled In, 215

Process Simulation, 434, 440

Process that Interfaces with Two ERP

Applications, 487

Process Thinking, 75-76

Process/Function Role/Responsibility Worksheet,

420

Process/Knowledge Continuum, 277

Process/Responsibility Worksheets, 373

Process-Based Management (PBM), 179

Process-Based Management System (PBMS), 186

Process-Centric Organizations, 28, 53

Processes a B PM group might manage, 164

Processes, Packages and Best Practices, xviii,

474-475

Process-In-Scope Not Aligned to Organization or

Value Chain Strategy, 219

Process-oriented Management Structure, 170

Product Launch process, 248-250, 252-253

Product Leadership, 48-49

Professional BP Modeling Tool, xvii, 432-433

Professional Business Process Modeling Tools,

427

Project Facilitator, 356, 358, 360-362, 366, 428

Project Management, xxxiv, 111,121,126-127,

137, 207, 353, 356

Project Management Institute (PMI), 121,137

Project Plan, 357, 361-362, 365

Project Scoping Diagrams, 210, 221,225

Showing Both Processes in Scope and

their Associated Day-to-day

Management Processes, 215

With Problems Indicated and with a Bold

Line to Suggest Additional Processes

That Should be Included in the Scope

of the Project to Maximize the Odds of

a Successful Outcome, 224

With Some Controls and Enablers Defined,

223

With some Inputs and Outputs Shown,

218

Properties of a Standard Bell-shaped Curve, 320

Index 543

Provide B P Professional Training and Support

Process, 176

ProVision, 108, 435-443,445,459

ProVision Screen in which an Analyst

has Created an Organization Diagram of

Ergonomic Systems, 436

ProVision Screen Showing a Process

Diagram and a Window Opened in

which a Developer Can Record

Information about a Specific Process,

440

ProVision Screen Showing a Simulation

Being Run on a Part of the Ergonomic

Order Fulfillment As-Is process,

441

ProVision Screen Showing Grid with

Information on the Wait Time for each

Activity in the Simulation, 442

Putting It All Together, xv, 157

Q

Qualified Prospect, 263

Quality,

Assurance, 316

Control, 8, 17, 177, 217, 316-317, 319,

333, 341-342

of Output, 217

on Inputs, 217

of Input, 217

of Output, 217

R

Radar Diagram Comparing Two Products, 463

Ramias, Alan, xxii, 24, 349

Recruit, Train and Manage Business Process

Change Professionals, xv, 176

Redesign Business Process, xvii, xxv, xxix, xxxii,

xxxviii-xxxix, 9, 12-13, 17, 23, 170, 177,

288,295, 351,353, 355-358, 371,373,

383,398-399, 428,430-431,433, 435,

443, 484, 490, 511,521

Redesign, Improvement and Lean Six Sigma, xv,

225

Redesigning the New Order Process, xvii, 407,

409, 411,413,415,417, 419

Refining an Initial Process Description, xv, 209,

211,213, 215,217, 219, 221,223, 225

Refining the Management System, 412

Regulatory and Social Processes, 52

Relationships Between Causes, Problems, and

Consequences, 205

Repository, 165, 174, 177, 183, 186, 232, 284,

425,428, 432-433, 439-440, 468

Representing Management Processes, xvi, 297

Retail Car Sales Process in our Notation, 482

Risk Management and Compliance Issues, 286

Role of Information Technology in BPR, 11

Role/Responsibility worksheet, 373, 420

Roll-Out the New Order Process, xvii, 421

Roll-Out the Redesigned Process, xvii, 378-379

Rosen, Michael, xxii, 471

544 Index

Ross, Ronald G., 293

Pother, Mike and John Shook, 344, 351

Rule-Based Systems for the Capture of Expertise,

286

Rules Engine, 288,498

