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E-grāmata: Fundamentals of Business Process Management

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  • Formāts: PDF+DRM
  • Izdošanas datums: 23-Mar-2018
  • Izdevniecība: Springer-Verlag Berlin and Heidelberg GmbH & Co. K
  • Valoda: eng
  • ISBN-13: 9783662565094
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Fundamentals of Business Process ManagementPalielināt
  • Formāts: PDF+DRM
  • Izdošanas datums: 23-Mar-2018
  • Izdevniecība: Springer-Verlag Berlin and Heidelberg GmbH & Co. K
  • Valoda: eng
  • ISBN-13: 9783662565094
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This textbook covers the entire Business Process Management (BPM) lifecycle, from process identification to process monitoring, covering along the way process modelling, analysis, redesign and automation. Concepts, methods and tools from business management, computer science and industrial engineering are blended into one comprehensive and inter-disciplinary approach. The presentation is illustrated using the BPMN industry standard defined by the Object Management Group and widely endorsed by practitioners and vendors worldwide.

In addition to explaining the relevant conceptual background, the book provides dozens of examples, more than 120 exercises – many with solutions – and numerous suggestions for further reading. This second edition includes extended and completely revised chapters on process identification, process discovery, qualitative process analysis, process redesign, process automation and process monitoring. A new chapter on BPM as an enterprise capability has been added, which expands the scope of the book to encompass topics such as the strategic alignment and governance of BPM initiatives.

The textbook is the result of many years of combined teaching experience of the authors, both at the undergraduate and graduate levels as well as in the context of professional training. Students and professionals from both business management and computer science will benefit from the step-by-step style of the textbook and its focus on fundamental concepts and proven methods. Lecturers will appreciate the class-tested format and the additional teaching material available on the accompanying website.


This detailed, interdisciplinary book follows the BPM lifecycle from process identification to monitoring, covering modelling, analysis, redesign and automation. Blends concepts and methods from business management, computer science and industrial engineering.
1 Introduction to Business Process Management
1(34)
1.1 Processes Everywhere
1(2)
1.2 Ingredients of a Business Process
3(5)
1.3 Origins and History of BPM
8(8)
1.3.1 The Functional Organization
8(3)
1.3.2 The Birth of Process Thinking
11(2)
1.3.3 The Rise and Fall of BPR
13(3)
1.4 The BPM Lifecycle
16(11)
1.5 Recap
27(1)
1.6 Solutions to Exercises
28(2)
1.7 Further Exercises
30(2)
1.8 Further Readings
32(3)
2 Process Identification
35(40)
2.1 The Context of Process Identification
35(6)
2.2 Definition of the Process Architecture
41(15)
2.2.1 Process Categories
41(1)
2.2.2 Relationships Between Processes
42(3)
2.2.3 Reuse of Reference Models
45(3)
2.2.4 Process Landscape Model
48(7)
2.2.5 The Example of SAP's Process Architecture
55(1)
2.3 Process Selection
56(9)
2.3.1 Selection Criteria
56(3)
2.3.2 Process Performance Measures
