Rosing / Scheel / Scheer The Complete Business Process Handbook

Body of Knowledge from Process Modeling to BPM, Volume 1
1. Auflage 2014
ISBN: 978-0-12-800472-2
Verlag: Elsevier Science & Techn.
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 776 Seiten

The Complete Business Process Handbook is the most comprehensive body of knowledge on business processes with revealing new research. Written as a practical guide for Executives, Practitioners, Managers and Students by the authorities that have shaped the way we think and work with process today. It stands out as a masterpiece, being part of the BPM bachelor and master degree curriculum at universities around the world, with revealing academic research and insight from the leaders in the market. This book provides everything you need to know about the processes and frameworks, methods, and approaches to implement BPM. Through real-world examples, best practices, LEADing practices and advice from experts, readers will understand how BPM works and how to best use it to their advantage. Cases from industry leaders and innovators show how early adopters of LEADing Practices improved their businesses by using BPM technology and methodology. As the first of three volumes, this book represents the most comprehensive body of knowledge published on business process. Following closely behind, the second volume uniquely bridges theory with how BPM is applied today with the most extensive information on extended BPM. The third volume will explore award winning real-life examples of leading business process practices and how it can be replaced to your advantage. - Learn what Business Process is and how to get started - Comprehensive historical process evolution - In-depth look at the Process Anatomy, Semantics and Ontology - Find out how to link Strategy to Operation with value driven BPM - Uncover how to establish a way of Thinking, Working, Modelling and Implementation - Explore comprehensive Frameworks, Methods and Approaches - How to build BPM competencies and establish a Center of Excellence - Discover how to apply Social BPM, Sustainable and Evidence based BPM - Learn how Value & Performance Measurement and Management - Learn how to roll-out and deploy process - Explore how to enable Process Owners, Roles and Knowledge Workers - Discover how to Process and Application Modelling - Uncover Process Lifecycle, Maturity, Alignment and Continuous Improvement - Practical continuous improvement with the way of Governance - Future BPM trends that will affect business - Explore the BPM Body of Knowledge

Mark von Rosing is a best-selling author, a sought-after speaker, researcher and board-room advisor. He is a pioneer in the field of climate control and Sustainability. Through his research, publications and effort with standard bodies (ISO, IEEE, OMG, CEN, NIST, LEADing Practice, NATO, UN, W3C) he has been involved of developing 200+ Enterprise Standards and 52 different Industry Standards. Beyond, he left his mark in the field of process modelling having published the best-selling book series The Complete Business Process Handbook, published by Elsevier. Companies such as SAP AG have involved him in developing and leading their Sustainability approaches as well as the Sustainability architecture approaches.

Autoren/Hrsg.

