Methods for the specification and verification of business processes ...

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Not so different?Tailors and architects can exploit standardapproaches for each caseTailor process: take customer’s measurement, showa number of patterns, modify the chosen pattern,choose the fabric, draw the patternObservation: tasks can be highly dependent oncasesvenerdì 5 ottobre 201225
One-of-a-kind processesThe first stage in tackling the case is thedesign of its specific processEven in this case, standard tasks can befrequently found that are used to compile manyspecific processesvenerdì 5 ottobre 201226
Page 1 and 2: Methods for the specification andve
Page 3 and 4: Digression...Exercises: find Euleri
Page 5 and 6: Digression...oddoddExercises: find
Page 7 and 8: Digression...oddoddoddExercises: fi
Page 9 and 10: Digression...oddoddodd oddoddExerci
Page 11 and 12: Digression...oddoddodd oddodd oddEx
Page 13 and 14: Digression...oddoddodd oddodd oddod
Page 19 and 20: Reference frameworkFix the business
Page 21 and 22: IssuesRole of work in the societyPr
Page 23 and 24: Business unitsPeople organize speci
Page 25 and 26: New servicesOther work emerge, that
Page 27 and 28: Paradigm shiftAlienation from work
Page 29 and 30: IssuesRole of work in the societyPr
Page 31 and 32: ProcedureWorking on a case is typic
Page 33 and 34: KnowledgeSome tasks can be performe
Page 35 and 36: ActivityAn activity is the performa
Page 37 and 38: Economy of scaleThe cost per case f
Page 39: Different examplesWhat about tailor
Page 43 and 44: PrincipalMost people’s work is as
Page 45 and 46: ContractA contract exists between a
Page 47 and 48: Contract tree exampletransport from
Page 49 and 50: venerdì 5 ottobre 201234
Page 51 and 52: Most relevant forms oforganizationa
Page 53 and 54: What is all aboutEach product that
Page 55 and 56: Narrowing the gapOrganizational bus
Page 57 and 58: Process orientationroots (1990’s)
Page 59 and 60: How vs WhatThe main innovation is t
Page 61 and 62: KeywordsHammer & Champy: collection
Page 65 and 66: More from DavenportFurthermore, whi
Page 69 and 70: Process orientationroots (1990’s)
Page 71 and 72: Typical processes inmanufacturing f
Page 73 and 74: Secondary processSupport primary pr
Page 75 and 76: 1, 2, 3orders,components,raw materi
Page 83 and 84: DefinabilityProcesses must have cle
Page 85 and 86: OrderedProcess tasks are ordered ac
Page 87 and 88: DigressionWhat is a partial order?(
Page 89 and 90: DigressionWhat is a partial order?(
Page 91 and 92:
DigressionWhat is a partial order?(
Page 93 and 94:
DigressionWhat is a partial order?(
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DigressionWhat is a total order?67v
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DigressionWhat is a total order?(S,
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ExercisesAre the following pairs pa
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DigressionWhat is a linear extensio
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ExercisesS = {a, b, c, d, e, f}a
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LinkedProcess activities are linked
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MeasurabilityThe process output can
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Cross-functionalityA process can sp
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Business processDefinition: a busin
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Business processmanagementThe basis
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Business process modelDefinition: b
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Model and instancesEach business pr
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Abuse of notationIf no confusion is
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Process representationsVisual repre
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