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Business Process Management: The Third Wave Paperback – October 15, 2006


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Product Details

  • Paperback: 312 pages
  • Publisher: Meghan Kiffer Pr (October 15, 2006)
  • Language: English
  • ISBN-10: 0929652347
  • ISBN-13: 978-0929652344
  • Product Dimensions: 0.8 x 5.8 x 8.8 inches
  • Shipping Weight: 15.2 ounces (View shipping rates and policies)
  • Average Customer Review: 3.9 out of 5 stars  See all reviews (27 customer reviews)
  • Amazon Best Sellers Rank: #330,483 in Books (See Top 100 in Books)

Editorial Reviews

From Publishers Weekly

Corporate re-engineering was a hot trend in the early 1990s, when businesses started streamlining to save money and "downsizing" came into vogue. Now it's economic uncertainty all over again, and managers are looking to shave costs while still dominating their sectors-and Smith and Fingar want to give them the management tools to achieve that. The authors, both IT experts, insist their management theory and practice will guide business leaders through the next 50 years. While many companies are savaging their tech budgets to survive, for instance, Smith and Fingar hold up General Electric as a current ideal; the company has actually boosted its information technology dollars, as it sees the next wave of business automation as full of promise. While heavy on corporate bafflegab, this book does break down how companies can boost productivity, discover savings and thrive in a harsh business environment.
Copyright 2003 Reed Business Information, Inc. --This text refers to an out of print or unavailable edition of this title.

From the Publisher

The first limited distribution edition of this groundbreaking book was published in September 2002, and subsequently designed for "fast track" reads by either business or technology readers. The business impact is covered in the first 197 pages. Ten years ago, Computer Sciences Corporation's James Champy co-authored the New York Times best seller, Reengineering the Corporation, that set the world alight with over 2,000,000 copies in print. But that was last decade. Ten years on, Computer Sciences Corporation's Howard Smith, has co-authored the book that reinvents reengineering and sets the business agenda for the decade ahead. --This text refers to an out of print or unavailable edition of this title.

Customer Reviews

I first came across this book as an excerpt in Darwin Magazine.
"vincebecker"
Six Sigma, Process calculi, BPML, Pi-Calculus, etc. - each of these subjects could be a book in it's own right!
Steven D. Olson
If you're a believer, though, it does little to put you on the path to salvation.
Jason Ambrose

Most Helpful Customer Reviews

106 of 117 people found the following review helpful By Jason Ambrose on September 5, 2003
Format: Hardcover
I got about 100 pages into this book and checked the cover to see if I was reading an L. Ron Hubbard book. There was a lot of trumpeting of the party line "The third wave of BPM is not a fantasy ... or hype. For BPM, like other true breakthroughs, is based in the mathematics ... as opposed to static relational data". Praise the Lord, I'm saved!
There's only one chapter on implementation, and even that provides very generalized guidelines - start small, prove the concept, pat yourself on the back in these ways. Admittedly the audience is so general as to set the lowest common denominator pretty low, but the argument is pretty simple: the old way of provisioning services in IT is restrictive and inefficient. If that's the case, could we not expect to see a glimpse of the new IT business processes that support a BPM management model and encourage its adoption?
If you need to be convinced that managing your environment to your business processes is a good idea, this book delivers that message loud and clear. If you're a believer, though, it does little to put you on the path to salvation.
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23 of 26 people found the following review helpful By Prof David T Wright on June 20, 2003
Format: Hardcover
...
Aimed at university students, those in business and industry, as well as consulting firms, �Business Process Management� (BPM) provides answers to achieving operations excellence based upon the best from engineering, computer science and executive management/consulting/practice.
The entertaining and confidently written, content-rich, adequately illustrated, balanced (business: IT) chapters span:
>The next 50 years- forecasting and inevitable uptake of business process management;
>A walk over the hill- taking a helicopter view of functional IT stovepipes shackling business;
>Enterprise business processes- current status, many processes, collaboration, excellence, user-led demand;
>Business process management- lessons learned, from modeling to management;
>Reegineering reengineering- critique of the past (including Davenport, Hammer/Champy);
>Business process outsourcing- new ways to outsource;
>Management theory, ROI and beyond- six sigma, change as a process;
>Tomorrows interview in BPM3.0 magazine- converting the jargon into digestible meaningful chunks; and
>An appendix containing- the language of process; BPM systems; theoretical foundations of BPM; lessons learned from early adopters; and a new MBA curriculum.
Book Strengths:
>condensed review/viewpoint of literally 100s of major transformation approaches over last 2 decades
>endorsed by credible organizations including BPML.org and WfMC
>harsh yet (often) justified criticism of IT industry, and the usefulness of their products in enabling competitive advantage
>BPM based upon main open standards approaches (BPML, UML, SCOR, XML, webservices etc.
Read more ›
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26 of 30 people found the following review helpful By Frank Debenham on July 11, 2003
Format: Hardcover
OK, here's the story on this one: Some obscure mathematician (Milner) has found a way to model the real world by unifying computer algorithms and communications protocols and this has been picked up by an equally obscure open source community (exolab) which founded a standards group (BPMI.org) and tech company (Intalio) who are building a new class of enterprise system (BPMS) which the book claims will be as important as databases. (you see, I can do research) The book, by CSC Index, the reengineering company, claims some new benefits for this process based approach to building business systems. At this point you might have decided not to buy this book. You'd be wrong. What the book describes is one of the most fascinating Biz-Tech new ideas this reader has ever encountered, period. And from the endorsements in the frontis, it looks like this might be a major trend. My best line from the book .... "As Walt Disney once said, objecting to a proposed sequel to his Three Little Pigs cartoon, "You can't top pigs with pigs" In the world of business, stacking a thousand doghouses one atop the other to build a skyscraper is a great proposition for doghouse vendors, but not for future occupants. Skyscrapers need an architecture of their own -- their own paradigm, not a sequel to the doghouse paradigm" Read and enjoy.
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17 of 19 people found the following review helpful By Celia Redmore on January 19, 2003
Format: Hardcover
"Business Process Management - the third wave" is aimed at experienced business leaders scouting the economic horizon. The book is buzzword heavy and assumes a great deal of prior knowledge. Terms like lambda calculus, process calculi, PKI, six sigma and BPML are scattered throughout and not generally explained. The authors make a rather poor attempt at explaining Business Process Modeling Language (BPML), which lies at the heart of BPM (BPML is similar in format to XML and generates flowcharts), but otherwise you're on your own.
The overall tone of the book is abrasive. Smith and Fingar rail against "technology gods" and "cast in concrete" data stovepipes. They lament the disruptive and "painful reengineering" second wave advocated by their former colleague, James Champy. They see the main differentiator of BPM as being its ability to connect outwards to partner businesses.
What Smith and Fingar hope to achieve with business process engineering is to cut IT entirely out of the business change loop. They envisage being able to completely describe all business processes in BPML diagrams - down to the "Coke" machine's inputs (coins) and outputs (cans of soda). This way, business managers need never deal with IT folk again, and they can outsource entire processes by exposing the relevant sections of BPML to subcontractors.
It's truly hard to tell from the book how much of this is blue sky and how much is part of the trend already underway. Either way it behooves anyone who might be in a position to benefit from BPM -- or to get trampled by the BPM steamroller -- to familiarize themselves with the subject.
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