Rummier, Geary A., xxi, 291

Rummier, Geary, and Alan Brache, 23, 76, 160,

232, 237, 254

Rummler-Brache, 6-8, 11, 69, 76, 195,232,

312, 435,445, 513, 522

S

Sales Activities, 112, 237, 252, 264, 270-272,

289, 442, 492

SAP,

SAP Architecture, 478-479

SAP Business Architecture for Insurance

Companies, 479

SAP C-Business Map of an Internet-based

Auto Claims Process, 484

SAP Components Used to Implement the

Four Processes Under Service Assurance,

478

SAP Telecommunications Business

Architecture, 477

SAPIARIS Diagram of a New Car Sales Process,

481

SCC, 91-93, 95, 98-99, 101-102, 107, 126,

131-132, 161

SCOR Framework, 131-132

Scheer, A.-W., 503

Scheer, August-Wilhelm, 14, 24, 480, 503

SCOR, ii, xiv, xix, xxii, xxxvi, 20, 52, 80,

91-102, 106-107, 126, 131-133, 137,

153-154, 157-158, 161,203, 355,431,

434, 455, 519, 524

Framework, xxii, 80, 91, 101, 106, 126,

131-132, 153-154, 157, 455, 519

Performance Attributes and Level 1 Metrics,

95

Provides the Process Measures to Support

High-level Balanced Scorecard Measures,

158

Thread Diagram of a Simple Supply Chain

Process, 94

Thread Diagram Showing the Operational

and Management Processes in a Supply

Chain, 131

SCOR/DCOR/CCOR, 519

SCOR+, ii, xiv, xix, xxii, xxxvi, 20, 52, 80,

91-102, 106-107, 126, 131-133, 137,

153-154, 157-158, 161,203, 355,431,

434, 455, 519, 524

SCORcard with Actual and Benchmark Data,

and Some Guesses About the Value that

Might Be Achieved By Redesigning the

Supply Chain Being Analyzed, 96

SEI, xxxii-xxxv, 7, 126-127, 137, 175, 507, 520

CMMI Model, 126-127

Senge, Peter M., 2, 23, 77

Index 545

Senior Management Dashboard Developed in

IBM's WebSphere BPM Product, 457

Senior Management's Commitment, 178

Sequencing and Duplication Problems, 213

Service Oriented Architecture (SOA), xl, 448

Setting Goals and Establishing Rewards for

Managers, 125

SF Seafood's Food Service Process, 327

Silo Thinking, 7, 53, 65-66, 75, 113, 378

Silverstein, David, Neil DeCarlo, and Michael

Slocum, 351

Simple Activity and its Associated Management

Process, 257

Simple and Complex Processes, xv, 201

Simple Process Diagram, 240, 242

Simple Sales Cycle with Three Leading and One

Lagging Measure, 144

Six Sigma, i-iii, v, x, xiii, xv-xvi, xix-xx, xxii,

xxix, xxxvi, xxxix, 1, 8-9, 11, 17, 20, 24,

170, 173, 176, 187-188, 191,195,225,

231, 313, 315-328, 330-331,333, 335,

338-340, 342-343, 346-351,355,416,

418, 431,434, 505, 509, 521

Approach to Process Improvement, xvi,

322-323

Books, 318-319, 322-323, 330-331,343,

521

Concept, xvi, 319, 321

Movement, xiii, 8

Team, 231,321,326, 328, 331,335,

339-340, 350

Six Sigma/Lean, i, x, xv, 17, 188, 225,

342-343, 351,355, 521

Sketch of the Ergonomic Portal as Envisioned By

the Redesign Team, 409

Smith, Adam, 10, 24

Smith, Howard, and Peter Fingar, 19, 25,470

Smith, Ralph, 161

SOA, i, xviii, xl, 448,460-462, 471

Software Engineering, xxxii, 5, 15, 126-127,

175,210, 480, 520

Software Engineering Institute's (SEI), 126, 520

Software Requirements, 15, 374-375

Software Tools for Business Process Analysis and

Design, xvii

Some Considerations In Positioning a Company

or Product, 40

Some Key Ideas And Groups That Are Part of the

Business Process Management Movement,

18

Space of Possibilities Created by Crossing Levels

of Analysis with Process Complexity, 202

Spanyi, Andrew, xxii, 138

SPC, 8,317

Spitzer, Dean R., 160

