TABLE OF CONTENTS This second edition, within eighteen months of the first publication and after three reprints, highlights the fact that the demand for pragmatic Business Process Management books is growing and that there has been considerable progress in the development of the subject matter.
In other words, Business Process Management (BPM) is coming of age:
No longer is BPM an academic exercise with interesting but unproven theories
No longer is BPM seen as just relabelling of the disastrous Business Process Reengineering
No longer is BPM positioned as just an automated silver bullet to solve all problems instantly.
We have been told that our book has been successful because it is a pragmatic, step-by-step set of guidelines that allows the reader to build internal organization capability for process improvement and the completion of repeatable successful BPM projects.
We see the following trends emerging and/or strengthening within the business process management environment:
BPM focuses on Business Performance Management
Executive management will give more and more attention to the business processes within their organization and especially the outcomes of these processes, which of course is the processes performance. With the increasing demand to continue to improve, performance organizations have exhausted the low hanging fruit. Blindly cutting staff numbers across the organization is no longer possible without seriously affecting the performance and compliance of the organization, as many organizations have already cut to the bone . Thus, organizations need to manage performance: cost and benefits, as well as increasing market share through...
