Efnisyfirlit

• Foreword
• Preface
• Contents
• List of Figures
• List of Tables
• List of Acronyms
• 1 Introduction to Business Process Management
• 1.1 Processes Everywhere
• 1.2 Ingredients of a Business Process
• 1.3 Origins and History of BPM
• 1.3.1 The Functional Organization
• 1.3.2 The Birth of Process Thinking
• 1.3.3 The Rise and Fall of BPR
• 1.4 The BPM Lifecycle
• 1.5 Recap
• 1.6 Solutions to Exercises
• 1.7 Further Exercises
• 1.8 Further Readings
• 2 Process Identification
• 2.1 The Context of Process Identification
• 2.2 Definition of the Process Architecture
• 2.2.1 Process Categories
• 2.2.2 Relationships Between Processes
• 2.2.3 Reuse of Reference Models
• 2.2.4 Process Landscape Model
• 2.2.5 The Example of SAP’s Process Architecture
• 2.3 Process Selection
• 2.3.1 Selection Criteria
• 2.3.2 Process Performance Measures
• 2.3.3 Process Portfolio
• 2.4 Recap
• 2.5 Solutions to Exercises
• 2.6 Further Exercises
• 2.7 Further Readings
• 3 Essential Process Modeling
• 3.1 First Steps with BPMN
• 3.2 Branching and Merging
• 3.2.1 Exclusive Decisions
• 3.2.2 Parallel Execution
• 3.2.3 Inclusive Decisions
• 3.2.4 Rework and Repetition
• 3.3 Business Objects
• 3.4 Resources
• 3.5 Process Decomposition
• 3.6 Process Model Reuse
• 3.7 Recap
• 3.8 Solutions to Exercises
• 3.9 Further Exercises
• 3.10 Further Readings
• 4 Advanced Process Modeling
• 4.1 More on Rework and Repetition
• 4.1.1 Parallel Repetition
• 4.1.2 Uncontrolled Repetition
• 4.2 Handling Events
• 4.2.1 Message Events
• 4.2.2 Temporal Events
• 4.2.3 Racing Events
• 4.3 Handling Exceptions
• 4.3.1 Process Abortion
• 4.3.2 Internal Exceptions
• 4.3.3 External Exceptions
• 4.3.4 Activity Timeouts
• 4.3.5 Non-Interrupting Events and Complex Exceptions
• 4.3.6 Event Sub-processes
• 4.3.7 Activity Compensation
• 4.3.8 Summary
• 4.4 Processes and Business Rules
• 4.5 Recap
• 4.6 Solutions to Exercises
• 4.7 Further Exercises
• 4.8 Further Readings
• 5 Process Discovery
• 5.1 The Setting of Process Discovery
• 5.1.1 Process Analyst Versus Domain Expert
• 5.1.2 Three Process Discovery Challenges
• 5.2 Process Discovery Methods
• 5.2.1 Evidence-Based Discovery
• 5.2.2 Interview-Based Discovery
• 5.2.3 Workshop-Based Discovery
• 5.2.4 Strengths and Weaknesses
• 5.3 Process Modeling Method
• 5.3.1 Step 1: Identify the Process Boundaries
• 5.3.2 Step 2: Identify Activities and Events
• 5.3.3 Step 3: Identify Resources and Their Handoffs
• 5.3.4 Step 4: Identify the Control Flow
• 5.3.5 Step 5: Identify Additional Elements
• 5.3.6 Summary
• 5.4 Process Model Quality Assurance
• 5.4.1 Syntactic Quality and Verification
• 5.4.2 Semantic Quality and Validation
• 5.4.3 Pragmatic Quality and Certification
• 5.4.4 Modeling Guidelines and Conventions
• 5.5 Recap
• 5.6 Solutions to Exercises
• 5.7 Further Exercises
• 5.8 Further Readings
• 6 Qualitative Process Analysis
• 6.1 Value-Added Analysis
• 6.2 Waste Analysis
• 6.2.1 Move
• 6.2.2 Hold
• 6.2.3 Overdo
• 6.3 Stakeholder Analysis and Issue Documentation
• 6.3.1 Stakeholder Analysis
• 6.3.2 Issue Register
• 6.3.3 Pareto Analysis and PICK Charts
• 6.4 Root Cause Analysis
• 6.4.1 Cause-Effect Diagrams
• 6.4.2 Why-Why Diagrams
• 6.5 Recap
• 6.6 Solutions to Exercises
• 6.7 Further Exercises
• 6.8 Further Readings
• 7 Quantitative Process Analysis
• 7.1 Flow Analysis
• 7.1.1 Calculating Cycle Time Using Flow Analysis
• 7.1.2 Cycle Time Efficiency
• 7.1.3 Critical Path Method
• 7.1.4 Little’s Law
• 7.1.5 Capacity and Bottlenecks
• 7.1.6 Flow Analysis for Cost
• 7.1.7 Limitations of Flow Analysis
• 7.2 Queues
• 7.2.1 Basics of Queueing Theory
• 7.2.2 M/M/1 and M/M/c Models
• 7.2.3 Limitations of Basic Queueing Theory
• 7.3 Simulation
• 7.3.1 Anatomy of a Process Simulation
