Successful Business Process Management: What You Need to Know to Get Results

Successful Business Process Management: What You Need to Know to Get Results

Successful Business Process Management: What You Need to Know to Get Results

Successful Business Process Management: What You Need to Know to Get Results


Companies--especially more complex organizations--require standard, documented processes and procedures to achieve high levels of quality and productivity. Too few, and inefficiency ensues; too many, and creativity is stifled.

Yet it can be difficult to find training on process improvement--and the range of complicated tools available could make even the most experienced professional's head spin. Successful Business Process Management fills the gap, providing a succinct, accessible overview of the field. Step-by-step instructions explain how to:

● Overcome resistance and apathy to standard procedures

● Take a systematic rather than ad hoc approach to process management

● Design key processes and capture them in documented procedures

● Revise existing processes when feasible

● Roll out the changes so people know what to do

● Embed them in the organization for reliable outcomes

Process management serves as a structural framework for streamlining activities and creating smooth workflows. Get it right--neither overly rigid nor under developed--and an outflow of continuous improvements will drive long-term success.


Before we plunge into the details of business process management, it will be useful to begin with a description of what Successful Business Process Management is, why I wrote it, who it is written for, and how it is structured, because for this book to be helpful, it has to be a discussion. You need to bring your own opinions and experiences, together with an understanding of your business and company culture. In order to make processes and procedures work for your company, you need to tailor them to fit, because there is no magic bullet and no one-size-fits-all approach.

There are tools and methods that are applicable in many cases, but you’ll need to use your own judgment: You can drive a nail with the end of a screwdriver, but it’s not an efficient way to work and someone is likely to get hurt along the way. A similar thing can happen if you try to use the wrong tools to create process solutions that don’t fit your problems. For this reason, I’m going to avoid jargon and managementspeak in favor of plain language and simple ideas that can be adapted to provide the value you need.


In the chapters that follow, I discuss the basic principles of good processes, starting with fundamental ideas. I explain how a process system works (and how to create and maintain one), how to document standard processes so you have something your process users can read and follow, and how to put that documented process in place as a standard way of working that will remain effective over time. I also provide methods that will enable you to use your own work experience to un-

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