59(5)
2.3.3 Process Portfolio
64(1)
2.4 Recap
65(1)
2.5 Solutions to Exercises
66(3)
2.6 Further Exercises
69(3)
2.7 Further Readings
72(3)
3 Essential Process Modeling
75(42)
3.1 First Steps with BPMN
75(4)
3.2 Branching and Merging
79(14)
3.2.1 Exclusive Decisions
80(2)
3.2.2 Parallel Execution
82(4)
3.2.3 Inclusive Decisions
86(4)
3.2.4 Rework and Repetition
90(3)
3.3 Business Objects
93(3)
3.4 Resources
96(6)
3.5 Process Decomposition
102(3)
3.6 Process Model Reuse
105(2)
3.7 Recap
107(1)
3.8 Solutions to Exercises
108(4)
3.9 Further Exercises
112(2)
3.10 Further Readings
114(3)
4 Advanced Process Modeling
117(42)
4.1 More on Rework and Repetition
117(6)
4.1.1 Parallel Repetition
119(3)
4.1.2 Uncontrolled Repetition
122(1)
4.2 Handling Events
123(6)
4.2.1 Message Events
123(1)
4.2.2 Temporal Events
124(2)
4.2.3 Racing Events
126(3)
4.3 Handling Exceptions
129(9)
4.3.1 Process Abortion
129(1)
4.3.2 Internal Exceptions
130(2)
4.3.3 External Exceptions
132(1)
4.3.4 Activity Timeouts
133(1)
4.3.5 Non-Interrupting Events and Complex Exceptions
133(2)
4.3.6 Event Sub-processes
135(1)
4.3.7 Activity Compensation
136(2)
4.3.8 Summary
138(1)
4.4 Processes and Business Rules
138(1)
4.5 Recap
139(1)
4.6 Solutions to Exercises
140(9)
4.7 Further Exercises
149(8)
4.8 Further Readings
157(2)
5 Process Discovery
159(54)
5.1 The Setting of Process Discovery
159(6)
5.1.1 Process Analyst Versus Domain Expert
160(2)
5.1.2 Three Process Discovery Challenges
162(3)
5.2 Process Discovery Methods
165(12)
5.2.1 Evidence-Based Discovery
165(3)
5.2.2 Interview-Based Discovery
168(4)
5.2.3 Workshop-Based Discovery
172(3)
5.2.4 Strengths and Weaknesses
175(2)
5.3 Process Modeling Method
177(6)
5.3.1 Step 1: Identify the Process Boundaries
178(1)
5.3.2 Step 2: Identify Activities and Events
178(1)
5.3.3 Step 3: Identify Resources and Their Handoffs
179(1)
5.3.4 Step 4: Identify the Control Flow
180(2)
5.3.5 Step 5: Identify Additional Elements
182(1)
5.3.6 Summary
182(1)
5.4 Process Model Quality Assurance
183(11)
5.4.1 Syntactic Quality and Verification
183(4)
5.4.2 Semantic Quality and Validation
187(2)
5.4.3 Pragmatic Quality and Certification
189(3)
5.4.4 Modeling Guidelines and Conventions
192(2)
5.5 Recap
194(1)
5.6 Solutions to Exercises
195(10)
5.7 Further Exercises
205(6)
5.8 Further Readings
211(2)
6 Qualitative Process Analysis
213(42)
6.1 Value-Added Analysis
213(5)
6.2 Waste Analysis
218(6)
6.2.1 Move
219(2)
6.2.2 Hold
221(1)
6.2.3 Overdo
222(2)
6.3 Stakeholder Analysis and Issue Documentation
224(12)
6.3.1 Stakeholder Analysis
225(4)
6.3.2 Issue Register
229(3)
6.3.3 Pareto Analysis and PICK Charts
232(4)
6.4 Root Cause Analysis
236(8)
6.4.1 Cause-Effect Diagrams
236(5)
6.4.2 Why-Why Diagrams
241(3)
6.5 Recap
244(1)
6.6 Solutions to Exercises
244(5)
6.7 Further Exercises
249(4)
6.8 Further Readings
253(2)
7 Quantitative Process Analysis
255(42)
7.1 Flow Analysis
255(18)
7.1.1 Calculating Cycle Time Using Flow Analysis
256(5)
7.1.2 Cycle Time Efficiency
261(2)
7.1.3 Critical Path Method
263(3)
7.1.4 Little's Law
266(1)
7.1.5 Capacity and Bottlenecks
267(4)
7.1.6 Flow Analysis for Cost
271(1)
7.1.7 Limitations of Flow Analysis
272(1)
7.2 Queues
273(6)
7.2.1 Basics of Queueing Theory
274(2)
7.2.2 M/M/l and M/M/c Models
276(3)
7.2.3 Limitations of Basic Queueing Theory
279(1)
7.3 Simulation
279(9)
7.3.1 Anatomy of a Process Simulation