Stakeholders, 31, 61, 64, 68, 74, 89, 168-169,

208-209, 216, 222, 356-357, 366

Standard for IT Support Processes, 522

Starting with a Vision and a Plan, 179

Statistical Process Control (SPC), 8, 317

546 Index

Steps, Tasks and Procedures, 80

Sterman, John D., 2, 23

Strategic Activity-System Map for Southwest

Airlines, 46

Strategic Position, 43, 45--47, 54-55

Strategies for Competing, xiv, 39

Strategy and Enterprise BPM, xiv, 62-63

Strategy, Value-Chains, and Competitive

Advantage, xiii

Subject Matter Experts, 184

Subprocess Inputs and Outputs, 213

Subprocess Measures, 213, 306, 345

Substitutes, 35

Success of the Transition to Process-Based

Management, 189

Suppliers, 15-16, 35-36, 39, 61, 67, 70, 87,

93-94, 97, 115, 169, 185, 192, 208, 217,

301,317, 327, 331,341,344, 361,392,

396-397, 410, 413, 457, 505, 511

Supply Chain, xiv, xxii, xxvi, xxxvi, 20, 48, 52,

63, 80-81, 85, 87, 91-96, 98-102, 107,

114, 126, 131-132, 137, 153-155, 157,

161,198, 203, 232, 278, 312, 341,396-

398,403,412, 431,434, 455,458--459,

483, 488-490, 519

Supply Chain Council (SCC), xxii, xxxvi, 20,

52, 80, 91, 95, 98, 107, 126, 131,137, 157,

161,434, 455, 519

SCOR Framework, 80, 91,455, 519

Supply Chain Process Redesign, xxvi

Swimlane Diagram with Management Processes

Listed at the Left, 298

Systematic, Top-down Approach to Business

Rules, 285

Systems and Processes, xiv, 75

Systems and Value Chains, xiii, 3, 5, 7, 66

Systems Thinking, 2, 23, 75-76

Systems View of an Organization, xiv, 66

Systems View of the SF Seafood Company,

67

T

Task Analysis, Knowledge Workers and Business

Rules, xvi

Taylor, Frederick W., 22, 349

TeleManagement Forum, 20, 103-104, 107-

108, 478

eTOM Framework, 103

eTOM Reference Architecture, 104

The BPTrends Redesign Methodology, xvii,

354-355

The Ergonomic Systems Case Study, xvii

Thread Diagram, 93-94, 131

Threats and opportunities facing Ergonomic

Systems, 393

Three Levels of a SCOR Architecture, 93

Three Types of Processes: Core, Management

and Support processes, 86

Timeliness of,

Inputs, 218

Index 547

Outputs, 217

To-Be process, xvi, 204, 227, 248-251,253,

371,373-375,377, 411-412, 438

Diagram, 248, 250, 373, 375, 411-412, 438

Diagram of Ergonomic Systems' Revised

Order Entry Process, 412

Diagram of the New Product Launch

Process, 250

Diagrammed by the Ergonomics Process

Design Team in ProVision, 438

Total Quality Management (TQM), x, xxxv, 8,

317

TQM, x, xxxv, 8, 317, 431

Traditional Organization Chart, 64-65, 75,493

Traditional View of an Organization's Structure,

xiv, 64-65

Treacy and Wiersema's Positioning Strategies, xiv,

47,49

Three Positioning Strategies, 49

Treacy, Michael and Fred Wiersema, 47, 57

TRIZ, xvii, 195,347-348, 351,373

Two Core Elements of a BPMS product, 450

Two Types of Management Processes: Those at

a Remove (Dark Gray) and Those Associated

With the Process-in-Scope (Light Gray),

296

Types Of Organizational Structure (Modified

From the Project Management Institute's

Classification of Five Organization Types),

121

U

UML Activity Diagrams, 195,232, 237, 435,

522

Understand the,

Enterprise, xiv, 64, 75

Redesign of the Order Process Project, xvii,

398-399

Understanding,

and Scoping Process Problems, xv

the Enterprise, xiv, 60, 64

the Project, xvii, 361,363, 399

Use Case Models, 377

Use of Business Process Software Tools, 443

Using BPMS to Improve ERP Installations,

