Scheer / Kruppke / Jost Agility by ARIS Business Process Management

Yearbook Business Process Excellence 2006/2007
1. Auflage 2006
ISBN: 978-3-540-33528-3
Verlag: Springer Berlin Heidelberg
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 282 Seiten

This book explores the Business Process Management cycle in theory and practice, from the technical as well as the business point of view. Both the ARIS Platform and the methodical approach of ARIS Value Engineering (AVE) are referred to in detail. More than half of the articles are case studies. The book offers valuable ideas to companies on how to optimize their own business processes and thus become more competitive.

Autoren/Hrsg.

Scheer, August-Wilhelm

Kruppke, Helmut

Jost, Wolfram

Kindermann, Herbert

Inhaltsverzeichnis

1;Preface;5
2;Table of Contents;7
3;Part I: Business Process Lifecycle;10
3.1;ARIS – Software, Method and Instrument;11
3.1.1;Closed System for Customer-Individual Requirements;12
3.1.2;From the Strategy to Controlling and Back;13
3.1.3;BPM – A Question of the Definition;14
3.1.4;Process Management as a Mile Stone for Service Oriented Architecture ( SOA);15
3.1.5;The Bridge from Business to IT;15
3.2;Business Processes Support Growth at BMW Group Financial Services;19
3.3;Practical Implication and Use of Process Management at T- Mobile Czech Republic, a.s.;24
3.3.1;1 Brief Introduction;25
3.3.2;2 Milestone of Process Management at TMCZ;26
3.3.3;3 Future Outlook;33
3.3.4;4 Conclusion;33
3.4;When Giants Learn How to Dance – The Introduction of Process Management to a Health Insurance Fund;34
3.4.1;1 The Company;35
3.4.2;2 From a Project to Process Management;35
3.4.3;3 Project 2000;36
3.4.4;4 Process Management 2005;40
3.4.5;5 Conclusion;43
4;Part II: Business Process Strategy;45
4.1;From Business to Processes;46
4.1.1;1 BPM Bridges the Gap Between Business and Organization;47
4.1.2;2 Understanding the Business;49
4.1.3;3 The Human Factor;56
4.1.4;Bibliography;57
4.2;Business Process Excellence at Royal KPN;58
4.2.1;1 Introducing KPN;59
4.2.2;2 Initial Situation;60
4.2.3;3 The Project;62
4.2.4;4 Track 1: Process Release Cycle Management;65
4.2.5;5 Track 2: End-User Targeted Process Web;69
4.2.6;6 Track 3: Modeling Conventions;72
4.2.7;7 Conclusions and Lessons Learned;73
4.3;Quality Management Handbook on the Web – A Visionary Platform;76
4.3.1;1 Company Profile of Ingenics AG;77
4.3.2;2 Starting Point;77
4.3.3;3 New Management and Process Culture;78
4.3.4;4 Web-Enabled QM Handbook;82
4.3.5;5 Outlook;87
4.3.6;Bibliography;88
4.4;New Roof for Austrian Railways Network Provider – The Introduction of Business Process Management at ÖBB Infrastruktur Betrieb AG;89
4.4.1;1 The Concise History of ÖBB and the ÖBB Infrastruktur Betrieb AG;90
4.4.2;2 The Vision of ÖBB Infrastruktur Betrieb AG;91
4.4.3;3 Timetable;91
4.4.4;4 “Process Management Is on Track”;93
4.4.5;5 The Information Platform for Process Management;96
4.4.6;6 Conclusion;96
4.5;Industrialized Sales;98
4.5.1;1 Media in Fear of Livelihood;99
4.5.2;2 Cul de Sac: Cost Reduction;100
4.5.3;3 Make 90 Sales Persons from 40 – Process Optimization in Sales;101
4.5.4;4 Conclusion;104
4.6;What Business Leaders Can Learn from Jazz Musicians About Emergent Processes;105
4.6.1;1 Introduction;106
4.6.2;2 Entergy’s Story;107
4.6.3;3 Principle #1: Conversations Should Be the Focus;111
4.6.4;4 Principle #2: Rely On, and Constantly Build, a Mental Map of What Others’ Know;112
4.6.5;5 Principle #3: Engage Customers in the Emergence, Don’t Hide It;113
4.6.6;6 Principle #4: Constantly Shift Leadership;114
4.6.7;7 Conclusion;115
5;Part III: Business Process Design;116
5.1;Business Process Design as the Basis for Compliance Management, Enterprise Architecture and Business Rules;117
5.1.1;1 The ARIS Method as the Basis for Company-Wide Business Process Management;118
5.1.2;2 Business Process Design – Modeling, Analysis and Optimization;119
5.1.3;3 From Business Process Design to Compliance Management;121
5.1.4;4 From Business Process Design to Enterprise Architecture;123
