1;Foreword;82;How to Read this Handbook;123;Contents;144;Contributors;185;Part I;225.1;Strategic Alignment;225.2;Delivering Business Strategy Through Process Management;255.2.1;1 Introduction;225.2.2;2 Lost in Translation;265.2.2.1;2.1 Today´s Reality;265.2.2.2;2.2 The Outside-in Perspective: The One that Counts;275.2.2.3;2.3 Methodology Implications;285.2.3;3 An Integrative Model from Drivers Through Aligned Capability;305.2.3.1;3.1 Validate Strategic Direction (Methodology 1.1);325.2.3.1.1;3.1.1 Purpose of the Activity;325.2.3.1.2;3.1.2 Strategic Concepts;325.2.3.1.3;3.1.3 Scope of the Strategic Models;345.2.3.1.4;3.1.4 External Assessments;345.2.3.1.5;3.1.5 Strategic Analysis of External Assessments;355.2.3.1.5.1;Business Scenario Analysis;355.2.3.1.5.2;Value Proposition;355.2.3.1.5.3;Balanced Scorecard;365.2.3.1.6;3.1.6 Documenting the Strategic Intent;365.2.3.2;3.2 Determine Stakeholder Relationships (Methodology 1.2);375.2.3.2.1;3.2.1 Purpose of the Activity;375.2.3.2.2;3.2.2 The Stakeholder Business Context;385.2.3.2.3;3.2.3 Stakeholder Relationship Analysis;395.2.3.2.4;3.2.4 Stakeholder Expectations and Goals;395.2.3.2.5;3.2.5 Measurement of Relationship Performance;405.2.3.2.6;3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success;405.2.3.3;3.3 Consolidate Strategic Criteria (Methodology 1.3);415.2.3.3.1;3.3.1 Purpose of the Activity;415.2.3.4;3.4 Architect Business Processes (Methodology 2.1);415.2.3.4.1;3.4.1 Purpose of the Activity;415.2.3.4.2;3.4.2 Lifecycle Approach to Building the Architecture;435.2.3.4.3;3.4.3 Reference Frameworks Approach to Building the Architecture;445.2.3.4.3.1;Generic Enterprise Models;445.2.3.4.3.2;Industry-Specific Models;455.2.3.4.3.3;Domain-Specific Models;455.2.3.4.3.4;Process, Lifecycle, and Value Chain Models;455.2.3.4.4;3.4.4 Architecture Consolidation;465.2.3.5;3.5 Identify Measures of Performance (Methodology 2.2);465.2.3.5.1;3.5.1 Purpose of the Activity;465.2.3.5.1.1;Top Down and Horizontal Perspectives;475.2.3.6;3.6 Align Process Governance (Methodology 2.3);485.2.3.6.1;3.6.1 Purpose of the Activity;485.2.3.6.2;3.6.2 Motivation Alignment and Stewardship Support;515.2.3.7;3.7 Prioritize Processes (Methodology 2.4);515.2.3.7.1;3.7.1 Purpose of the Activity;515.2.3.7.2;3.7.2 Matrix Alignment Approach;525.2.3.7.2.1;The Process/Stakeholder Value Matrix;525.2.3.7.2.2;The Process/Stakeholder Performance Gap Matrix;525.2.3.7.2.3;Pain and Gain;535.2.3.8;3.8 Align Process Capabilities (Methodology 2.5);545.2.3.8.1;3.8.1 Purpose of the Activity;545.2.3.9;3.9 Establish Enterprise Transformation Portfolio (Methodology 2.6);555.2.3.9.1;3.9.1 Purpose of the Activity;555.2.4;4 Conclusion;555.2.5;References;565.3;Management of Process Excellence;585.3.1;1 Management of Process Excellence (MPE) Requirements and Approach;585.3.2;2 Innovation: Key Target of MPE;635.3.3;3 Information Technology Enabling the Execution of MPE;665.3.4;4 Business Process Governance for MPE;705.3.5;References;745.4;Process Capital as Strategic Success Factor:The Lufthansa Example;765.4.1;1 Processes as Intangible Assets (``Process Capital´´);765.4.2;2 The Correlation Between Strategy and Process Capital;795.4.2.1;2.1 Overview;795.4.2.2;2.2 Core Competencies in Process Capital;805.4.2.3;2.3 Strategy Implementation Using Process Capital;815.4.3;3 Process Capital Management;835.4.3.1;3.1 Overview;835.4.3.2;3.2 Anchoring Process Capitals in the Strategy;845.4.3.3;3.3 Building up Process Capital;855.4.3.4;3.4 Managing Process Capital;865.4.4;4 Case Study: Lufthansa AG;875.4.4.1;4.1 Example of Lufthansa´s Process Capital;875.4.4.2;4.2 Strategy Implementation at Lufthansa Based on Process Capital;885.4.4.2.1;4.2.1 Passenger Handling;895.4.4.2.2;4.2.2 In-Flight Service;895.4.4.2.3;4.2.3 Operations;895.4.5;5 Summary and Outlook;905.4.6;References;905.5;Process Classification Frameworks;925.5.1;1 Introduction;925