279(1)
7.3.2 Input for Process Simulation
280(6)
7.3.3 Simulation Tools
286(1)
7.3.4 A Word of Caution
287(1)
7.4 Recap
288(1)
7.5 Solutions to Exercises
288(3)
7.6 Further Exercises
291(4)
7.7 Further Readings
295(2)
8 Process Redesign
297(44)
8.1 The Essence of Process Redesign
297(10)
8.1.1 Product Versus Process Innovation
298(2)
8.1.2 Redesign Concepts
300(3)
8.1.3 The Devil's Quadrangle
303(1)
8.1.4 Approaches to Redesign
304(2)
8.1.5 The Redesign Orbit
306(1)
8.2 Transactional Methods
307(12)
8.2.1 Overview of Transactional Methods
308(4)
8.2.2 7FE
312(3)
8.2.3 Heuristic Process Redesign
315(4)
8.3 Transformational Methods
319(10)
8.3.1 Overview of Transformational Methods
319(4)
8.3.2 Business Process Reengineering
323(2)
8.3.3 Product-Based Design
325(4)
8.4 Recap
329(1)
8.5 Solutions to Exercises
330(3)
8.6 Further Exercises
333(5)
8.7 Further Readings
338(3)
9 Process-Aware Information Systems
341(30)
9.1 Types of Process-Aware Information Systems
341(14)
9.1.1 Domain-Specific Process-Aware Information Systems
342(2)
9.1.2 Business Process Management Systems
344(3)
9.1.3 Architecture of a BPMS
347(6)
9.1.4 The Case of ACNS
353(2)
9.2 Advantages of Introducing a BPMS
355(5)
9.2.1 Workload Reduction
355(1)
9.2.2 Flexible System Integration
356(2)
9.2.3 Execution Transparency
358(1)
9.2.4 Rule Enforcement
359(1)
9.3 Challenges of Introducing a BPMS
360(5)
9.3.1 Technical Challenges
360(2)
9.3.2 Organizational Challenges
362(3)
9.4 Recap
365(1)
9.5 Solutions to Exercises
365(2)
9.6 Further Exercises
367(1)
9.7 Further Readings
368(3)
10 Process Implementation with Executable Models
371(42)
10.1 Identify the Automation Boundaries
372(3)
10.2 Review Manual Tasks
375(3)
10.3 Complete the Process Model
378(3)
10.4 Bring the Process Model to an Adequate Granularity Level
381(3)
10.4.1 Task Decomposition
381(1)
10.4.2 Decomposition of Ad Hoc Sub-Processes with CMMN
382(2)
10.4.3 Task Aggregation
384(1)
10.5 Specify Execution Properties
384(15)
10.5.1 Variables, Messages, Signals, Errors, and Their Data Types
386(2)
10.5.2 Data Mappings
388(1)
10.5.3 Service Tasks
389(1)
10.5.4 Send and Receive Tasks, Message and Signal Events
390(1)
10.5.5 Script Tasks
391(1)
10.5.6 User Tasks
391(3)
10.5.7 Task, Event, and Sequence Flow Expressions
394(1)
10.5.8 Implementing Rules with DMN
394(2)
10.5.9 Other BPMS-Specific Properties
396(3)
10.6 The Last Mile
399(1)
10.7 Recap
400(1)
10.8 Solutions to Exercises
400(8)
10.9 Further Exercises
408(3)
10.10 Further Readings
411(2)
11 Process Monitoring
413(62)
11.1 The Context of Process Monitoring
413(2)
11.2 Process Performance Dashboards
415(4)
11.2.1 Operational Dashboards
415(1)
11.2.2 Tactical Dashboards
416(2)
11.2.3 Strategic Dashboards
418(1)
11.2.4 Tools for Dashboard Creation
419(1)
11.3 Introduction to Process Mining
419(8)
11.3.1 Process Mining Techniques
420(1)
11.3.2 Event Logs
421(6)
11.4 Automated Process Discovery
427(15)
11.4.1 Dependency Graphs
428(4)
11.4.2 The α-Algorithm
432(4)
11.4.3 Robust Process Discovery
436(3)
11.4.4 Quality Measures for Automated Process Discovery
439(3)
11.5 Process Performance Mining
442(9)
11.5.1 Time Dimension
442(5)
11.5.2 Cost Dimension
447(1)
11.5.3 Quality Dimension
448(2)
11.5.4 Flexibility Dimension
450(1)
11.6 Conformance Checking
451(7)
11.6.1 Conformance of Control Flow
452(5)
11.6.2 Conformance of Data and Resources
