Process Management

by Becker, Jorg; Kugeler, Martin; Rosemann, Michael; Becker, Jorg; Kugeler, Martin; Rosemann, Michael

• ISBN13: 9783540434993
• ISBN10: 3540434992
• eBook ISBN(s): 9783540247982
• Format: Hardcover
• Copyright: 2003-08-01
• Publisher: Springer Verlag
• More Book Details
• Purchase Benefits

Summary

Process Management is a comprehensive compendium for the contemporary design of process-oriented organizations. It presents a proven methodology for the introduction and sustainable management of business processes. This book discusses each phase of a business process lifecycle model in the light of current research. A continuous case study provides interesting insights into the actual experiences with this lifecycle model and adds to the credibility of the presented contents. This also includes recommendations which are summarized in pragmatic checklists for each stage of the project. This book is of relevance for business analysts, business process managers, consultants, and all practitioners dealing with the analysis and re-design of business processes. It is also a valuable resource for lecturers and students in the disciplines of Business, Information Systems and Engineering.

Table of Contents

Preface	V
Contents	VII
Figures	XIII
Tables	XVII
The Process in Focus
Jörg Becker, Dieter Kahn	1	(12)
1.1 Environment	1	(1)
1.2 From function orientation to process orientation	2	(2)
1.3 The term of process	4	(1)
1.4 Consequences for management - six theses for process orientation	5	(4)
1.4.1 Every organizational business structure has its own efficiency relation	5	(1)
1.4.2 The survival pressure in competition causes sensible adaptation processes to develop	6	(1)
1.4.3 People and their environment determine the process changes	6	(1)
1.4.4 Flexibility guarantees a top position	7	(1)
1.4.5 High Innovation potential and its effective use lead to top positions	8	(1)
1.4.6 The ability to integrate all participants in the process secures the success	8	(1)
1.5 The case study - DeTe Immobilien	9	(2)
1.5.1 Corporate culture	10	(1)
1.5.2 Products	11	(1)
1.6 Objective and structure of this book	11	(2)
Project Management
Jörg Becker, Dieter Kahn, Clemens Wernsmann	13	(28)
2.1 Project goals	13	(3)
2.2 Project plan	16	(3)
2.3 Project organization	19	(8)
2.4 Project controlling	27	(7)
2.5 Critical success factors	34	(4)
2.6 Checklist	38	(3)
Preparation of Process Modeling
Michael Rosemann	41	(38)
3.1 Relevant perspectives	41	(12)
3.1.1 Multi-perspective process modeling	41	(1)
3.1.2 Potential perspectives on process models	42	(7)
3.1.3 Identification of the relevant perspectives	49	(1)
3.1.4 Differentiation of perspectives	50	(3)
3.2 Relevant modeling techniques	53	(4)
3.3 Relevant modeling tools	57	(1)
3.4 Modeling conventions	58	(8)
3.4.1 Guidelines of modeling	58	(2)
3.4.2 Intention of modeling conventions	60	(1)
3.4.3 Subject of modeling conventions	61	(5)
3.5 Technical term modeling	66	(10)
3.5.1 Intention of technical term modeling	66	(2)
3.5.2 Method for technical term modeling	68	(7)
3.5.3 Distribution and maintenance	75	(1)
3.6 Checklist	76	(3)
From Strategy to the Business Process Framework
Jörg Becker, Volker Meise	79	(28)
4.1 Organization design in strategic context	79	(3)
4.2 Strategic business fields and units	82	(1)
4.3 Market-based view of strategy	83	(3)
4.3.1 Low-cost leadership	84	(1)
4.3.2 Differentiation	85	(1)
4.3.3 The value chain	86	(1)
4.4 Resource-based view of strategy	86	(7)
4.4.1 Core competencies	88	(3)
4.4.2 Management of core competencies	91	(2)
4.5 Combination of views	93	(2)
4.6 From structure to core processes	95	(4)
4.6.1 Use of efficiency criteria	96	(1)
4.6.2 Example: Business Process Reengineering	96	(1)
4.6.3 Derivation of core processes	97	(2)
4.7 Business process framework as guiding principle	99	(5)
4.8 Checklist	104	(3)
As-is Modeling and Process Analysis
Ansgar Schwegmann, Michael Laske	107	(28)
5.1 Objectives of as-is modeling	107	(2)
5.2 Procedure of as-is modeling	109	(13)
5.2.1 Preparation of as-is modeling	109	(2)
5.2.2 Identification and prioritizing of problem areas	111	(4)
5.2.3 Collection and documentation of as-is models	115	(4)
5.2.4 Consolidation of as-is models	119	(3)
5.3 Analysis of as-is models	122	(9)
5.3.1 Criteria for the evaluation of as-is models	122	(3)
5.3.2 Support of as-is analysis by reference models	125
5.3.3 Support of as-is analysis by benchmarking	121	(7)
5.3.4 Identification and documentation of weaknesses and potential improvements	128	(2)
5.3.5 Execution of immediate actions to eliminate weaknesses	130	(1)
5.4 Checklist	131	(4)
To-be Modeling and Process Optimization
Mario Speck, Norbert Schnetgöke	135	(30)
6.1 Objectives of to-be modeling	135	(2)
6.2 Procedure of to-be modeling	137	(25)
6.2.1 Preparation of to-be modeling	137	(6)
