Today, more and more organisations are recognising the opportunities that web technology can offer. They are using internet capability to extend their business processes beyond the traditional boundaries of their companies. By utilising internet standards, services and applications, organisations are removing manual activity from their business processes, and are directly linking with their customers, suppliers and their partners, wherever they are. The resultant integration of the business community is transforming the structure and the culture of organisations, particularly in non-core areas such as finance.
Business Process Management: Integration in a web-enabled environment
provides you with a practical briefing and explains what a web-enabled organisation looks like and what is required to build and manage the necessary end-to-end processes. Discussing both the technology and the new practices, it offers practical guidance on how to analyse your existing business processes, how to re-engineer them and successful implementation, as well as the role of finance. Essential reading for senior executives, this briefing will give you a thorough understanding of the opportunities and benefits, explaining how web-enabled business processes can transform the way your organisation operates.
Fully illustrated with leading edge examples from Cisco and Dell, plus original case studies including e-procurement at Unilever and successful ERP implementation at RNLI.
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Verlagsort
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Pearson Education Limited
Zielgruppe
Maße
Höhe: 297 mm
Breite: 210 mm
Dicke: 22 mm
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ISBN-13
978-0-273-66108-5 (9780273661085)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
PART ONE: THE STRATEGIC BENEFITS OF COLLABORATIVE, WEB-ENABLED BUSINESS PROCESS MANAGEMENT
1.The strategic benefit of business community integration
The beginnings of collaborative commerce
The virtual organization
Partnerships
End-to-end business process management
2. E-business strategy
The web enabled organization
The public sector
Measurement of value and return on investment
Outsourcing and application service providers
PART TWO: TECHNOLOGICAL, FINANCIAL, LEGAL AND RISK MANAGEMENT CONSIDERATIONS
3. Web-enabling technology
The Internet and the Web
Intranets and extranets
Internet standards and protocols
Web services
Enterprise application integration
Data storage
4. Mobile and wireless technology
Introduction
Broadband (high-speed packet-based wireless)
Voice over packet networks
General packet radio service
Wireless application protocol
Messaging
5. Electronic invoicing and payments
Introduction
Electronic data interchange
Electronic invoice presentment and payment
E-treasury
Electronic bill presentment and payment
6. Statutory and risk management considerations
Introduction
Dynamic security policy
Physical and technical security tools
Industry standards
Statutory considerations
PART THREE:END-TO-END BUSINESS PROCESSES
7. Enterprise resource planning
Introduction
ERP has facilitated process management
Drivers for implementing ERP
Advantages of ERP
Problems encountered with ERP
ERP in the twenty-first century
Service process optimization
Electronic document management
8. Business to employee
Human resource management
E-recruitment
E-learning
Information management delivering business intelligence
Data quality and compatibility
Content management systems
Enterprise portals
9. Supply/demand chain management
Introduction
Supply/demand chain strategy
E-manufacturing
Front-end systems
Logistics
E-tailing
Consumer marketplaces
10. E-procurement
Introduction
Procurement models
E-marketplaces
Open standards
11. Customer relationship management and e-marketing
Introduction
Customer relationship management
CRM automation
Key benefits of CRM
Pointers to CRM success
E-marketing
PART FOUR: HOW TO ANALYSE, RE-ENGINEER AND MANAGE BUSINESS PROCESSES
12. Business process analysis
Introduction
Activity/process analysis methodology
Collection of activity/process information
Steps in building a process model
13. Activity/process-based costing
Introduction
Research
Signs of the need to review the costing system
How ABC differs from traditional costing
Choice of drivers
ABC example
Customer profitability
Process-based modelling
14. Business process performance improvement
Introduction
Activity classification
Activity-based cost management
Removal of constraints
Business process re-engineering
15. Change management
Introduction
Achieving successful change
How not to do it
Qualities of a change agent
16. Business process performance management
Introduction
Process-based budgeting
Objectives and responsibilities
Balanced performance measures and targets