457(1)
11.7 Variants Analysis
458(3)
11.8 Putting It All Together: Process Mining in Practice
461(2)
11.9 Recap
463(1)
11.10 Solutions to Exercises
464(6)
11.11 Further Exercises
470(2)
11.12 Further Readings
472(3)
12 BPM as an Enterprise Capability
475(26)
12.1 Barriers to BPM Success
476(1)
12.2 The Six Success Factors of BPM Maturity
477(13)
12.2.1 Strategic Alignment
480(4)
12.2.2 Governance
484(2)
12.2.3 People
486(2)
12.2.4 Culture
488(2)
12.3 Measuring Process Maturity and BPM Maturity
490(5)
12.4 Recap
495(1)
12.5 Solutions to Exercises
495(3)
12.6 Further Exercises
498(1)
12.7 Further Readings
499(2)
A Redesign Heuristics
501(8)
A.1 Customer Heuristics
501(1)
A.2 Business Process Operation Heuristics
502(1)
A.3 Business Process Behavior Heuristics
503(1)
A.4 Organization Heuristics
503(2)
A.5 Information Heuristics
505(1)
A.6 Technology Heuristics
505(1)
A.7 External Environment Heuristics
506(3)
References 509(10)
Index 519
Marlon Dumas is a professor of Information Systems at University of Tartu, Estonia and Adjunct Professor at Queensland University of Technology (QUT), Australia. He is co-editor of a textbook on Process-Aware Information Systems (Wiley, 2005) and has taught BPM both in academia and as a professional trainer for over a decade in a dozen countries. He is also an active BPM researcher with a focus on process modeling, analysis and monitoring. He is one of the main architects of two open-source BPM projects Apromore and Nirdizati. Marcello La Rosa is a professor of Information Systems at The University of Melbourne, Australia. Prior to that, he held an appointment at QUT, Australia. Marcello leads the Apromore open-source project, for the development of an advanced process analytics platform, and contributes to the predictive process monitoring platform Nirdizati. His research interests focus on process mining, analysis and consolidation. Marcello has taught BPM to students and practitioners in Australia and overseas for over ten years. His MOOCs, co-developed with the other authors of this book, have been attended by over 25,000 students worldwide. Jan Mendling is a full professor with the Institute for Information Business at the WU Vienna, Austria. Prior to that, he held appointments at Humboldt University of Berlin, Germany, and at QUT, Australia. Currently, he is also a visiting professor at the University of Ljubljana and the University of Liechtenstein. His main research interests are in business process management and process mining. Jan has taught BPM to students and practitioners at different institutions in Europe and Australia. He is co-founder of the Berliner BPM-Offensive, a practitioners forum for BPM, and a board member of the Austrian Process Management Society (Gesellschaft für Prozessmanagement). Hajo A. Reijers is a full professor of Business Informatics at Vrije Universiteit Amsterdam, the Netherlands. He also holds a position as part-time, full professor at Eindhoven University of Technology. Previously, he worked as a management consultant in the BPM field. Hajo has taught BPM to students at all academic levels and provides training to practitioners at the TIAS Business School. He is one of the founders of the Business Process Management Forum, a Dutch platform for the exchange of knowledge between industry and academia.
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