Rosing, Mark Von

Scheel, Henrik Von

Scheer, August-Wilhelm

Inhaltsverzeichnis

1;Front Cover;1
2;The Complete Business Process Handbook;4
3;Copyright;5
4;Contents;6
5;Authors Biographies;26
6;Foreword;94
7;Abbreviation Meaning;100
8;Introduction to the Book;104
9;Phase 1: Process Concept Evolution;106
9.1;INTRODUCTION;106
9.2;PROCESS CONCEPT EVOLUTION;107
9.3;End Notes;113
10;Phase 2: Process Concept Evolution;116
10.1;INTRODUCTION;116
10.2;GANTT CHART;118
10.3;FRANK B. GILBRETH;119
10.4;ALLAN H. MOGENSEN;121
10.5;BOEING B17;122
10.6;BENJAMIN S. GRAHAM;123
10.7;ASME: AMERICAN SOCIETY OF MECHANICALENGINEERS;123
10.8;FUNCTIONAL FLOW BLOCK DIAGRAM OF PERT;125
10.9;DATA FLOW DIAGRAMS AND IDEF;127
10.10;ZERO DEFECTS;130
10.11;TOYOTA PRODUCTION SYSTEM;132
10.12;End Notes;139
11;Phase 3: Process Concept Evolution;142
11.1;INTRODUCTION;142
11.2;PROF. DR. H.C. MULT. AUGUST-WILHELM SCHEER;144
11.3;JOHN A. ZACHMAN—THE ARRIVAL OF ENTERPRISE ARCHITECTURE;147
11.4;LEAN THINKING, LEAN PRACTICE AND LEAN CONSUMPTION;151
11.5;BUSINESS PROCESS REENGINEERING;155
11.6;TOTAL QUALITY MANAGEMENT;163
11.7;TOOLS FOR TQM;168
11.8;SIX SIGMA;175
11.9;End Notes;178
12;Phase 4: What Is Business Process Management?;184
12.1;INTRODUCTION;184
12.2;DEFINITION AND RESEARCH;184
12.3;INSIGHTS GAINED;188
12.4;CONCLUSION: ONE COMMON DEFINITION;192
12.5;End Notes;193
13;The BPM Way of Thinking;194
13.1;INTRODUCTION;194
14;The Value of Ontology;196
14.1;INTRODUCTION;196
14.2;WHAT IS ONTOLOGY?;196
14.3;ONTOLOGY CLASSIFICATION BASED ON CONTEXT DEPENDENCY;197
14.4;ONTOLOGY MATURITY AND THE MATURING PROCESS;197
14.5;STATE OF THE ART;198
14.6;CONCLUSIONS AND DIRECTIONS FOR FUTURE RESEARCH;200
14.7;End Notes;201
15;The BPM Ontology;206
15.1;INTRODUCTION;206
15.2;THE BPM ONTOLOGY AS A FOLKSONOMY: SHARING FUNDAMENTAL PROCESS CONCEPTS;206
15.3;THE BPM ONTOLOGY AS A THESAURUS: STRUCTURING PROCESS KNOWLEDGE BY DEFINING RELATIONS;211
15.4;THE BPM ONTOLOGY AS A FRAME: THE ONTOLOGICAL STRUCTURE OF THE LEADING PRACTICE PROCESS META MODEL;219
15.5;DISCUSSION OF THE BPM ONTOLOGY;224
15.6;SUMMARY;225
15.7;End Notes;226
16;Process Tagging—A Process Classification and Categorization Concept;228
16.1;INTRODUCTION;228
16.2;LOGICAL CLUSTERING: LEARNING FROM OTHER AREAS;228
16.3;CONCEPTUAL AND LOGICAL PROCESS CLASSIFICATION AND CATEGORIZATION;230
16.4;CLASSIFICATION OF PROCESS BY METHOD OF EXECUTION;233
16.5;THE NATURE OF PROCESS DECOMPOSITION;234
16.6;DESCRIBING WORK;238
16.7;PROCESS AREA;241
16.8;PROCESS GROUP;243
16.9;PROCESS;248
16.10;THE NATURE OF PROCESSES;251
16.11;PROCESS LIFECYCLE VERB TAXONOMY;252
16.12;PROCESS STEP;253
16.13;THE NATURE OF PROCESS STEPS;261
16.14;ACTIVITY;261
16.15;THE NATURE OF ACTIVITY;263
16.16;THE WORK SYSTEM;263
16.17;PROCEDURE;264
16.18;CONNECTING THE WORK SPACES;265
16.19;PROCESS SCENARIOS;266
16.20;PROCESS TYPE;267
16.21;PROCESS TIER;269
16.22;PROCESS NATURE;272
