This book addresses the need for a better understanding of the design, implementation and improvement of process management. It presents and organizes concepts and problems in the field of process management, and indicates supporting tools assigned to each of the four basic stages of the process life cycle (modeling, implementation, verification and perfection). By comparing non-economic and economic organisations, the authors demonstrate that a uniform approach to process management (one that does not take into account the specifics of an organizations goals) is ineffective; instead, process management needs to account for the individuality of an organisation. This book will appeal to researchers studying process and organizational excellence.

Organisations face many challenges, which induce them to perform better, and thus to establish mature (or excellent) business processes. As they now face globalisation, higher competitiveness, demanding customers, growing IT possibilities, compliancy rules etc., business process maturity models (BPMMs) have been introduced to help organisations gradually assess and improve their business processes (e.g. CMMI or OMG-BPMM). In fact, there are now so many BPMMs to choose from that organisations risk selecting one that does not fit their needs or one of substandard quality. This book presents a study that distinguishes process management from process orientation so as to arrive at a common understanding. It also includes a classification study to identify the capability areas and maturity types of 69 existing BPMMs, in order to strengthen the basis of available BPMMs. Lastly it presents a selection study to identify criteria for choosing one BPMM from the broad selection, which produced a free online selection tool, BPMM Smart-Selector.

Business Process Management, a huge bestseller, has helped thousands of leaders and BPM practitioners successfully implement BPM projects, enabling them to add measurable value to their organizations. The book’s runaway success can be attributed partly to its overview of all major useful frameworks (such as LEAN and Six Sigma) without over-investment in one over another, and a unique emphasis on BPM’s interrelationship with organizational management, culture and leadership—BPM is about people as much as processes. Its common-sense approach teaches how BPM must be well-integrated across an entire business if it’s to be successful: augmented and aligned with other management disciplines. This highly anticipated third edition brings Jeston and Nelis’ practicable frameworks and solutions up-to-date with the latest developments in BPM, including the application of the frameworks to value-driven BPM. This thoroughly revised and updated new edition includes: • Enhanced pedagogy to help students learn and tutors use the book for their classes: now includes learning outcomes, chapter topics, learning objectives, highlighted key points, chapter summaries, critical discussion points and self-test questions • New and revised case studies throughout • New chapters on questions that have become more crucial since the second edition’s publication: How should we start—top-down or bottom-up? Should we be customercentric? How does BPM link to today’s most pertinent management and technology issues? What are the critical success factors? • Due to popular demand, a new and expanded section on IT in BPM • A brand new companion website including slides and assignment answers!

Assisting organizations in improving their project management processes, the Project Management Maturity Model defines the industry standard for measuring project management maturity.Project Management Maturity Model, Second Edition provides a roadmap showing organizations how to move to higher levels of organizational behavior, improving

A second edition provides tools for organizations to measure their maturity against a comprehensive set of best practices, providing updated coverage of current PMI standards, guidelines for promoting smoother transitions and strategies for eliminating redundancy.

This textbook is a systematic guide to the steps in setting up a Capability Maturity Model Integration (CMMI) improvement initiative. Readers will learn the project management practices necessary to deliver high-quality software solutions to the customer on time and on budget. The text also highlights how software process improvement can achieve specific business goals to provide a tangible return on investment. Topics and features: supplies review questions, summaries and key topics for each chapter, as well as a glossary of acronyms; describes the CMMI model thoroughly, detailing the five maturity levels; provides a broad overview of software engineering; reviews the activities and teams required to set up a CMMI improvement initiative; examines in detail the implementation of CMMI in a typical organization at each of the maturity levels; investigates the various tools that support organizations in improving their software engineering maturity; discusses the SCAMPI appraisal methodology.