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

More documents

Recommendations

Info

More from DavenportUnless designers or participants can agree on theway work is and should be structured, it will bevery difficult to systematically improve, or effectinnovation in, that workWhereas an organization’s hierarchical structure istypically a slice-in-time view of responsibilities andreporting relationships, its process structure is adynamic view of how the organization deliversvaluevenerdì 5 ottobre 201249
More from DavenportFurthermore, while we cannot measure or improvehierarchical structure in any absolute sense,processes that are clearly structured are amenableto measurement in a variety of dimensions havecost, time, output quality, and customer satisfactionWhen we reduce cost or increase customersatisfaction, we have bettered the process itselfvenerdì 5 ottobre 201250
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 and 62: KeywordsHammer & Champy: collection
Page 63: 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 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 ...

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?