16.23;MISCATEGORIZATION AND MISCLASSIFICATION;274
16.24;CONCLUSIONS;274
16.25;End Notes;275
17;Why Work with Process Templates;278
17.1;INTRODUCTION;278
17.2;THE RELATIONSHIP BETWEEN BUSINESS PROCESS MANAGEMENT ONTOLOGY AND PROCESS TEMPLATES;278
17.3;WHAT ARE PROCESS TEMPLATES?;280
17.4;PROCESS MAPS;280
17.5;PROCESS MATRIX;282
17.6;PROCESS MODEL;283
17.7;THE MOST COMMON PROCESS TEMPLATES;286
17.8;BENEFITS OF PROCESS TEMPLATES;286
17.9;CONCLUSION;288
17.10;End Notes;289
18;The BPM Way of Working;290
18.1;INTRODUCTION;290
19;Business Process Trends;292
19.1;INTRODUCTION;292
19.2;THE IMPORTANCE OF TRENDS;292
19.3;MATURITY OF THE SUBJECT;293
19.4;MEGA TRENDS;294
19.5;EMERGING TRENDS;295
19.6;PROCESS TRENDS;296
19.7;EARLY ADOPTION;296
19.8;EARLY ADOPTER OF PROCESS TRENDS;298
19.9;INDUSTRY ADOPTION;309
19.10;STANDARD ADOPTION;316
19.11;STANDARDS ADOPTION OF PROCESS TRENDS;316
19.12;CONCLUSION;321
19.13;End Notes;321
20;BPM Center of Excellence;322
20.1;INTRODUCTION;322
20.2;THE CHALLENGE BPM COE FACES;322
20.3;WHAT HAPPENS WITHOUT A BPM COE?;325
20.4;CAUSE AND EFFECT MATRIX;327
20.5;LESSONS LEARNED REGARDING BPM COE;327
20.6;CONCLUSION;343
20.7;End Notes;343
21;Understanding Business Process Management Roles;346
21.1;INTRODUCTION;346
21.2;MOTIVATION FOR DEFINING YOUR BPM ROLES;346
21.3;RELEVANCE CONTEXT;347
21.4;WHAT IS A ROLE?;347
21.5;STANDARDS THAT LINK TO ROLE CONCEPTS;351
21.6;CURRENT METHODS;352
21.7;ROLE CONTEXT;353
21.8;ABILITIES TO ACT;355
21.9;ROLE PROFILE;356
21.10;COMMON ROLES INVOLVED WITH ROLE MODELING;357
21.11;ROLES WITHIN BPM;358
21.12;TYPICAL BPM COE ROLES;359
21.13;ADDITIONAL ROLES;365
21.14;ROLE PROFILE WITHIN BPM COE;366
21.15;ROLE PROFILE WITHIN BPM PROJECTS;367
21.16;CONCLUSION;368
21.17;End Notes;368
22;Working with the Business Process Management (BPM) Life Cycle;370
22.1;Mark von Rosing, Ulrik Foldager, Maria Hove, Joshua von Scheel, Anette Falk Bøgebjerg;370
22.2;INTRODUCTION;370
22.3;PHASE 1: ANALYZE—PROJECT PREPARATION AND BLUEPRINT;371
22.4;PHASE 2: DESIGN—PROJECT REALIZATION AND DESIGN;383
22.5;PHASE 3: BUILD—FINAL PROJECT PREPARATION;392
22.6;PHASE 4: DEPLOY/IMPLEMENT—GO LIVE;400
22.7;PHASE 5: RUN/MAINTAIN—RUN PROCESSES AND GOVERN PERFORMANCE;411
22.8;PHASE 6: CONTINUOUS IMPROVEMENT—CONTINUOUSLY OPTIMIZE AND DEVELOP PROCESSES;421
22.9;CONCLUSION;441
22.10;End Notes;445
23;The Chief Process Officer: An Emerging Top Leadership Role;448
23.1;INTRODUCTION;448
23.2;THE EMERGING ROLE OF THE CPO;448
23.3;KEY TASKS OF THE CPO;450
23.4;POSITIONING OF THE CPO IN THE ORGANIZATION;451
23.5;CONCLUSION;452
23.6;End Notes;452
24;iBPM—Intelligent Business Process Management;454
24.1;THE EVOLUTION OF INTELLIGENT BPM;455
24.2;FROM AUTOMATION TO ORCHESTRATION: THE REALIGNMENT OF BPM AROUND SERVICE-ORIENTED ARCHITECTURES;456
24.3;APPLY SOA STRATEGIES TO INTEGRATING UNSTRUCTURED INFORMATION;457
24.4;REALIZING ADAPTABILITY: SHIFTING FROM EVENT-DRIVEN TO GOAL-DRIVEN;458
