Business Processes for Business Communities: Modeling Languages, Methods, Tools

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The book defines a sequence of activities which finally leads to the creation of a complete business process model. The Horus Method, incidentally, is not bound to the use of the Horus software tools. It can be used with other tools or, if necessary, be used even without tool support. Important application fields of business process engineering are described, where the spectrum ranges from business process reengineering to the development and implementation of information systems. The book concludes with an outlook on the future of business process engineering and highlights current research activities in the area.

Product details Format Hardback pages Dimensions x x Back cover copy After a brief introduction to the topic of business process modeling, the book offers a quick-start into model-based business process engineering. Table of contents Introduction. He is responsible for corporate and product strategies and manages the core operating business. As Executive Consultant, he advises international clients in strategy development and business reengineering. His research interests include conceptual as well as application-oriented problems concerning databases, information systems, process modeling, and various forms of Web 2.

His research interests are in the field of business process engineering and information systems development. In this role, he is responsible for international customer projects implementing Oracle Applications and Oracle BPM solutions. He also advises large and medium-sized enterprises in the creation of comprehensive business process management systems and in IT strategy and architecture issues. Rating details. Book ratings by Goodreads.

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Goodreads is the world's largest site for readers with over 50 million reviews. Processes are the structure by which an organization does what is necessary to produce value for its customers. This definition contains certain characteristics a process must possess. These characteristics are achieved by a focus on the business logic of the process how work is done , instead of taking a product perspective what is done. Following Davenport's definition of a process we can conclude that a process must have clearly defined boundaries, input and output, that it consists of smaller parts, activities, which are ordered in time and space, that there must be a receiver of the process outcome- a customer - and that the transformation taking place within the process must add customer value.

They define a process as:. Most processes Some processes result in a product or service that is received by an organization's external customer. We call these primary processes. Other processes produce products that are invisible to the external customer but essential to the effective management of the business.

We call these support processes. In this sense, Rummler and Brache's definition follows Porter's value chain model, which also builds on a division of primary and secondary activities. According to Rummler and Brache, a typical characteristic of a successful process-based organization is the absence of secondary activities in the primary value flow that is created in the customer oriented primary processes.

The characteristic of processes as spanning the white space on the organization chart indicates that processes are embedded in some form of organizational structure. Also, a process can be cross-functional, i.

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Johansson et al. Ideally, the transformation that occurs in the process should add value to the input and create an output that is more useful and effective to the recipient either upstream or downstream. This definition also emphasizes the constitution of links between activities and the transformation that takes place within the process. Summarizing the four definitions above, we can compile the following list of characteristics for a business process:. Frequently, identifying a process owner , i.

BPM Techniques and Tools: A Quick Tour of the BPM Lifecycle

Sometimes the process owner is the same person who is performing the process. Workflow is the procedural movement of information, material, and tasks from one participant to another. A single workflow may either be sequential, with each step contingent upon completion of the previous one, or parallel, with multiple steps occurring simultaneously. Multiple combinations of single workflows may be connected to achieve a resulting overall process. Business process re-engineering BPR was originally conceptualized by Hammer and Davenport as a means to improve organizational effectiveness and productivity.

It consisted of starting from a blank slate and completely recreating major business processes as well as the use of information technology for significant performance improvement. The term unfortunately became associated with corporate "downsizing" in the mids. Though the term has been used contextually to mixed effect, " business process management " BPM can generally be defined as a discipline involving a combination of a wide variety of business activity flows e.

Knowledge management is the definition of the knowledge that employees and systems use to perform their functions and maintaining it in a format that can be accessed by others.

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The Duhon and the Gartner Group have defined it as "a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers.

Total quality management TQM emerged in the early s as organizations sought to improve the quality of their products and services. It was followed by the Six Sigma methodology in the mids, first introduced by Motorola. Six Sigma consists of statistical methods to improve business processes and thus reduce defects in outputs.

The "lean approach" to quality management was introduced by the Toyota Motor Company in the s and focused on customer needs and reduction of wastage. Advances in information technology over the years, have changed business processes within and between business enterprises.


  1. Business Process Modelling?
  2. Advances in the Study of Siouan Languages and Linguistics.
  3. What is Business Process Management?.
  4. On Pietersen?

In the s, operating systems had limited functionality, and any workflow management systems that were in use were tailor-made for the specific organization. The ss saw the development of data-driven approaches, as data storage and retrieval technologies improved. Data modeling rather than process modeling was the starting point for building an information system. Business processes had to adapt to information technology because process modeling was neglected. The shift towards process-oriented management occurred in the s.

The world of e-business created a need to automate business processes across organizations, which in turn raised the need for standardized protocols and web services composition languages that can be understood across the industry. The most recent trends in BPM are influenced by the emergence of cloud technology , the prevalence of social media , mobile technology, and the development of analytical techniques.

Cloud-based technologies allow companies to purchase resources quickly and as required independent of their location. Social media, websites and smart phones are the newest channels through which organizations reach and support their customers. The abundance of customer data collected through these channels as well as through call center interactions, emails, voice calls, and customer surveys has led to a huge growth in data analytics which in turn is utilized for performance management and improving the ways in which the company services its customers.

Business processes comprise a set of sequential sub-processes or tasks with alternative paths, depending on certain conditions as applicable, performed to achieve a given objective or produce given outputs.

Business Process Modeling

Each process has one or more needed inputs. The inputs and outputs may be received from, or sent to other business processes, other organizational units , or internal or external stakeholders. In general, the various tasks of a business process can be performed in one of two ways: [1]. Typically, some process tasks will be manual, while some will be computer-based, and these tasks may be sequenced in many ways.

In other words, the data and information that are being handled through the process may pass through manual or computer tasks in any given order. There is a cascading effect of improvements made at a higher level on those made at a lower level. For example, if a recommendation to replace a given policy with a better one is made with proper justification and accepted in principle by business process owners, then corresponding changes in the consequent processes and procedures will follow naturally in order to enable implementation of the policies.

Business processes must include up-to-date and accurate reports to ensure effective action. There are numerous examples of this in every possible business process. Another example from production is the process of analysis of line rejections occurring on the shop floor. This process should include systematic periodical analysis of rejections by reason, and present the results in a suitable information report that pinpoints the major reasons, and trends in these reasons, for management to take corrective actions to control rejections and keep them within acceptable limits.

Such a process of analysis and summarisation of line rejection events is clearly superior to a process which merely inquires into each individual rejection as it occurs. Business process owners and operatives should realise that process improvement often occurs with introduction of appropriate transaction, operational, highlight, exception or M.

Business Processes for Business Communities, Modeling Languages, Methods, Tools - Dimensions

With this understanding would hopefully come the willingness to invest time and other resources in business process improvement by introduction of useful and relevant reporting systems. The span of control is the number of subordinates a supervisor manages within a structural organization. Introducing a business process concept has a considerable impact on the structural elements of the organization and thus also on the span of control.

Large organizations that are not organized as markets need to be organized in smaller units — departments — which can be defined according to different principles. Information management , and the organization infrastructure strategies related to it, are a theoretical cornerstone of the business process concept, requiring "a framework for measuring the level of IT support for business processes. From Wikipedia, the free encyclopedia.

Not to be confused with Business strategy. Management accounting Financial accounting Financial audit. Business entities. Corporate group Conglomerate company Holding company Cooperative Corporation Joint-stock company Limited liability company Partnership Privately held company Sole proprietorship State-owned enterprise.

Corporate governance.



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