Abstract
When introducing process management into a company, it is important to keep in mind the organization’s pre-existing mission/vision and strategy (see top part of Figure 2.3). At times, however, it can be necessary to revise/reconfigure the business strategy (in terms of competitive priorities and action levers), while taking into account the strengths and weaknesses of the company and the opportunities or threats in the market (S.W.O.T. analysis) (Paragraph 7.1).
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Bibliography
Bartezzaghi E., Spina G., Verganti R., Nuovi modelli d’impresa e tecnologie d’integrazione, Franco Angeli, Milano, 1994 (in italian)
Bhatt G. D., “An Empirical Examination of the Effects of Information Systems Integration on Business Process Improvement”, International Journal of Operations & Production Management, vol. 20, no 11, pg. 1331–1359, 2000
Davenport T. H., Short J. E., “The New Industrial Engineering: Information Technology and Business Process Re design”, Sloan Management Review, pg. 11–27, summer 1990
Davenport T. H., Process Innovation: Reengineering Work through Information Technology, Harvard Business School Press, Boston, MA, 1993
Earl M., Khan B., “How New Is Business Process Redesign”, European Management Journal, vol. 12, no 1, pg. 20–30, march 1994
Gilbreath R. D., Winning at Project Management, John Wiley & Sons, New York, 1986
Hammer M., Stanton S., “How Process Enterprises Really Work”, Harvard Business Review, pg. 108–116, nov./dec. 1999
IBM, Business Systems Planning, guide GE 20-0527-1, 1975
Koestler A., The Ghost in the Machine, Hutchinson & Co., London, 1967
Malone T. W. and other 11 authors, “Tools for Inventing Organizations: Toward a Handbook of Organizational Processes”, Management Science, vol. 45, no 3, pg. 425–443, march 1999
Mandelbrot B. B., The Fractal Geometry of Nature, W. H. Freeman, San Francisco, 1982
Marchand D. A., Kettinger W J., Rollins J. D., “Information Orientation: People, Technology and the Bottom Line”, Sloan Management Review, pg. 69–80, summer 2000
Ould M., Business Processes, John Wiley & Sons, Chichester, UK, 1995
Porter M. E., Competitive Advantage: Creating and Substaining Superior Performance, The Free Press, New York, 1985
Ross D. T., “Structurée Analysis: A Language for Communicating Ideas”, IEEE Transactions on Software Engineering, vol. 15, no 1, 1977
Rummler G., Brache A., Improving Performance: How to Manage the White Space on the Organizational Chart, Jossey-Bass Publ., San Francisco, 1990
Scheer A. W., Abolhassan F., Jost W., Kirchmer M. (eds.), Business Process Change Management: ARIS in Practice, Springer & Verlag, Berlin, 2003
Scott-Morton M.S. (ed.), The Corporation of 1990s, Oxford University Press, New York, 1991
Rights and permissions
Copyright information
© 2004 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Tonchia, S. (2004). Methodology for Process Management Design & Implementation. In: Process Management for the Extended Enterprise. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-17051-5_3
Download citation
DOI: https://doi.org/10.1007/978-3-642-17051-5_3
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-62082-9
Online ISBN: 978-3-642-17051-5
eBook Packages: Springer Book Archive