24.5;PHASE THREE: INTELLIGENT BPM;459
24.6;INTELLIGENT BPM LEVERAGES BIG DATA;461
24.7;THE VALUE OF SOCIAL MEDIA TO INTELLIGENT BPM;464
24.8;CONCLUSION;465
24.9;End Notes;466
25;Evidence-Based Business Process Management;468
25.1;INTRODUCTION;468
25.2;EVIDENCE-BASED BPM: WHAT FOR?;468
25.3;THE ANSWER: PROCESS MINING;469
25.4;DESCRIPTIVE APPROACHES;470
25.5;PROCESS PERFORMANCE ANALYTICS;471
25.6;AUTOMATED PROCESS DISCOVERY;471
25.7;MODEL ENHANCEMENT;472
25.8;DEVIANCE MINING;473
25.9;PROCESS VARIANT AND OUTLIER IDENTIFICATION;474
25.10;PREDICTIVE APPROACHES;474
25.11;CASE STUDIES AND LESSONS IN EVIDENCE-BASED BPM;475
25.12;CASE STUDIES IN AUTOMATED PROCESS AND VARIANT DISCOVERY;475
25.13;CASE STUDIES IN DEVIANCE MINING;476
25.14;CASE STUDIES IN PREDICTIVE MONITORING;478
25.15;CONCLUSION;478
25.16;End Notes;479
26;Social Media and Business Process Management;482
26.1;INTRODUCTION;482
26.2;THE DIGITAL MIND-SET IS CHANGING;482
26.3;SOCIAL MEDIA ARE RESHAPING BUSINESS;484
26.4;ENABLING CUSTOMER-CENTRICITY;488
26.5;LESSONS LEARNED AROUND SOCIAL-ORIENTED PROCESS MODELING;489
26.6;TARGET MARKETING CAMPAIGNS WITH SOCIAL MEDIA;490
26.7;IMPROVING THE PROSPECT QUALIFICATION PROCESS;491
26.8;CUSTOMER PROFILE DATA FOR PROCESS (SIMPLIFICATION);491
26.9;CUSTOMER NOTIFICATIONS FOR PROCESS (VISIBILITY);492
26.10;ALTERNATIVE CHANNELS FOR SALES;492
26.11;SELECTION OF THE RIGHT OFFERING/SOLUTION;492
26.12;SOCIAL MEDIA AND BPM FOR CUSTOMER SERVICING;492
26.13;CUSTOMER RELATIONSHIP MANAGEMENT;493
26.14;SOCIAL MEDIA PROCESS FLOW;495
26.15;CONCLUSION;497
26.16;End Notes;499
27;BPM and Maturity Models;500
27.1;INTRODUCTION;500
27.2;HISTORIC DEVELOPMENT OF MATURITY MODELS;501
27.3;THE DIFFERENT STAGES OF MATURITY MODELS;504
27.4;THE MISSING PARTS OF THE MATURITY MODELS;506
27.5;BPM MATURITY MODEL;508
27.6;MATURITY LEVELS;508
27.7;FROM MATURITY LEVEL ASSESSMENT TO MATURITY BENCHMARK;526
27.8;CONCLUSION;529
27.9;End Notes;529
28;The BPM Way of Modeling;532
28.1;INTRODUCTION;532
29;Business Process Model and Notation—BPMN;534
29.1;INTRODUCTION;534
29.2;WHAT IS BPMN?;534
29.3;THE HISTORIC DEVELOPMENT OF BPMN;535
29.4;THE BPMN NOTATIONS/SHAPES;536
29.5;BPMN DIAGRAMS;544
29.6;TO POINT (1) PRIVATE (INTERNAL) BUSINESS PROCESSES;544
29.7;PUBLIC PROCESSES;545
29.8;COLLABORATIONS;546
29.9;TO POINT (2) CHOREOGRAPHY;546
29.10;TO POINT (3) CONVERSATIONS;547
29.11;BPMN USAGE;548
29.12;DIAGRAM POINT OF VIEW;549
29.13;UNDERSTANDING THE BEHAVIOR OF DIAGRAMS;549
29.14;BPMN EXAMPLE;549
29.15;BPMN CAVEATS;552
29.16;THE FUTURE OF BPMN;552
29.17;FULFILLING THE BPMN VISION;553
29.18;IMPLEMENTATION LEVEL MODELING;554
29.19;CASE MANAGEMENT MODELING;556
29.20;CONCLUSIONS;557
29.21;End Notes;557
30;Variation in Business Processes;560
30.1;INTRODUCTION;560
30.2;BUSINESS PROCESS VARIANCES: WHAT IS IT?;560
30.3;COMPLICATIONS AND CHALLENGES;562
30.4;SOLUTION DESCRIPTION;564