xviii, 490-491,493

Using Tools to Maintain Architectures,

442

V

Value Chain, 2-4, 9, 27-28, 41-43, 52-53, 56,

61, 66, 70-76, 79-88, 91-92, 101-103,

105-106, 112, 117-122, 124-125, 135-

136, 139-141,150-153, 157, 159, 169,

174, 180, 199, 213, 219, 231,235,323,

327, 343-344, 356, 364, 385,397-399,

415,420, 494, 519, 524

Value Chain Council's VRM framework, 102

Value Chains and Process Standardization, xv,

123, 125

Value Nets, 55-56

548 Index

Value Proposition, 37, 41, 48, 451

Value Reference Model (VRM), 101

Value Stream, 73, 304, 343, 345

Value-Chain Council (VCC), 101

Value-enabling, 41

Value-stream Map, 343-344

Variety of Business Process Tools, xvii, 429, 431

Variety of Options, xiii, xxxv

Variety of Solutions, xiii, xxxvi

VCC, 101-102

VRM, xxii, 101-102, 106-107, 153, 519, 524

VRM approach, 101, 107

W

Webb, Michael J., 350

What Commitment Has Your Company Made?,

xxviii

What Does a BPM Group Do?, xv, 164

What Drives Business Process Change?, xiii,

20-21

What Features Might a BPM Suite Include?,

xvii, 453

What Is a Process?, xv, 198

What is Business Process Management?, xxix

What Is Management?, xiv, 110-111, 113, 115,

117

What Is Measurement?, xv, 140

White, Stephen, xxii, 254, 470

Who Makes It All Happen?, xvii, 359

Why Have a Methodology?, xvii, 357

Why Use Business Process Software?, xvii, 427

Womack, James P. and Daniel T. Jones, 342, 351

Woods, Dan and Jeffrey Word, 504

Workflow Diagram with a Business Rule That

Defines a Decision Diamond, 287

Workflow Engine, 488,498

Workflow Models, 254, 377

Workflow Systems, xxix, xxxvi, 13-14, 19, 24,

346, 447-449, 459, 488, 523

Worldow Tools, xxxvi, 427, 432, 447, 468

Worksheet With Information Gathered About

the Deliver Pizza process, 223

Worksheets for the development of an initial

process change project business case, 228

Worthen, Ben, 504

X

XPDL, 523

Z

zur Muehlen, Michael, 471

About the Author

Paul Harmon is a Co-Founder, Executive Editor and Senior Market Ana-

lyst at Business Process Trends~www.bptrends.com~the most trusted and

accessed source of information and analysis on trends, directions and best

practices in business process management.

He is also a Co-Founder, ChiefMethodologist and Principal Consultant of

BPTrends Associates, a professional services company providing executive education,

training and consulting services for organizations interested in understanding and

implementing business process management. His business process work dates back to the late 60s when he worked with Geary

Rummler managing the overall development and delivery of performance improve-

ment programs. He has worked on major process change programs at Bank of Amer-

ica, Wells Fargo, Prudential and Citibank, to name a few.

Paul is authored or co-authored over twelve books and is the co-author and edi-

tor of the BPTrends Product Reports, the most widely read reports available on BPM

software products. He is an acknowledged BPM thought leader and noted consul-

tant, educator, author and market analyst concerned with applying new technologies

and methodologies to real-world business problems. He is a widely respected keynote

speaker and has developed and delivered executive seminars, workshops, briefings

and keynote addresses on all aspects of BPM to conferences and major organizations

throughout the world.

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