Subject-Oriented Business Process Management
Activities performed in organizations are coordinated via communication between the people involved. The sentences used to communicate are naturally structured by subject, verb, and object. The subject describes the actor, the verb the action and the object what is affected by the action. Subject-or...
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| Jazyk: | angličtina |
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Cham
Springer Nature
2012
Springer |
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| ISBN: | 364232391X, 9783642323911, 3642323928, 9783642323928 |
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| Abstract | Activities performed in organizations are coordinated via communication between the people involved. The sentences used to communicate are naturally structured by subject, verb, and object. The subject describes the actor, the verb the action and the object what is affected by the action. Subject-oriented Business Process Management (S-BPM) as presented in this book is based on this simple structure which enables process-oriented thinking and process modeling. S-BPM puts the subject of a process at the center of attention and thus deals with business processes and their organizational environment from a new perspective, meeting organizational requirements in a much better way than traditional approaches. Subjects represent agents of an action in a process, which can be either technical or human (e.g. a thread in an IT system or a clerk). A process structures the actions of each subject and coordinates the required communication among the subjects. S-BPM provides a coherent procedural framework to model and analyze business processes: its focus is the cooperation of all stakeholders involved in the strategic, tactical, and operational issues, sharing their knowledge in a networked structure. The authors illustrate how each modeling activity through the whole development lifecycle can be supported through the use of appropriate software tools. The presentation style focuses on professionals in industry, and on students specializing in process management or organizational modeling. Each chapter begins with a summary of key findings and is full of examples, hints, and possible pitfalls. An interpreter model, a toolbox, and a glossary summarizing the main terms complete the book. The web site www.i2pm.net provides additional software tools and further material. |
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| AbstractList | Activities performed in organizations are coordinated via communication between the people involved. The sentences used to communicate are naturally structured by subject, verb, and object. The subject describes the actor, the verb the action and the object what is affected by the action. Subject-oriented Business Process Management (S-BPM) as presented in this book is based on this simple structure which enables process-oriented thinking and process modeling. S-BPM puts the subject of a process at the center of attention and thus deals with business processes and their organizational environment from a new perspective, meeting organizational requirements in a much better way than traditional approaches. Subjects represent agents of an action in a process, which can be either technical or human (e.g. a thread in an IT system or a clerk). A process structures the actions of each subject and coordinates the required communication among the subjects. S-BPM provides a coherent procedural framework to model and analyze business processes: its focus is the cooperation of all stakeholders involved in the strategic, tactical, and operational issues, sharing their knowledge in a networked structure. The authors illustrate how each modeling activity through the whole development lifecycle can be supported through the use of appropriate software tools. The presentation style focuses on professionals