30.5;COST CALCULATION OF PROCESS VARIANCES;575
30.6;LESSONS LEARNED;576
30.7;CONCLUSION AND SUMMARY;577
30.8;End Notes;577
31;Focusing Business Processes on Superior Value Creation: Value-oriented Process Modeling;580
31.1;INTRODUCTION;580
31.2;VALUE IS A DIFFERENT KIND OF CONCEPT FOR PROCESS TEAMS;580
31.3;CONCLUSION;596
31.4;End Notes;596
32;Sustainability Oriented Process Modeling;598
32.1;INTRODUCTION;598
32.2;SITUATION, COMPLICATIONS, AND THE MAIN QUESTIONS;598
32.3;CONDITIONS, CIRCUMSTANCES, AND COMPLEXITY;599
32.4;THE MAIN QUESTIONS COVERED;600
32.5;THE ANSWER;601
32.6;THE WAY OF THINKING AROUND SUSTAINABILITY ORIENTED PROCESS MODELING;601
32.7;SUSTAINABILITY ORIENTED PROCESS MODELING: THE WAY OF WORKING;602
32.8;SUSTAINABILITY ORIENTED PROCESS MODELING: WAY OF MODELING;610
32.9;SUSTAINABILITY ORIENTED PROCESS MODELING: WAY OF IMPLEMENTING;612
32.10;SUSTAINABILITY ORIENTED PROCESS MODELING: WAY OF GOVERNING;613
32.11;BENEFITS OF COMBINING BPM AND SUSTAINABILITY ORIENTED PROCESS MODELING;613
32.12;CONCLUSIONS;614
32.13;End Notes;614
33;Information Modeling and Process Modeling;616
33.1;INTRODUCTION;616
33.2;INTENDED AUDIENCE;616
33.3;PROCESS LIFE CYCLE;617
33.4;PROCESS ATTRIBUTES;621
33.5;WHY THE SUBJECT IS IMPORTANT AND THE PROBLEMS AND CHALLENGES IT WILL SOLVE;622
33.6;INFORMATION MODELS WITHIN AS-IS AND TO-BE MODELS;623
33.7;EXAMPLE AS-IS MODEL (SALES AND DISTRIBUTION);634
33.8;EXAMPLE OF TO-BE (BPMN) MODEL (MATERIALS MANAGEMENT);641
33.9;LESSON LEARNED;649
33.10;WHAT WORKED;649
33.11;WHAT DID NOT WORK;651
33.12;CONCLUSIONS;652
33.13;End Notes;653
34;The BPM Way of Implementation and Governance;656
34.1;INTRODUCTION;656
34.2;End Notes;656
35;Applying Agile Principles to BPM;658
35.1;INTRODUCTION;658
35.2;WHAT IS AGILE?;658
35.3;AGILE CHARACTERISTICS;660
35.4;AGILE VALUES;661
35.5;AGILE PRINCIPLES;661
35.6;AGILE PRACTICES;662
35.7;AGILE VERSUS TRADITIONAL WAYS OF WORKING;662
35.8;AGILE BPM;664
35.9;AGILITY ADOPTION AND IMPROVEMENT MODEL;679
35.10;CONCLUSION;680
35.11;End Notes;681
36;BPM Change Management;684
36.1;INTRODUCTION;684
36.2;LESSONS LEARNED AROUND BPM CHANGE MANAGEMENT;684
36.3;LESSONS LEARNED OF THE OUTPERFORMERS AND UNDERPERFORMERS;686
36.4;LESSONS LEARNED AROUND BENEFIT AND VALUE REALIZATION;687
36.5;LEADING PRACTICE SUGGESTIONS ON WHAT REALLY WORKS WELL;687
36.6;CONCLUSION;701
36.7;End Notes;702
37;Business Process Management Governance;704
37.1;INTRODUCTION;704
37.2;WHY IS BPM GOVERNANCE IMPORTANT?;704
37.3;WHAT IS BPM GOVERNANCE?;705
37.4;BPM CENTER OF EXCELLENCE AND GOVERNANCE;706
37.5;HOW DOES BPM GOVERNANCE WORK?;709
37.6;BPM GOVERNANCE AND INCIDENT MANAGEMENT;711
37.7;BPM PORTFOLIO MANAGEMENT AND GOVERNANCE;712
37.8;LESSONS LEARNED;714
37.9;BENEFITS AND VALUE OF BPM GOVERNANCE;715
37.10;CONCLUSIONS;716
37.11;End Notes;716
38;Business Process Portfolio Management;718
