: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers Review

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: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers ReviewRalph Smith says that his intention in writing this book as to "provide some common sense thoughts and implementation tips for process management and the balanced scorecard". He has done this, and done it very well. This book is packed with good practical suggestions about how to efficiently and effectively populate a Strategy Map. The link between process and strategy, ie between Business Process Management and the Balanced Scorecard (and Strategy Map), is also well made. In my own consulting work I have found that Strategy Maps can be an important key to process-based management. The Process perspective of the Strategy Map can be a portal into the processes of an organisation - both figuratively and, given the right modelling tool, literally. I would have liked to see more about how to first determine what are the core and supporting processes of an organisation; building a high level process model is a necessary step before you begin to analyse the processes. Smith's focus on the near forensic understanding of the context of a process is important and useful analysis techniques are described. Too often we leap in to modify (improve?) processes without knowing anything like enough about them. If you have an interest in finding out more about getting organisations to engage with process-based management, you need to read this book.: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers Overview

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Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement Review

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Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement ReviewI found that the title was a little bit misleading as well. The word "workbook" led me to believe that there would be examples, exercises and forms to work from. Instead, the entire book is broken down into tiny sections that only DESCRIBE how or why a particular analysis or technique should be performed.
Some of the information is purely common sense, and yet you are forced to read through a dry, overanalyzed, high-level description of it. For example, under the Project Documentation section, an explanation reads: "Communication. With the documentation, all those who were involved with the project can be informed about the development of the project from beginning to end." (Do you really need a book to tell you this?)
Some good suggestions and a few good examples do exist, but you must wade through time-wasting, frustrating, non-informative text before getting to them.
I think this book was nothing more than an ego booster and moneymaking scheme for a few E&Y consultants.Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement Overview

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