6.2.2 To-be process identification and rough draft	143	(8)
6.2.3 Design and documentation of to-be models	151	(5)
6.2.4 Documentation of to-be models	156	(1)
6.2.5 The benefits of process simulation	157	(1)
6.2.6 Use of reference models for to-be modeling	158	(1)
6.2.7 Model optimization and consolidation	159	(3)
6.3 Editing of results	162	(1)
6.4 Checklist	163	(2)
Design of a Process-oriented Organizational Structure
Martin Kugeler, Michael Vieting	165	(42)
7.1 Subject and goal of a process-oriented organization	165	(6)
7.1.1 Process organization and organizational structure from the process-oriented point of view	165	(3)
7.1.2 Interfaces in the organizational structure - the most important joints	168	(3)
7.2 Comparison of organization types	171	(7)
7.2.1 Efficiency criteria of organization	171	(3)
7.2.2 Traditional types of organization	174	(3)
7.2.3 Process-oriented organization - path or goal?	177	(1)
7.3 Modeling of the organizational structure view an its integration into the process view	178	(9)
7.4 Process model to design a process-oriented organizational structure	187	(17)
7.4.1 Traditional method: Analysis-synthesis concept	187	(2)
7.4.2 Process model-aided procedure based on a reference model	189	(10)
7.4.3 Process model sampled by DeTe Immobilien	199	(5)
7.5 Checklist	204	(3)
Process Implementation - Process Roll-out
Michael Laske, Redorer Luxem	207	(26)
8.1 Position of implementation in total project	207	(1)
8.2 Roll-out strategy	208	(4)
8.2.1 Implementation sequence of organizational structure and processes	208	(1)
8.2.2 Step-by-step versus big-bang	209	(3)
8.3 Project marketing and information	212	(9)
8.3.1 Target: Acceptance	212	(2)
8.3.2 Communication concept	214	(5)
8.3.3 Training concept	219	(2)
8.4 Measures for personnel transfer	221	(3)
8.5 Technical realization	224	(7)
8.5.1 Realization by proprietary methods	225	(2)
8.5.2 Realization by groupware	227	(1)
8.5.3 Realization by Intranet concepts	228	(2)
8.5.4 Realization by hybrid methods	230	(1)
8.5.5 Comparison of methods	230	(1)
8.6 Checklist	231	(2)
Continuous Process Management
Stefan Neumann, Christian Probst, Clemens Wernsmann	233	(18)
9.1 From process-oriented reorganization to continuous process management	233	(3)
9.2 Goal and operation	236	(2)
9.3 Phase and process model for continuous process management	238	(6)
9.3.1 Implementation phase	239	(2)
9.3.2 Analysis phase	241	(1)
9.3.3 Goal redefinition phase	242	(1)
9.3.4 Modeling and implementation phase	243	(1)
9.4 Institutional anchorage of process responsibility	244	(5)
9.4.1 Process responsible	245	(1)
9.4.2 Process owner	246	(1)
9.4.3 Process manager	247	(2)
9.5 Checklist	249	(2)
Additional Application Areas and Further Perspectives - Beyond Re-engineering
Michael zur Mühlen	251	(38)
10.1 Certification	251	(3)
10.2 ERP-software	254	(6)
10.2.1 To-be modeling based on an ERP-reference model	256	(1)
11.2.2 Modeling the perfect case	257	(1)
10.2.3 Generation of to-be models based solely on current as-is models	258	(1)
10.2.4 Design recommendations	258	(2)
10.3 Development of in-house software	260	(3)
10.3.1 In-house and off-the-shelf software	260	(2)
10.3.2 Design of in-house software with process models	262	(1)
10.4 Workflow management	263	(9)
10.4.1 Motivation for workflow management systems	263	(1)
10.4.2 Related Definitions	264	(2)
10.4.3 Transfer of business process models into workflow models	266	(2)
10.4.4 Identification of business processes suitable for workflow management	268	(2)
10.4.5 Execution of workflow models	270	(1)
10.4.6 Potential benefits from workflow management systems	270	(2)
10.5 Knowledge management	272	(4)
10.5.1 From process management to knowledge management	272	(1)
10.5.2 Data, information and knowledge	272	(1)
10.5.3 Process of knowledge creation	273	(2)
10.5.4 Organizational support	275	(1)
10.5.5 Information-technological support	275	(1)
10.5.6 Implications for company management	276	(1)
10.6 Model-based benchmarking	276	(5)
10.6.1 Procedure model for benchmarking projects	277	(1)
10.6.2 Benchmarking within a company	278	(1)
10.6.3 Benchmarking beyond organizational limits	278	(1)
10.6.4 Comparable parameters	279	(1)
10.6.5 Measurement and strategic influence of activities for reorganization	280	(1)
10.7 Internet-based process modeling	281	(8)
10.7.1 Motivation of decentralized process modeling	281	(2)
10.7.2 Scenario 1: Modeling on centralized server by decentralized clients	283	(1)
10.7.3 Scenario 2: Decentralized modeling and consolidation through moderation	284	(1)
10.7.4 Scenario 3: Centralized modeling with participation of decentralized expert users	285	(1)
10.7.5 Protection of Internet-based modeling methods	286	(1)
10.7.6 Evaluation of Internet-based process modeling	287	(2)
Appendix: Modeling Conventions	289	(22)
Bibliography	311	(10)
Index	321	(10)
Authors	331