38.1;FROM BUSINESS PROCESS MANAGEMENT TO BUSINESS PROCESS PORTFOLIO MANAGEMENT;718
38.2;COMMON PITFALLS WHEN IMPLEMENTING BPPM;719
38.3;ESTABLISHING BPPM;721
38.4;COMPARISON OF PPM, BPPM, AND BPM;722
38.5;CREATING A BPPM COMPETENCY;723
38.6;ALIGNMENT CONSIDERATIONS WHEN IMPLEMENTING BPPM;725
38.7;BPPM LIFE CYCLE;726
38.8;BUSINESS PROCESS HIERARCHY;732
38.9;BPPM INFORMATION, MEASUREMENTS, AND REPORTING;733
38.10;SUMMARY OF ESTABLISHING BPPM;735
38.11;LESSONS LEARNED FROM IMPLEMENTING BPPM;735
38.12;RIGHT TIME TO IMPLEMENT BPPM;735
38.13;EFFECT OF LIMITED OR NO IMPLEMENTED BPPM IN THE LONG RUN;736
38.14;CONCLUSIONS;736
38.15;End Notes;738
39;Real-Time Learning: Business Process Guidance at the Point of Need;740
39.1;INTRODUCTION;740
39.2;REAL-TIME LEARNING TO CLOSE THE KNOWLEDGE GAP;742
39.3;ELECTRONIC PERFORMANCE SUPPORT: DELIVERING KNOWLEDGE AT THE POINT OF NEED;743
39.4;BUSINESS PROCESS GUIDANCE;743
39.5;COMPONENTS OF A BPG SYSTEM;744
39.6;BPG IN PRACTICAL USE;744
39.7;SUPPORTING ENTRY OF CORRECT DATA;744
39.8;SUPPORTING MULTIPLE APPLICATIONS;745
39.9;ENHANCING COMMUNICATION WITH THE SUPPORT DESK;745
39.10;INTRODUCING BPG IN AN ORGANIZATION;746
39.11;MAJOR STEPS TO CREATE THE REPOSITORY;747
39.12;CONCLUSIONS AND OUTLOOK;747
39.13;End Notes;748
40;Business Process Management Alignment;750
40.1;INTRODUCTION;750
40.2;BACKGROUND TO A NEW WAY OF LOOKING AT ALIGNMENT FOR BPM;750
40.3;ALIGNMENT OF BPM;752
40.4;ESTABLISHING ALIGNMENT TO BPM;752
40.5;BUSINESS SCENARIOS THAT WOULD REQUIRE BUSINESS PROCESS ALIGNMENT;757
40.6;BENEFITS OF BPM ALIGNMENT;760
40.7;CONCLUSIONS;761
40.8;End Notes;761
41;Business Process Outsourcing;762
41.1;INTRODUCTION;762
41.2;BUSINESS PROCESS OUTSOURCING: WHAT IS IT?;762
41.3;BUSINESS PROCESS OUTSOURCING VALUE CASE;763
41.4;THE BPO MARKET;765
41.5;BUSINESS PROCESS OUTSOURCING: POSSIBLE PITFALLS;766
41.6;BUSINESS PROCESS OUTSOURCING: HOW TO GO ABOUT IT;767
41.7;CONCLUSIONS;773
41.8;End Notes;774
42;The Business Process Management Way of Training and Coaching;776
42.1;INTRODUCTION;776
43;The Need for a Standardized and Common Way of Process Training;778
43.1;INTRODUCTION;778
43.2;SKILLS REQUIREMENTS;778
43.3;LEARNING VERSUS FORGETTING CURVE;779
43.4;STANDARDIZED WAY OF TRAINING FOR PROCESS PROFESSIONALS;780
43.5;End Notes;781
44;Process Expert Training;782
44.1;CONTENT OF THE PROGRAM;783
44.2;PROCESS EXPERT LEARNING MODEL;784
44.3;WHAT THE PRACTITIONER GETS;784
45;Process Architect Training;786
45.1;CONTENT OF THE PROGRAM;787
45.2;PROCESS ARCHITECT LEARNING MODEL;787
45.3;WHAT YOU GET;788
46;Process Engineer Training;790
46.1;CONTENT OF THE PROGRAM;791
46.2;PROCESS ENGINEER LEARNING MODEL;792
46.3;WHAT YOU GET;792
46.4;CONCLUSIONS;792
47;Process Owner Training;794
47.1;PROGRAM TYPE;794
47.2;CONTENT OF THE PROGRAM;795
47.3;PROCESS OWNER LEARNING MODEL;796
47.4;WHAT THE PRACTITIONER GETS;797
48;Conclusion;798
49;Author Index;800
50;Subject Index;802