in industry, and on students specializing in process management or organizational modeling. Each chapter begins with a summary of key findings and is full of examples, hints, and possible pitfalls. An interpreter model, a toolbox, and a glossary summarizing the main terms complete the book. The web site www.i2pm.net provides additional software tools and further material. Information Systems Applications (incl.Internet); Business Information Systems; Computer Appl. in Administrative Data Processing; Management of Computing and Information Systems This book presents a novel business process management methodology that focuses on process actors and their interactions. It includes many examples, checklists, and tips for hands-on experience. |
| Author | Stary, Christian Börger, Egon Fleischmann, Albert Schmidt, Werner Obermeier, Stefan |
| Author_xml | – sequence: 1 fullname: Fleischmann, Albert – sequence: 2 fullname: Schmidt, Werner – sequence: 3 fullname: Stary, Christian – sequence: 4 fullname: Obermeier, Stefan – sequence: 5 fullname: Börger, Egon |
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| Notes | Electronic reproduction. Dordrecht: Springer, 2012. Requires the Libby app or a modern web browser. |
| OCLC | OCN: 817662059 817662059 |
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| Snippet | Information Systems Applications (incl.Internet); Business Information Systems; Computer Appl. in Administrative Data Processing; Management of Computing and... This book presents a novel business process management methodology that focuses on process actors and their interactions. It includes many examples,... Activities performed in organizations are coordinated via communication between the people involved. The sentences used to communicate are naturally structured... |
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| SubjectTerms | Business Business and Management Business Information Systems Business strategy Computer Appl. in Administrative Data Processing Computer Technology Economics, Finance, Business and Management Information Systems Information Systems Applications (incl.Internet) Information theory Library and information sciences / Museology Management Management of Computing and Information Systems Nonfiction Reference, Information and Interdisciplinary subjects |
| SubjectTermsDisplay | Business. Computer Technology. Electronic books. Management. Nonfiction. |
| TableOfContents | 4.3.3 Organization -- 4.4 Choice of Approach -- 4.5 Determine the Context of a Process -- 4.5.1 Target of Analysis -- 4.5.2 Initial Information -- 4.5.3 Internal Constraints -- 4.5.4 External Constraints -- 4.6 Process Descriptions in Natural Language -- 4.6.1 Identification of Subjects -- 4.6.2 Identification of Activities -- 4.6.3 Identification of Business Objects -- 4.6.4 Example -- 4.6.5 Documentation Guidelines -- 4.6.6 Elicitation and Documentation of Implicit Knowledge -- 4.7 Evaluate and Decide -- References -- 5: Modeling Processes in a Subject-Oriented Way -- 5.1 To Go -- 5.2 Process Models and Process Instances -- 5.3 Modeling Procedure -- 5.4 S-BPM Modeling Stakeholders -- 5.4.1 To Go -- 5.4.2 Governors -- 5.4.3 Actors -- 5.4.4 Experts -- 5.4.5 Facilitators -- 5.5 Basic Constructs of Subject-Oriented Modeling -- 5.5.1 To Go -- 5.5.2 Subject -- 5.5.3 Subject-to-Subject Communication -- 5.5.4 Synchronization of the Technical Message Exchange -- 5.5.4.1 Synchronous and Asynchronous Exchange of Messages -- 5.5.4.2 Exchange of Messages via the Input Pool -- 5.5.4.3 Sending Messages -- 5.5.4.4 Receiving Messages -- 5.5.5 Subject Behavior -- 5.5.6 Normalization -- 5.5.7 Business Objects -- 5.5.7.1 Understanding of Business Objects -- 5.5.7.2 Structures of Business Objects -- 5.5.7.3 Status of Business Objects and Their Instances -- 5.5.7.4 Views of Business Objects and Their Instances -- 5.5.7.5 Access Privileges to Business Object Instances -- Local Business Object (Private Business