• 7.3.2 Input for Process Simulation
• 7.3.3 Simulation Tools
• 7.3.4 A Word of Caution
• 7.4 Recap
• 7.5 Solutions to Exercises
• 7.6 Further Exercises
• 7.7 Further Readings
• 8 Process Redesign
• 8.1 The Essence of Process Redesign
• 8.1.1 Product Versus Process Innovation
• 8.1.2 Redesign Concepts
• 8.1.3 The Devil’s Quadrangle
• 8.1.4 Approaches to Redesign
• 8.1.5 The Redesign Orbit
• 8.2 Transactional Methods
• 8.2.1 Overview of Transactional Methods
• 8.2.2 7FE
• 8.2.3 Heuristic Process Redesign
• Redesign Heuristics
• 8.3 Transformational Methods
• 8.3.1 Overview of Transformational Methods
• 8.3.2 Business Process Reengineering
• 8.3.3 Product-Based Design
• The Product Data Model
• Deriving a Process
• 8.4 Recap
• 8.5 Solutions to Exercises
• 8.6 Further Exercises
• 8.7 Further Readings
• 9 Process-Aware Information Systems
• 9.1 Types of Process-Aware Information Systems
• 9.1.1 Domain-Specific Process-Aware Information Systems
• 9.1.2 Business Process Management Systems
• 9.1.3 Architecture of a BPMS
• 9.1.4 The Case of ACNS
• 9.2 Advantages of Introducing a BPMS
• 9.2.1 Workload Reduction
• 9.2.2 Flexible System Integration
• 9.2.3 Execution Transparency
• 9.2.4 Rule Enforcement
• 9.3 Challenges of Introducing a BPMS
• 9.3.1 Technical Challenges
• 9.3.2 Organizational Challenges
• 9.4 Recap
• 9.5 Solutions to Exercises
• 9.6 Further Exercises
• 9.7 Further Readings
• 10 Process Implementation with Executable Models
• 10.1 Identify the Automation Boundaries
• 10.2 Review Manual Tasks
• 10.3 Complete the Process Model
• 10.4 Bring the Process Model to an Adequate Granularity Level
• 10.4.1 Task Decomposition
• 10.4.2 Decomposition of Ad Hoc Sub-Processes with CMMN
• 10.4.3 Task Aggregation
• 10.5 Specify Execution Properties
• 10.5.1 Variables, Messages, Signals, Errors, and Their Data Types
• 10.5.2 Data Mappings
• 10.5.3 Service Tasks
• 10.5.4 Send and Receive Tasks, Message and Signal Events
• 10.5.5 Script Tasks
• 10.5.6 User Tasks
• 10.5.7 Task, Event, and Sequence Flow Expressions
• 10.5.8 Implementing Rules with DMN
• 10.5.9 Other BPMS-Specific Properties
• 10.6 The Last Mile
• 10.7 Recap
• 10.8 Solutions to Exercises
• 10.9 Further Exercises
• 10.10 Further Readings
• 11 Process Monitoring
• 11.1 The Context of Process Monitoring
• 11.2 Process Performance Dashboards
• 11.2.1 Operational Dashboards
• 11.2.2 Tactical Dashboards
• 11.2.3 Strategic Dashboards
• 11.2.4 Tools for Dashboard Creation
• 11.3 Introduction to Process Mining
• 11.3.1 Process Mining Techniques
• 11.3.2 Event Logs
• 11.4 Automated Process Discovery
• 11.4.1 Dependency Graphs
• 11.4.2 The α-Algorithm
• 11.4.3 Robust Process Discovery
• 11.4.4 Quality Measures for Automated Process Discovery
• 11.5 Process Performance Mining
• 11.5.1 Time Dimension
• 11.5.2 Cost Dimension
• 11.5.3 Quality Dimension
• 11.5.4 Flexibility Dimension
• 11.6 Conformance Checking
• 11.6.1 Conformance of Control Flow
• 11.6.2 Conformance of Data and Resources
• 11.7 Variants Analysis
• 11.8 Putting It All Together: Process Mining in Practice
• 11.9 Recap
• 11.10 Solutions to Exercises
• 11.11 Further Exercises
• 11.12 Further Readings
• 12 BPM as an Enterprise Capability
• 12.1 Barriers to BPM Success
• 12.2 The Six Success Factors of BPM Maturity
• 12.2.1 Strategic Alignment
• 12.2.2 Governance
• 12.2.3 People
• 12.2.4 Culture
• 12.3 Measuring Process Maturity and BPM Maturity
• 12.4 Recap
• 12.5 Solutions to Exercises
• 12.6 Further Exercises
• 12.7 Further Readings
• A Redesign Heuristics
• A.1 Customer Heuristics
• A.2 Business Process Operation Heuristics
• A.3 Business Process Behavior Heuristics
• A.4 Organization Heuristics
• A.5 Information Heuristics
• A.6 Technology Heuristics
• A.7 External Environment Heuristics
• References
• Index