Leseproben

Authors Biographies

Mark von Rosing

Prof. Mark von Rosing is in every way an innovator impacting developments, standards, frameworks, methods, and approaches around the world. He founded in 2004, the Global University Alliance (GUA), the largest nonvendor academic platform for academic collaboration. As a part of the GUA work he has been involved of developing 96 Enterprise Standards and 51 Industry Standards. He is a leader in the industry in developing standards. He has not only founded the largest Enterprise Standard community “LEADing Practice” used by practitioners and organizations around the world, but also has a main role in developing standards in the following standard bodies:

• World Wide Web Consortium (W3C): Prof. Mark von Rosing is leading development member of the World Wide Web Consortium (W3C). The W3C purpose is to lead the World Wide Web to its full potential by developing protocols and guidelines that ensure the long-term growth of the Web/Internet. Prof. Mark von Rosing is thereby part of developing the internet principles and standards; that will help radically improve the way people around the world develop new technologies and innovate for humanity. See the link under LEADing Practice that is a strategic liaison partner of W3C www.w3.org/2001/11/StdLiaison#L.

• ISO: As a leader and development member of “The International Organization for Standardization (French: Organisation internationale de standardization)”; known as ISO, Prof. Mark von Rosing coordinates the development of international standards among various national standards organizations. Prof. von Rosing is thereby a leading mind in promoting worldwide proprietary, industrial, and commercial standards. The standards focused on at the moment are ISO 42010, the Systems and software engineering Architecture description, as well as ISO 279 the Innovation standard.

• Energetics: As a core development of the energy standard body Energetics, does Prof. Mark von Rosing, develop the energy standards used by countries and companies around the world. This also includes the standards used by the upstream oil and gas organizations around the world, improving their business model, performance concepts, process models, and data models.

• Object Management Group (OMG): Prof. Mark von Rosing is cochair and leading development member of the software standards in OMG. This development includes:

• Value Delivery Modeling Language (VDML)

• Business Planning and Motivation Modeling (BMM)

• Business Process Modeling Notations (BPMN)

• Semantics of Business Vocabulary and Rules (SBVR)

• Decision Model and Notation (DMN)

• Risk and Threat Modeling.

• The Information Security Forum (ISF): Prof. Mark von Rosing is a core team development member of the Information Security Forum. Investigating, clarifying and resolving key issues in information security, and developing best practice methodologies, processes, and solutions that meet the business and IT needs around security.

    Additional standard development that are worthwhile mentioning:

• Research collaboration and developer with IEEE standards.

• Codeveloper of the Global TOGAF Business Architecture Methods & Certification Development Group.

• Development member of the NATO standards, including EA, BPM, Capabilities and joint mission execution.

• Built the BPM and EA curriculum for the SAP University Alliance (+900 universities).

• SAP AG Method developer e.g., ASAP, SAP Agile, BPM, Enterprise Architecture (EAF).

