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

More documents

Recommendations

Info

Process orientationroots (1990’s)Processes as structured, measured setsof activities designed to produce aspecific output for a particular marketA process is a specific ordering of work activities acrosstime and space, with a beginning and an end, andclearly defined inputs and outputs: a structure for action.- Davenport (1993)venerdì 5 ottobre 201247
KeywordsHammer & Champy: collection, input, outputJohansson et al.: upstream, downstream, linkedDavenport: structure, ordering, time, space, begin, endvenerdì 5 ottobre 201248
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 and 40: Different examplesWhat about tailor
Page 41 and 42: One-of-a-kind processesThe first st
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: KeywordsHammer & Champy: collection
Page 65 and 66: More from DavenportFurthermore, whi
Page 67 and 68: KeywordsHammer & Champy: collection
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 81 and 82: KeywordsHammer & Champy: collection
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 95 and 96: DigressionWhat is a total order?67v
Page 97 and 98: DigressionWhat is a total order?(S,
Page 99 and 100: ExercisesAre the following pairs pa
Page 105 and 106: DigressionWhat is a linear extensio
Page 111 and 112: ExercisesS = {a, b, c, d, e, f}a
Page 113 and 114:
ExercisesS = {a, b, c, d, e, f}a
Page 115 and 116:
ExercisesS = {a, b, c, d, e, f}a
Page 117 and 118:
LinkedProcess activities are linked
Page 119 and 120:
MeasurabilityThe process output can
Page 121 and 122:
Cross-functionalityA process can sp
Page 123 and 124:
Business processDefinition: a busin
Page 125 and 126:
Business processmanagementThe basis
Page 127 and 128:
Business process modelDefinition: b
Page 129 and 130:
Model and instancesEach business pr
Page 131 and 132:
Abuse of notationIf no confusion is
Page 133:
Process representationsVisual repre
show all

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

Create successful ePaper yourself

Delete template?

Save as template?