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Handbook on Business Process Management - Jan vom Brocke


Year 2015

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Part I IntroductionWhat is Business Process Management?1 The Origins of BPM2 The Process Management Cycle3 The Payoffs of Process Management4 The Enablers of Process5 BPM Capability for Process6 The Principles of Process Management7 The EPM as a Management Tool and BPMS8 The Frontiers of BPMReferencesProcess Management for Knowledge Work1 Introduction2 Improving Knowledge Work Through Process Management3 Processes and Knowledge Work Segments4 Knowledge Creation, Distribution, and Application4.1 Creation4.2 Distribution4.3 Application5 Process Versus Practice in Knowledge Work6 Types of Process Interventions6.1 Process Improvement Approaches for Knowledge Work6.2 Agile Methods6.3 Measurement6.4 Positive Deviance6.5 Knowledge Management-Based Interventions6.6 Outsourcing Knowledge Work7 SummaryReferencesThe Scope and Evolution of Business Process Management1 Introduction2 The Three Business Process Traditions3 The Work SimplificationIndustrial EngineeringQuality Control Tradition3.1 TQM, Lean and Six Sigma3.2 Capability Maturity Model4 The Management Tradition4.1 Geary Rummler4.2 Michael Porter4.3 Balanced Scorecard4.4 Business Process Reengineering5 The Information Technology Tradition5.1 Business Process Reengineering5.2 Enterprise Resource Planning Applications5.3 CASE and Process Modeling Tools5.4 Expert Systems and Business Rules5.5 Process and the Interface Between Business and IT6 Business Process Change Today and Tomorrow7 Enterprise Level Initiatives7.1 Business Architecture7.2 Value Chains and Value Networks7.3 Business Process Frameworks7.4 Roger Burlton, Process Scope, and Value Chain Diagrams7.5 Process Maturity Models7.6 Integrated Process Measurement Systems7.7 Managing Culture Change and Organizational Transformations8 Process Level Initiatives8.1 The Emphasis on Innovation8.2 Analyzing and Modeling Complex Processes9 Implementation Level Initiatives9.1 Business Process Management Systems (BPMS)9.2 Standards and Certification9.3 Other Implementation Concerns10 Towards a Comprehensive BPMReferencesA Framework for Defining and Designing the Structure of Work1 Introduction2 The Value Creation Hierarchy2.1 Enterprise Level2.2 Value Creation Level2.3 Processing Sub-Systems Level2.4 Process Level2.5 Subprocess/Task/Subtask Level3 Business Architecture3.1 Super-System Map3.2 Cross-Functional Value Creation System Map3.3 Business Process Architecture Framework3.4 BPA Detail Chart3.5 Cross-Functional Business Process Map3.6 Subprocess Maps4 Value Creation Management System5 Management System Architecture5.1 Measures Chain5.2 Performance Trackers5.3 Troubleshooting Logic Diagrams5.4 Management Calendar5.5 Management Domain Matrix5.6 Meeting Agendas6 Bridge to Enabling Architectures6.1 Technology Performance Architecture6.2 Human Performance Architecture7 The Complete VCAReferencesThe Six Core Elements of Business Process Management1 Why Looking for BPM Core Elements?2 How to Identify Core Elements of BPM?3 Introducing the Six Core Elements of BPM3.1 Overview3.2 Strategic Alignment3.3 Governance3.4 Methods3.5 Information Technology3.6 People3.7 Culture4 Conclusion and OutlookReferencesPart II MethodsSix Sigma and Business Process Management1 Introduction1.1 Six Sigma1.2 Process Management2 Service Desk Process and Problem Analysis2.1 Process Map2.2 Process Elaboration2.3 Remove Waste via Value Added Analysis (VAA)2.4 Process Cleaning2.5 Process Greening3 Process Redesign4 Discussion5 ConclusionReferencesBusiness Process Model Abstraction1 Introduction2 Process Model Abstraction Scenarios3 Abstraction Slider4 Process Model Transformation4.1 Elimination Versus Aggregation4.2 Transformation Requirements4.3 Transformation Rules5 Case Study6 Related Work7 ConclusionsReferencesBusiness Process Quality Management1 Introduction2 The Power of Process Modeling3 The Purpose of a Framework4 The SIQ Framework4.1 The Center4.2 The Wall of Checking4.3 The Wall of Ensuring5 Related Work6 ConclusionReferencesSemantic Business Process Modelling and Analysis1 Introduction2 Semantic Analysis of BPMos2.1 Semantic Issues in Automated Business Process Analysis2.2 Semantic Analysis Conflicts3 The Semantic Building Block-Based Approach3.1 Alternative Approaches for the Semantic Analysis of BPMos3.2 Characteristics of the Semantic Building Block-Based Approach3.3 Conflict Handling with Semantic Building Blocks4 Evaluation of the Semantic Building Block-Based Approach4.1 Applicability of Semantic Building Block-Based Languages4.2 Adequacy of the Analysis4.3 Automation of the Analysis5 Applying