Minonne Digital Business Engineering

Going Beyond Business Models and Getting Down to Digital Business Processes
1. Auflage 2022
ISBN: 978-3-7281-4077-7
Verlag: vdf Hochschulverlag AG
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 327 Seiten, Format (B × H): 160 mm x 230 mm

This book serves practitioners as a guide to digital business engineering. It was consciously conceived and prepared from a methodological perspective, thereby avoiding a strongly "technological" approach, rather focusing on the presentation of methods and instruments.
Its basis is a tried and tested framework model that can be understood as the ideal management cycle of digital business engineering. The control loop consists of goal-setting (Chapter 1: Setting a Business Strategy), implementation (Chapters 2–5), and success assessment (Chapter 6: Validating the Success of Business Transformation) and is located in an outer circuit. The operational implementation phases of digital business engineering are part of the inner cycle: Defining a Business Case (Chapter 2), Eliciting the Business Processes (Chapter 3), Deriving the Business Requirements (Chapter 4), and Transforming the Business Architecture (Chapter 5).
The book follows a didactic structure: Each chapter includes learning objectives, summaries, and repetition questions with solutions that can help the reader to reassure themselves and strengthen their knowledge. Users who want to familiarise themselves with the field of digital business engineering thus have material at their disposal that is ideal for self-study. But these modules can also help experienced digital business engineers to deepen their knowledge in their organisation and to strengthen their overall methodological competence.

Autoren/Hrsg.

Minonne, Clemente

Inhaltsverzeichnis

Preface to the First Edition
List of Figures
List of Tables
List of Abbreviations
Introduction
Introduction to the Case Study: 'Construction Management Ltd.'

1 Setting a Business Strategy
1.1 Learning Objectives
1.2 Introduction
1.3 An Empirical Consideration
1.4 Market-Oriented Versus Resource-Based Organisational Strategy
1.5 From Organisational Strategy to Process Organisation
1.6 Process Perspective in Strategy Implementation
1.7 Concretising the Process Organisation
1.8 Interaction Between Organisational Strategy and Business Processes
1.9 Application to Case Study 'Construction Management Ltd.'
1.10 Conclusion
1.11 Repetition Questions
1.12 Solutions to the Repetition Questions
1.13 Literature

2 Defining a Business Case
2.1 Learning Objectives
2.2 Introduction
2.3 An Empirical Consideration
2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation
2.5 Benefits for the Business Case
2.6 Application to Case Study 'Construction Management Ltd.'
2.7 Conclusion
2.8 Repetition Questions
2.9 Solutions to the Repetition Questions
2.10 Literature

3 Eliciting the Business Processes
3.1 Learning Objectives
3.2 Introduction
3.3 An Empirical Consideration
3.4 Process Elicitation as Part of Digital Business Process Engineering
3.5 Methods of Process Elicitation
3.6 Structured Process Elicitation According to ©iSPEM
3.7 Application to Case Study 'Construction Management Ltd.'
3.8 Conclusion
3.9 Repetition Questions
3.10 Solutions to the Repetition Questions
3.11 Literature

4 Deriving the Business Requirements
4.1 Learning Objectives
4.2 Introduction
4.3 An Empirical Consideration
4.4 Deriving Requirements as a Subdiscipline of Digital Business Engineering
4.5 Methods of Deriving Requirements
4.6 Structured Requirements Elicitation According to ©iSREM
4.7 Application to Case Study 'Construction Management Ltd.'
4.8 Conclusion
4.9 Repetition Questions
4.10 Solutions to the Repetition Questions
4.11 Literature

5 Transforming the Business Architecture
5.1 Learning Objectives
5.2 Introduction
5.3 An Empirical Consideration
5.4 Business Architecture
5.5 Optimising the Business Architecture
5.6 Application to Case Study 'Construction Management Ltd.'
5.7 Conclusion
5.8 Repetition Questions
5.9 Solutions to the Repetition Questions
5.10 Literature

6 Validating the Success of Business Transformation
6.1 Learning Objectives
6.2 Introduction
6.3 An Empirical Consideration
6.4 Purpose of Performance Validation
6.5 Levels of Performance Validation
6.6 Units of Performance Validation
6.7 Benefits of Performance Validation
6.8 Periodicity of Performance Evaluation
6.9 Maturity Models for Performance Validation
6.10 Status Quo of DBPE Maturity
6.11 Application to Case Study 'Construction Management Ltd.'
6.12 Conclusion
6.13 Repetition Questions
6.14 Solutions to the Repetition Questions
6.15 Literature

Afterword and Outlook
Author
Bibliography
Index