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

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More from DavenportIn service industries it is nearly impossible todistinguish between innovative new servicesoffered to the customers and the innovativeprocesses that enable themFollowing a structured process is generally a goodthing, and there is nothing inherently slow orinefficient about acting along process linesvenerdì 5 ottobre 201253
Process orientationroots (1990’s)Most processes are cross-functional,spanning the ‘white space’ between the boxeson the organization chart. Some processesresult in a product or service that is received byan organization's external customer.We call these production processes.Other processes produce products that are invisible to theexternal customer but essential to the effectivemanagement of the business.We call these support processesvenerdì 5 ottobre 201254- Rummler & Brache (1995)
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Methods for the specification andve
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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 65 and 66: More from DavenportFurthermore, whi
Page 67: KeywordsHammer & Champy: collection
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 117 and 118: 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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