Strategic Planning

Workflow Modeling: Tools for Process Improvement and by Alec Sharp, Patrick McDermott

By Alec Sharp, Patrick McDermott

Ultimately - here is the long-awaited, widely revised and elevated version of the acclaimed and bestselling booklet, "Workflow Modeling". This completely up-to-date source presents confirmed suggestions for selecting, modeling, and remodeling enterprise approaches, and explaining tips to enforce workflow development, this ebook is helping execs outline standards for structures improvement or platforms acquisition. by means of displaying the best way to construct visible versions for illustrating workflow, the publication is helping practitioners investigate their present enterprise strategies and spot the place approach development and platforms improvement can ensue. best writer Alec Sharp is an across the world famous specialist in company procedure administration and is in excessive call for as a speaker and seminar chief within the box.

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Workflow Modeling: Tools for Process Improvement and Application Development, 2nd Edition

Eventually - here is the long-awaited, greatly revised and elevated variation of the acclaimed and bestselling booklet, "Workflow Modeling". This completely up-to-date source offers confirmed options for picking out, modeling, and remodeling enterprise strategies, and explaining the way to enforce workflow development, this ebook is helping execs outline standards for structures improvement or structures acquisition.

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Additional resources for Workflow Modeling: Tools for Process Improvement and Application Development, 2nd Edition

Sample text

It seemed like a great idea at the time, but, in most cases, didn’t work out very well. The new structures were hard to manage and inefficient in sharing skilled resources. Worst of all, skill levels in functional specialties declined. More recently, there is general awareness that functional specialties are a great way to develop high levels of skill in a pool of resources that can be used efficiently across multiple processes. The processes, of course, must be designed to flow smoothly through the functions and focus effort around the end result.

Michael Hammer, though, performed the invaluable service of identifying the approach, describing it, and, possibly most important, giving it a great name—business process reengineering. That name instantly appealed to the frustrated engineer in many of us. The credit given to Hammer seems to drive some observers crazy, because they feel that Porter, Deming, Rummler and Brache, and others deserve wider recognition for their contributions in the area. This is true, but it was Hammer who moved the concept of “reengineering end-to-end cross-functional business processes” into the limelight.

They can also be explicitly aligned with enterprise goals, which are not necessarily pure efficiency but might instead be flexibility or innovation. • There is much greater overall efficiency through streamlined flow and elimination of unnecessary, redundant, or counterproductive work. • Functionally specialized organizations and individuals provide high levels of expertise, but with their efforts aligned with the goals of the business processes they participate in. • We’ve moved away from excessively narrow job definitions, so jobs tend to be richer and more satisfying.

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