Fundamentals of Business Process Management

Höfundar: Marlon Dumas; Marcello La Rosa; Jan Mendling; Hajo A. Reijers (Útgáfa: 2)
Fundamentals of Business Process Management

Kaup valmöguleikar

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 230 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.

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Útgefandi
Springer Nature
ISBN
9783662565094
Print ISBN
9783662565087
Format
Page Fidelity (PDF)
Útgáfa
2
Höfundar
Marlon Dumas; Marcello La Rosa; Jan Mendling; Hajo A. Reijers
Tungumál
English
Útgefið
2018-03-23
Prent takmörkun á líftíma
100
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • 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