Linked e-resources
Details
Table of Contents
Foreword to the 2nd Edition; Foreword to the 1st Edition; How to Read this Handbook; Contents; Part I: Strategic Alignment; Strategic Alignment Maturity; 1 Introduction; 2 Why Alignment Is Important; 3 Strategic Alignment Maturity; 4 The Six Strategic Alignment Maturity Criteria; 4.1 Communications; 4.2 Competency/Value Measurements; 4.3 Governance; 4.4 Partnership; 4.5 Scope and Architecture; 4.6 Skills; 4.7 Results by Geography and Industry; 5 Levels of Strategic Alignment Maturity; 5.1 Level 1: Initial/Ad Hoc Process; 5.2 Level 2: Committed Process; 5.3 Level 3: Established Focused Process.
5.4 Level 4: Improved/Managed Process5.5 Level 5: Optimized Process; 6 Assessing Strategic Alignment Maturity; 7 Strategic Alignment as a Process; 8 Strategic Alignment Maturity and Business Performance; 9 Conclusions; 10 Epilogue; References; Delivering Business Strategy Through Process Management; 1 Introduction; 2 Lost in Translation; 2.1 Today ́s Reality; 2.2 The Outside-in Perspective: The One That Counts; 2.3 Methodology Implications; 3 An Integrative Model from Drivers Through Aligned Capability; 3.1 Understand Enterprise Context (Methodology 1); 3.1.1 Purpose of the Activity.
3.1.2 Strategic Concepts3.1.3 Scope of the Strategic Models; 3.1.4 External Assessments; 3.1.5 Strategic Analysis of External Assessments; Business Scenario Analysis; Value Proposition; Balanced Scorecard; 3.1.6 Documenting the Strategic Intent; 3.2 Determine Stakeholder Relationships; 3.2.1 Purpose of the Activity; 3.2.2 The Stakeholder Business Context; 3.2.3 Stakeholder Relationship Analysis; 3.2.4 Stakeholder Expectations and Goals; 3.2.5 Measurement of Relationship Performance; 3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success.
3.3 Consolidate Strategic Criteria3.3.1 Purpose of the Activity; 3.4 Model Enterprise Processes (Methodology 2); 3.4.1 Purpose of the Activity; 3.4.2 Lifecycle Approach to Building the Architecture; 3.4.3 Reference Frameworks Approach to Building the Architecture; Generic Enterprise Models; Industry-Specific Models; Domain-Specific Models; Process, Lifecycle and Value Chain Models; 3.4.4 Architecture Consolidation; 3.5 Define Performance Measures (Methodology 3); 3.5.1 Purpose of the Activity; Top Down and Horizontal Perspectives; 3.6 Establish Process Governance (Methodology 4).
3.6.1 Purpose of the Activity3.6.2 Motivation Alignment and Stewardship Support; 3.7 Manage Enterprise Processes (Methodology 6); 3.7.1 Purpose of the Activity; 3.7.2 Matrix Alignment Approach; The Process/Strategic Intent Matrix; The Process Performance Gap Matrix; Pain and Gain; 3.7.3 Establish Enterprise Transformation Portfolio; 3.8 Align Process Capabilities (Methodology 5); 3.8.1 Purpose of the Activity; 4 Conclusion; References; Management of Process Excellence; 1 Management of Process Excellence (MPE) Requirements and Approach; 2 Innovation: Key Target of MPE.
5.4 Level 4: Improved/Managed Process5.5 Level 5: Optimized Process; 6 Assessing Strategic Alignment Maturity; 7 Strategic Alignment as a Process; 8 Strategic Alignment Maturity and Business Performance; 9 Conclusions; 10 Epilogue; References; Delivering Business Strategy Through Process Management; 1 Introduction; 2 Lost in Translation; 2.1 Today ́s Reality; 2.2 The Outside-in Perspective: The One That Counts; 2.3 Methodology Implications; 3 An Integrative Model from Drivers Through Aligned Capability; 3.1 Understand Enterprise Context (Methodology 1); 3.1.1 Purpose of the Activity.
3.1.2 Strategic Concepts3.1.3 Scope of the Strategic Models; 3.1.4 External Assessments; 3.1.5 Strategic Analysis of External Assessments; Business Scenario Analysis; Value Proposition; Balanced Scorecard; 3.1.6 Documenting the Strategic Intent; 3.2 Determine Stakeholder Relationships; 3.2.1 Purpose of the Activity; 3.2.2 The Stakeholder Business Context; 3.2.3 Stakeholder Relationship Analysis; 3.2.4 Stakeholder Expectations and Goals; 3.2.5 Measurement of Relationship Performance; 3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success.
3.3 Consolidate Strategic Criteria3.3.1 Purpose of the Activity; 3.4 Model Enterprise Processes (Methodology 2); 3.4.1 Purpose of the Activity; 3.4.2 Lifecycle Approach to Building the Architecture; 3.4.3 Reference Frameworks Approach to Building the Architecture; Generic Enterprise Models; Industry-Specific Models; Domain-Specific Models; Process, Lifecycle and Value Chain Models; 3.4.4 Architecture Consolidation; 3.5 Define Performance Measures (Methodology 3); 3.5.1 Purpose of the Activity; Top Down and Horizontal Perspectives; 3.6 Establish Process Governance (Methodology 4).
3.6.1 Purpose of the Activity3.6.2 Motivation Alignment and Stewardship Support; 3.7 Manage Enterprise Processes (Methodology 6); 3.7.1 Purpose of the Activity; 3.7.2 Matrix Alignment Approach; The Process/Strategic Intent Matrix; The Process Performance Gap Matrix; Pain and Gain; 3.7.3 Establish Enterprise Transformation Portfolio; 3.8 Align Process Capabilities (Methodology 5); 3.8.1 Purpose of the Activity; 4 Conclusion; References; Management of Process Excellence; 1 Management of Process Excellence (MPE) Requirements and Approach; 2 Innovation: Key Target of MPE.