the PICTURE-Language: The Case of a German State Government5.1 Procedure Model for PICTURE Projects5.2 Guiding the Introduction of a New IT System with an in Depth Business Process Analysis Using the PICTURELanguage6 Summary and OutlookReferencesBPMN 2.0 for Modeling Business Processes1 Introduction2 Business Process Modeling with BPMN2.1 Background on BPMN 2.02.2 BPMN Language Constructs and Properties3 Evaluations of BPMN3.1 Ontological Analysis Using the Bunge–Wand–Weber Framework3.2 The Workflow Patterns Framework3.3 SEQUAL3.4 Combined Semiotic, Ontological, and Workflow Patterns Evaluation3.5 Formal Analysis Using Petri Nets3.6 Semi-Structured Interviews of BPMN Users3.7 Case Study of BPMN in Practice3.8 Statistical Analysis of BPMN Models3.9 Evaluation of New Diagrams in BPMN 2.03.10 Evaluation of BPMN Modeling Tools4 Summary of the Evaluations4.1 Domain Appropriateness4.2 Comprehensibility Appropriateness4.3 Modeler Appropriateness4.4 Participant Appropriateness4.5 Tool Appropriateness4.6 Organizational Appropriateness5 BPMN Extensions5.1 Checking Semantic Correctness Using Petri Nets5.2 Modeling of Task-Based Authorization Constraints in BPMN5.3 Combined User-Interface and Process Modeling5.4 Integrating Goal and Process Modelling5.5 BPMN and Enterprise Modeling6 Discussion and Implications for PracticeReferencesLifecycle Management of Business Process Variants1 Introduction2 Dealing with Process Variants in Existing BPM Tools3 Requirements4 The Provop Approach4.1 Modeling4.2 Variant Configuration4.3 Deployment and Execution4.4 Maintenance and Optimization4.5 Proof-of-Concept Implementation5 Comparing Provop with Other Process Configuration Approaches6 Further Issues and Related Work7 Summary and OutlookReferencesProcess Choreography Modelling1 Introduction2 Choreography Modelling Developments Through Process Languages3 Choreography Modelling at High-Level Process Analysis3.1 Functional Scoping3.2 Stepwise Refinement3.3 Conversation Semantics4 Illustrative Modeling Proposals4.1 Functional Scoping4.2 Stepwise Refinement and Conversation Semantics4.3 Detecting Errors in Conversations5 ConclusionReferencesCollaborative Process Modeling and Design: The Intersport Case Study1 Introduction2 Process Modeling and Strategic Alignment2.1 Collaborative Process Modeling for Strategic Alignment2.2 Collaborative Process Modeling in Business Process Design2.3 Alignment Dimensions of Collaborative Business Process Design3 Designing Business Processes in a Retail Chain3.1 The Change Project at Intersport3.2 The Work Process in the Process Design Project at Intersport3.3 Using Different Process Models4 Discussion: Designing Business Processes for the “Future” Through Collaborative Modelling4.1 Process Modelling as a Design Process4.2 Design Guidelines Applied on Process Design4.3 Strategic Alignment of Process Models4.4 A Co-Design Approach to Collaborative Process Modeling5 ConclusionsReferencesRecommendation-Based Business Processes Design1 Introduction2 Survey of Recommender Systems3 Influence Factors on the Design of Process Models4 Integration of Design Influence Factors into the Recommendation-Based Editor5 Reference of the Recommendation-Based Modeling Support System to Common Recommender Systems6 Additional Feature: Progress Measurement7 Usefulness of a Recommendation Editor8 ConclusionReferencesBusiness Process Simulation Survival Guide1 Introduction2 Traditional Approach to Business Process Simulation2.1 Simulation Models2.2 Life-Cycle of BPM and Simulation Projects3 Sampling from Distributions3.1 Pseudo-Random Numbers3.2 Example Probability Distributions4 Processing the Results5 Pitfalls to Avoid5.1 General Risks5.2 Specific Risks6 Advanced Simulation7 ConclusionReferencesBPM Tool Selection: The Case of the Queensland Court of Justice1 Introduction and Background1.1 Business Process Modeling1.2 Tools That Support the Activity of Business Process Modeling1.3 Issues Choosing an Appropriate BPM Tool2 Introducing the Case Organization3 The Tool Selection Process3.1 Setting Requirements and Criteria3.2 Identification of Candidate Tools3.3 Tool Analysis and Results3.4 Discussion on Findings3.5 Deriving Recommendations4 Lessons Learnt5 ConclusionReferencesAdditional Sources Used to Evaluate the ToolsImplementing Six Sigma for Improving Business Processes at an Automotive Bank1 Introduction2 Six Sigma Quality Management and Quality Techniques2.1 Six Sigma Basics2.2 Definition of Concepts2.3 Related Work3 Development of the Approach for Selecting and Integrating Quality Techniques3.1 Classifying Approaches for Quality Techniques3.2 Selection Criteria for Quality Techniques3.3 Requirements on the Integration of Quality Techniques3.4 Summary of