    Author of multiple publications among them the last 3 years:

• SAP Press bestseller: “Applying real-world BPM in an SAP environment”

• IEEE publication “defining the profession of the Business Architect” as well as the publication “How to integrate Enterprise Architecture and BPM,”

• Springer: Conceptual Structures in LEADing and Best Enterprise Practices as well as The Impact of Culture Differences on Cloud Computing Adoption

• Future Strategies Inc. and the Workflow Management Coalition (WfmC) “Passports to Success in BPM.”

Henrik von Scheel

International recognized thought leader and the driving force behind the Enterprise Modelling revolution and a pioneer in linking strategy with operational execution. For most Fortune 500 and public organizations, Henrik von Scheel is synonym for a visionary, game changer, and a challenger striving to defy outmoded business models.

Recognized as a strategy and business process management thought leader, advisor, mentor, and coauthor of SAP Press bestseller book: Applying real-world BPM in a SAP environment. He has made a significant contribution to the enterprise modeling discipline—whether by driving standards, expanding the technology, or pushing process improvement in new direction.

Together with Global University Alliance, he has evolved mainstream process thinking, approaches, and styles through his efforts in standards bodies, books, academic publications, and published reference content, such as extended BPMN, Object Modelling (Business, Service, Process, Information & Data) BPM enabled Innovation & Transformation, BPM Centre of Excellence, BPM Alignment, Social BPM, BPM & Enterprise Architecture, BPM Change Management, BPM Lifecycle, BPM Maturity, Value BPM, Goal-Oriented Process, and BPM Industry Accelerators, etc.

Henrik is the CEO of LEADing Practice—#1 Enterprise Standard provider, setting the agenda for 56 Industries. He serves as ADVISORY BOARD MEMBER at Google EMEA, Gazprom, Global University Alliance, and Chairman of Capital Investment Partners. AWARDED “The NEXT 100 Top Influencers of the European Digital Industry in 2012” among the most important Europeans shaping our digital future.

Advising executives how tackle THE BLIND SPOTS or “change gap”—discover the WHY, define the WHAT, and deliver the HOW. Enabling executives to transform and innovate existing business models and their service model to design tomorrow’s enterprises. His trademark is the unique ability to help organizations master the rare discipline of developing their core competitive and differentiated aspects. Translating the “Big Picture” into operational execution using layered architectural rigor and applying leading practice, industry and best practice with the IT team.

August-Wilhelm Scheer

Professor Dr Dr h.c. mult. Scheer is founder of the Institute for Information Systems (IWi) at Saarland University and was its director for 30years. His publications in the field of business information systems are today considered standard references and are very well known across the global market.

The Y-CIM production model, created by Prof. Scheer, serves as an overall framework for integrating operative information systems in the manufacturing industries.

Prof. Scheer was honored with the Lifetime Achievement Award in 2013 by the Global University Alliance on behave of +300 universities, in recognition of his long-term impact and contribution to evolve the academic world and organization’s structural thinking of how to apply enterprise modeling today.

Leaving his mark on this generation and generations to come. Pushing the bar with his research and focus on information and business process management, Prof. Scheer has, among others, brought to us:

• Link between processes and information.

• His contribution to the academic world: in 1975, Scheer took over one of the first chairs for information systems and founded the Institute for information Systems (IWI) at the Saarland University, which he led until 2005.

• His contribution to the Software world: In 1984, he founded IDS Scheer, a Business Process Management (BPM) software company, which is still today the market leader.

• His contribution to Enterprise Modeling: The ARIS House which is one of the first Enterprise Modeling concepts that combines and organizes information of an organization in five interrelated views: data, function, organization, output, and control.

His contribution to the Process Modeling community: He developed among others two main concepts for Business Process Modeling:

• Business content in Value-added Chain Diagrams (VCD).

• Process content in Event-driven Process Chains (EPC).

He is widely regarded as the founder of the BPM industry.

In 1984, he founded the international software and consulting company IDS Scheer AG. Until 2009, he expanded the business to become one of the leading IT companies in Germany. In 1997, he founded the imc AG located in Saarbrücken and in 2000, the Scheer Group GmbH which participates in innovative high-tech companies, such as the Scheer Management Consulting & Solutions GmbH. He is forerunner and companion of the future project “Industry 4.0” initiated by the...