Object) -- Global Business Object (Shared Business Object) -- 5.5.7.6 Operations on Business Objects -- 5.6 Extension Constructs for Process Networks -- 5.6.1 To Go -- 5.6.2 Interface Subjects and Process Network -- 5.6.3 Service Processes -- 5.6.4 Multiprocesses -- 5.6.5 Complex Process Network Topologies -- 5.6.6 Business Objects in Process Networks 11.4.3 Process Structure Key Indicators -- 11.5 Evaluation -- 11.5.1 Periodic and Ad hoc Evaluation -- 11.5.2 Continuous Business Activity Monitoring -- 11.6 Reporting -- 11.7 Process Key Indicators Related to Bundles of Activities -- References -- 12: A Precise Description of the S-BPM Modeling Method -- 12.1 To Go -- 12.2 Abstract State Machines -- 12.3 Interaction View of SBD-Behavior -- 12.3.1 Diagrams -- 12.3.2 SID-View of State Behavior -- 12.4 Choice of Alternative Communication Steps -- 12.4.1 Basics of the Input Pool Concept -- 12.4.2 Iteration Structure of Alternative Communication Steps -- 12.5 MultiProcess-Communication -- 12.5.1 Selection and Preparation of Messages -- 12.5.2 Sending and Receiving Messages -- 12.6 Refinement for Internal Functions -- Reference -- 13: Tools for S-BPM -- 13.1 To Go -- 13.2 Process Analysis -- 13.3 Process Modeling -- 13.3.1 Process Overview -- 13.3.2 Communication View -- 13.3.3 Subject Behavior -- 13.4 Process Validation -- 13.5 Process Optimization -- 13.6 Modeling Business Objects and Integrating in Behavior Descriptions -- 13.7 Organization-Specific Implementation -- 13.8 IT-Specific Implementation -- 13.9 Process Execution -- 13.10 Process Monitoring -- 14: S-BPM Method by Comparison -- 14.1 To Go -- 14.2 Subject, Predicate, and Object in Modeling -- 14.3 Comparative Analysis -- 14.3.1 Modeling While Focusing on Predicates -- 14.3.1.1 Origin -- 14.3.1.2 Flowcharts -- 14.3.1.3 Event-Driven Process Chains -- 14.3.1.4 Petri Nets -- 14.3.2 Modeling While Focusing on Objects -- 14.3.2.1 Origin -- 14.3.2.2 Entity-Relationship Model -- 14.3.2.3 Relational Data Model -- 14.3.3 Modeling While Focusing on Predicate and Object -- 14.3.3.1 Origin -- 14.3.3.2 Data Flow Diagrams -- 14.3.3.3 Object Orientation -- 14.3.4 Modeling While Focusing on Subjects -- 14.3.4.1 Origin 14.3.4.2 Calculus of Communicating Systems 5.6.7 Reduction to Observable Behavior -- 5.7 Extension Constructs for Subject Behavior Specifications -- 5.7.1 To Go -- 5.7.2 Behavior Macros -- 5.7.3 Behavior Macro Classes -- 5.7.4 Subject Classes -- 5.7.5 Freedom of Choice -- 5.7.6 Exception Handling -- 5.7.7 Behavior Extensions -- 5.7.8 Additional Semantics -- References -- 6: Subject-Oriented Modeling by Construction and Restriction -- 6.1 To Go -- 6.2 Modeling by Construction -- 6.3 Modeling by Restriction -- 6.3.1 Determine Number of Subjects and Subject Identifiers -- 6.3.2 Reduce Communication Paths -- 6.3.3 Specify Message Types -- 6.3.4 Adapt Behavior of Subjects Accordingly -- 6.3.5 Specify and Refine Business Objects -- 6.4 Evaluation -- Reference -- 7: Subject-Oriented Validation of Processes and Process Models -- 7.1 To Go -- 7.2 Nature of Validation -- 7.3 S-BPM Stakeholders Involved in Validation -- 7.3.1 Governors -- 7.3.2 Actors -- 7.3.3 Experts -- 7.3.4 Facilitators -- 7.4 Validation of Processes -- 7.5 Validation of Process Models -- 7.5.1 Formal Validation -- 7.5.2 Content Validation -- 7.5.2.1 Content Validation Using Conventional Role Plays -- 7.5.2.2 Content Validation Using IT-Supported Role Playing -- References -- 8: Subject-Oriented Optimization of Processes -- 8.1 To Go -- 8.2 The Nature of Optimization -- 8.3 S-BPM Optimization Stakeholders -- 8.3.1 Governors -- 8.3.2 Facilitators -- 8.3.3 Actors -- 8.3.4 Experts -- 8.4 Specifying Optimization Targets -- 8.4.1 Process Costs -- 8.4.2 Process Time -- 8.4.3 Process Quality -- 8.4.4 Target Triangle -- 8.5 Foundations of Optimization -- 8.6 General Optimization Possibilities -- 8.6.1 Simulating Process Models -- 8.6.2 Identifying Weak Spots and Root Cause Analysis -- 8.7 