the 3-Step Approach4 Application of the Developed Approach at an Automotive Bank4.1 Classification of Quality Techniques at the Automotive Bank4.2 Selection of the Classified Quality Techniques at the Automotive Bank4.3 Integration of the Selected Quality Techniques at the Automotive Bank4.4 Benefits of the 3-Step Approach5 Lessons Learnt6 ConclusionsReferencesPart III Information TechnologyThe Role of Information Technology in Business Process Management1 Introduction2 ICT Capabilities3 The Role of Information in Business Processes4 ICT Capabilities and Process Information Types4.1 Information Management with IT4.2 Information Processing with IT4.3 Communication with IT5 Relationships Between Different Types of IT Support6 Practical and Research Implications7 ConclusionsReferencesIn-Memory Data and Process Management1 Introduction2 In Memory Data Management: A Game Changer for Enterprise Applications2.1 Real-Time Information Access2.2 Unlock Untapped Data Sources for Analytics2.3 Simplify Enterprise IT Architectures3 Technical Foundations of In-Memory Data Management3.1 Holding the Entire Dataset in Memory3.2 Locality Is King: Storing Data in Columns3.3 Increasing Information Density by Compression3.4 Insert-Only Strategies3.5 Putting it All Together: SanssouciDB – A Blueprint for an In-Memory Database4 In-Memory Data Management in Action4.1 Risk-Free Transition to In-Memory Data Management4.2 Innovative Enterprise Applications on In-Memory DatabasesReferencesBusiness Process Management and the Social Enterprise1 Introduction2 Drivers for Social BPM2.1 The Change in User Expectations2.2 The Trend Towards Collaboration2.3 Lack of Agility in BPMS Implementations3 The Impact of Enterprise Social Software on BPM3.1 Social and Cultural Impacts3.2 Technological Impacts3.3 Economic Impacts3.4 Barriers to Adoption4 Expectations of Future Innovations and Impacts5 ConclusionReferencesWorkflow Management1 Introduction1.1 An Introductory Example2 Workflow Patterns3 Languages3.1 BPMN and BPEL3.2 YAWL and Its Formal Foundation4 Before Deployment4.1 Verification4.2 Simulation4.3 Configuration5 Dealing with Change5.1 Dynamic Workflow5.2 Exception Handling6 Beyond Enactment6.1 Monitoring and Escalation6.2 Process Mining7 A Sample System: The YAWL Environment7.1 Architecture7.2 Design Time7.3 Runtime8 A Case Study: YAWL4Film8.1 Process Model8.2 User Interface9 OutlookReferencesA Framework for Resource-Based Workflow Management1 Introduction2 Background2.1 Resource Dependencies2.2 Resource Taxonomy3 Proposed Approach for Designing Resource-Driven Workflows3.1 Task Analysis3.2 Data Dependencies4 A General Architecture for a Resource-Driven Workflow4.1 A Prototype for a Resource-Driven Workflow System4.2 Handling Exceptions by Task Deferral5 A Comparison of Two Approaches6 Discussion7 ConclusionsReferencesBPM Meets SOA: A New Era in Business Design1 Introduction2 BPM and SOA Today2.1 Conventional BPM2.2 Conventional SOA2.3 BPM with SOA3 Next Generation Enterprise Architecture3.1 Next Generation BPM3.2 Next Generation SOA3.3 Next Generation Business Modeling4 Next Generation Business Management4.1 Matrix Organization4.2 Enterprise Optimization4.3 Enterprise Agility4.4 Advent of the Collaborative Enterprise5 ConclusionReferencesFrom Business Process Models to Service Interfaces1 Introduction2 Service-Oriented Architectures2.1 Service-Oriented Architecture Principles2.2 Types of Services2.3 Relating Business Processes and Services: Choreography and Orchestration2.4 Methods for Service Identification and Design3 Process-Driven Service Identification and Design3.1 Processes and Services3.2 Service Identification and Design Method4 Languages and Technology for Service-Enabled Processes5 ConclusionReferencesIntegrated Business Process and Service Management1 Introduction2 The Basic Concept3 The Link to Service Orientation4 What Are the Services that Are Aligned with Business and Technical BPM Processes?5 Implementing from the Technical Level6 The BPM to SOA Implementation Process7 Review and Analysis8 ConclusionsReferencesBusiness Process Management Standards1 Introduction2 Workflow Management Coalition3 Some Influential Standards of the Past3.1 Graph-Based Approach3.2 Operatoror Calculus-Based Approach3.3 Running Sample3.4 FDL3.5 WSFL3.6 XLANG3.7 XPDL4 BPEL4.1 BPEL4People5 Choreography6 BPMN7 Refined View on the WfMC Reference Model8 ConclusionReferencesThe UN/CEFACT Modeling Methodology UMM 2.0: Choreographing Business Document Exchanges1 Introduction2 Related Work3 UN/CEFACT's Modeling Methodology 2.03.1 Business Requirements View3.2 Business Choreography View3.3 Business Information View4 ConclusionReferences
 
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