5.1.5;5 From Business Process Design to Process Execution According to Business Rules;126
5.1.6;6 Conclusion;127
5.2;Process-Oriented Changes in the Slovak Railways;128
5.2.1;1 First Division of the State-Owned Railways;129
5.2.2;2 Preparation of the Project of the Process-Oriented Change of ZSSK;130
5.2.3;3 Conclusion;140
5.3;Success Formula for the Regulated Economy – Certitude Through Compliance Management;141
5.3.1;1 Increasingly Complex Requirements;143
5.3.2;2 Introducing the Right Compliance Strategy;143
5.3.3;3 Unnecessarily High Compliance Costs;144
5.3.4;4 From Cost-Driver to Competitive Advantage;144
5.3.5;5 Well Prepared? The Tasks of Holistic Compliance Management;145
5.3.6;6 Comprehensive Controls! Reassuring Answers to Urgent Questions;146
5.3.7;7 Universal and Integrated;147
5.3.8;8 More Certitude Through an Integrated Compliance Management Approach;151
5.3.9;Bibliography;151
5.4;IOP – Intelligent Order Processing;152
5.4.1;1 Company Profile;153
5.4.2;2 The Challenge;153
5.4.3;3 Evaluation Phase;154
5.4.4;4 The Solution;155
5.4.5;5 Conclusion;159
6;Part IV: Business Process Implementation;160
6.1;Business Process Implementation – More than Just Implementing IT;161
6.1.1;1 From Swift Implementation to Systematic Success;162
6.1.2;2 ARIS Value Engineering for SAP;165
6.1.3;3 New Ways in Service-Oriented Architectures;171
6.1.4;4 Conclusion;174
6.1.5;Bibliography;175
6.2;Building an Integrated Performance Management System for Process- Oriented Operation Management;176
6.2.1;E.ON Kernkraft – Unterweser Nuclear Power Plant ( UNPP): A Short Outline;177
6.2.2;2 Requirements for Process-Oriented Operation Management;178
6.2.3;3 Principles of the Performance Management System;178
6.2.4;4 Procedure for the Introduction of a PMS;180
6.2.5;5 Process Monitoring Using PMS;182
6.2.6;6 Supervising PMS;185
6.2.7;7 Process Analysis Using ARIS Process Performance Manager ( ARIS PPM);186
6.2.8;8 Assessment and Benefits of PMS;191
6.3;Integrated Manufacturing Execution Systems – Yesterday, Today and Tomorrow: From Systems Integration to Comprehensive Optimization of Business Processes;193
6.3.1;1 25 Years of Operation Management Systems;194
6.3.2;2 Outlook: Opportunities and Challenges;201
6.3.3;Bibliography;202
6.4;Hawaiian Tropic Sizzles with Integrated mySAP All- in- One Solution;203
6.4.1;1 Mergers and Mayhem;204
6.4.2;2 A Smooth Transition;204
6.4.3;3 Timing Is Everything;205
6.4.4;4 A Sunny Forecast;206
6.5;Aligning the Core Logistics Processes of the US Army with SAP;207
6.5.1;1 Introduction;208
6.5.2;2 Solution;209
6.5.3;3 Conclusion;214
6.5.4;Bibliography;214
6.6;From Business Process to Application: Model- Driven Development of Management Software;215
6.6.1;1 Overview;216
6.6.2;2 Business Process Analysis;216
6.6.3;3 Specification Analysis;219
6.6.4;4 Analysis Classification Model;220
6.6.5;5 System Design and Generation;224
6.6.6;6 Conclusion;224
6.6.7;Bibliography;225
7;Part V: Business Process Controlling;226
7.1;Monitoring, Analyzing and Optimizing Corporate Performance – State of the Art and Current Trends;227
7.1.1;1 From ‘Business Intelligence’ to ‘Corporate Performance Management’;228
7.1.2;2 Early Indicators – Structural Analysis Instead of Visualizing Key Indicators;228
7.1.3;3 Trends and Current Developments;236
7.1.4;4 Outlook: Performance of Unstructured ‘Processes’?;240
7.1.5;Bibliography;241
7.2;Closed Control Cycle for Business Process Management on the Credit Suisse Securities Platform;243
7.2.1;1 Project Description;244
7.2.2;2 Technical Solution;248
7.2.3;3 Case Study: Stock Market Transaction Processing in Securities Operations;255
7.2.4;4 Conclusion;260
7.3;From Process Efficiency to Organizational Performance;261
7.3.1;1 Corporate Performance Management – Processes and Organization;262
7.3.2;2 History and Field of Application for the Analysis of Organizational Networks;264
7.3.3;3 Application of ARIS PPM for the Purpose of Organizational Analysis;265
7.3.4;4 Outlook;271
7.3.5;Bibliography;272