Optimization Aspects -- 8.7.1 Improvement of Subject Behavior -- 8.7.2 Communication Between Subjects -- 8.7.3 Restructuring Subject Behavior 8.7.4 Improving Business Objects -- References -- 9: Organization-Specific Implementation of Subject-Oriented Processes -- 9.1 To Go -- 9.2 S-BPM Stakeholders Handling the Organization-Specific Implementation -- 9.2.1 Actors -- 9.2.2 Governors -- 9.2.3 Facilitators -- 9.2.4 Experts -- 9.3 Embedding Subjects Into an Organization -- 9.3.1 Mapping Subjects to Subject Carriers -- 9.3.2 Considering the Organization-Specific Context of a Subject Carrier -- 9.3.3 Mapping Subjects to Subject Carrier Groups -- 9.3.4 Considering Delegation Regulations -- 9.3.5 Considering the Context of Business Objects -- 9.4 Embedding Behavior -- 9.4.1 Adjustment of the Tasks in Job Descriptions -- 9.4.2 Design of the Work Environment -- 9.4.3 Coordination of Required Competencies -- 9.4.4 Change Management in S-BPM -- References -- 10: IT-Implementation of Subject-Oriented Business Processes -- 10.1 To Go -- 10.2 S-BPM Stakeholders in IT Implementation -- 10.2.1 Governors -- 10.2.2 Actors -- 10.2.3 Experts -- 10.2.4 Facilitators -- 10.3 Framework for Executing Subject-Oriented Processes -- 10.4 IT Implementation of Subject Carrier Access -- 10.5 IT Implementation of Subject Behavior -- 10.5.1 Action Behavior -- 10.5.1.1 Human Operators -- 10.5.1.2 Operations Through Application Functions or Services -- 10.5.2 Communication Behavior -- 10.5.3 Example -- 10.6 Relationship to Service-Oriented Architectures -- 10.6.1 Services in Subject Orientation -- 10.6.2 Service-Oriented S-BPM Architecture -- References -- 11: Subject-Oriented Monitoring of Processes -- 11.1 To Go -- 11.2 Nature of Monitoring -- 11.3 S-BPM Stakeholders in Monitoring -- 11.3.1 Governors -- 11.3.2 Actors -- 11.3.3 Experts -- 11.3.4 Facilitators -- 11.4 Measurement of Process Indicators (Key Performance Indicators) -- 11.4.1 Overview -- 11.4.2 Process Execution Metrics Intro -- Subject-Oriented Business Process Management -- Preface -- Reference -- Contents -- 1: Thinking of Business Processes Systematically -- 1.1 To Go -- 1.2 Introduction -- References -- 2: From Language Acquisition to Subject-Oriented Modeling -- 2.1 To Go -- 2.2 Acquiring Language and Dealing with Its Structure -- 2.3 Talking and Acting: Functional Alignment of Sentences -- 2.4 Language Proficiency: The Transmission of Meaning -- 2.5 Learning to Coordinate Speech, Thought, and Action -- 2.6 Models and Natural Language Semantics of Sentences -- 2.7 Formal Languages and Natural Language -- 2.8 Subject-Oriented Construction of Business Process Models -- References -- 3: The Integrated S-BPM Process Model -- 3.1 To Go -- 3.2 Concept of Processes in S-BPM -- 3.3 S-BPM Stakeholders -- 3.3.1 Governors (People Caring for, Taking Responsibility for, or Driving Processes) -- 3.3.2 Actors (Active Participants in a Process) -- 3.3.3 Experts (Specialists in a Specific Field) -- 3.3.4 Facilitators (People Accompanying Organizational Development) -- 3.4 S-BPM Activity Bundles -- 3.5 The Open Control Cycle of S-BPM Activity Bundles -- 3.6 S-BPM Framework -- 3.6.1 Business System of an Organization -- 3.6.2 IT of an Organization -- 3.6.3 Business Process Management in an Organization -- 3.6.3.1 Development of an S-BPM Vision -- 3.6.3.2 Development of an S-BPM Strategy -- 3.6.3.3 Development and Promotion of an S-BPM Culture -- 3.6.3.4 Development of an S-BPM Governance -- 3.6.4 Governance, Risk, Compliance Triad (GRC-Triad) -- 3.7 S-BPM for the Integrated Development of an Organization -- References -- 4: Subject-Oriented Process Analysis -- 4.1 To Go -- 4.2 S-BPM Stakeholders Involved in Process Analysis -- 4.2.1 Actors -- 4.2.2 Facilitators -- 4.2.3 Governors -- 4.2.4 Experts -- 4.3 Reference Points -- 4.3.1 Systems Theory -- 4.3.2 Knowledge Management |
| Title | Subject-Oriented Business Process Management |
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