Handbook on Business Process Management 2 (eBook)
XX, 616 Seiten
Springer Berlin (Verlag)
978-3-642-01982-1 (ISBN)
Business Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world's leading BPM thought leaders. This second volume focuses on the managerial and organizational challenges of Business Process Management such as strategic and cultural alignment, governance and the education of BPM stakeholders. As such, this book provides concepts and methodologies for the integration of BPM. Each chapter has been contributed by leading international experts. Selected case studies complement their views and lead to a summary of BPM expertise that is unique in its coverage of the most critical success factors of BPM.
Foreword 8
How to Read this Handbook 12
Contents 14
Contributors 18
Part I 22
Strategic Alignment 22
Delivering Business Strategy Through Process Management 25
1 Introduction 22
2 Lost in Translation 26
2.1 Today´s Reality 26
2.2 The Outside-in Perspective: The One that Counts 27
2.3 Methodology Implications 28
3 An Integrative Model from Drivers Through Aligned Capability 30
3.1 Validate Strategic Direction (Methodology 1.1) 32
3.1.1 Purpose of the Activity 32
3.1.2 Strategic Concepts 32
3.1.3 Scope of the Strategic Models 34
3.1.4 External Assessments 34
3.1.5 Strategic Analysis of External Assessments 35
Business Scenario Analysis 35
Value Proposition 35
Balanced Scorecard 36
3.1.6 Documenting the Strategic Intent 36
3.2 Determine Stakeholder Relationships (Methodology 1.2) 37
3.2.1 Purpose of the Activity 37
3.2.2 The Stakeholder Business Context 38
3.2.3 Stakeholder Relationship Analysis 39
3.2.4 Stakeholder Expectations and Goals 39
3.2.5 Measurement of Relationship Performance 40
3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success 40
3.3 Consolidate Strategic Criteria (Methodology 1.3) 41
3.3.1 Purpose of the Activity 41
3.4 Architect Business Processes (Methodology 2.1) 41
3.4.1 Purpose of the Activity 41
3.4.2 Lifecycle Approach to Building the Architecture 43
3.4.3 Reference Frameworks Approach to Building the Architecture 44
Generic Enterprise Models 44
Industry-Specific Models 45
Domain-Specific Models 45
Process, Lifecycle, and Value Chain Models 45
3.4.4 Architecture Consolidation 46
3.5 Identify Measures of Performance (Methodology 2.2) 46
3.5.1 Purpose of the Activity 46
Top Down and Horizontal Perspectives 47
3.6 Align Process Governance (Methodology 2.3) 48
3.6.1 Purpose of the Activity 48
3.6.2 Motivation Alignment and Stewardship Support 51
3.7 Prioritize Processes (Methodology 2.4) 51
3.7.1 Purpose of the Activity 51
3.7.2 Matrix Alignment Approach 52
The Process/Stakeholder Value Matrix 52
The Process/Stakeholder Performance Gap Matrix 52
Pain and Gain 53
3.8 Align Process Capabilities (Methodology 2.5) 54
3.8.1 Purpose of the Activity 54
3.9 Establish Enterprise Transformation Portfolio (Methodology 2.6) 55
3.9.1 Purpose of the Activity 55
4 Conclusion 55
References 56
Management of Process Excellence 58
1 Management of Process Excellence (MPE) Requirements and Approach 58
2 Innovation: Key Target of MPE 63
3 Information Technology Enabling the Execution of MPE 66
4 Business Process Governance for MPE 70
References 74
Process Capital as Strategic Success Factor:The Lufthansa Example 76
1 Processes as Intangible Assets (``Process Capital´´) 76
2 The Correlation Between Strategy and Process Capital 79
2.1 Overview 79
2.2 Core Competencies in Process Capital 80
2.3 Strategy Implementation Using Process Capital 81
3 Process Capital Management 83
3.1 Overview 83
3.2 Anchoring Process Capitals in the Strategy 84
3.3 Building up Process Capital 85
3.4 Managing Process Capital 86
4 Case Study: Lufthansa AG 87
4.1 Example of Lufthansa´s Process Capital 87
4.2 Strategy Implementation at Lufthansa Based on Process Capital 88
4.2.1 Passenger Handling 89
4.2.2 In-Flight Service 89
4.2.3 Operations 89
5 Summary and Outlook 90
References 90
Process Classification Frameworks 92
1 Introduction 92
2 Framework Development 94
2.1 Background 94
2.2 A Framework for Behavior Classification and Modeling 95
2.3 Application of the Framework 100
2.3.1 Integration of Behavioral Descriptions 102
2.4 Process Architecture Analysis 103
2.5 Process Architecture Development 105
3 Conclusion and Future Work 108
References 110
Taxonomy of Business Process Management Approaches 112
1 Introduction and Motivation 113
2 Situational Method Engineering 114
2.1 Design Research for Information Systems 114
2.2 Representation of Situational Aspects in SME 115
2.3 Method Fragments as Building Blocks in SME 116
3 Empirical Study on Business Process Management Approaches 117
3.1 Data Set and Course of Analysis 118
3.2 BPM Design Factors 119
3.3 BPM Realization Approaches 121
3.4 BPM Project Types 123
4 Exemplary Adaptation of the ``Process Innovation´´ Method 124
4.1 Overview of the Method 125
4.2 Situation-Specific Embodiments of the Method 125
5 Conclusion and Outlook 128
References 130
Process Performance Management 134
1 Measurement as Part of Operational Process Controlling 134
2 Approaches for Measuring Process Performance 136
2.1 Concepts for Performance Measurement 136
2.2 Process Performance Measurement Based on Indicators, Measures, and Figures 138
2.3 Measurements to Determine Process Performance 139
2.4 Frameworks for Measuring Process Performance 141
3 Development of a Company-Specific Process Performance Measurement System 145
3.1 Setting the Process Objectives 146
3.2 Identifying Critical Process Success Factors 148
3.3 Deriving Performance Indicators, Measures, and Figures 150
4 Conclusion 152
References 152
Business Process Analytics 155
1 Introduction 155
2 Sources for Process Analytics Data 156
3 A Source Format for Process Events 158
4 Process Metrics 161
5 Quality Criteria for Process Metrics 163
6 Historical Process Analysis 166
7 Real-Time Process Analysis 167
8 Predictive Process Analysis 168
8.1 Simulation 168
8.2 Data Mining 172
8.3 Process Optimization 174
9 Summary 174
References 174
Managing Regulatory Compliance in Business Processes 176
1 Introduction 176
2 Scenario and Background 178
3 Methodology for Compliance Management 180
3.1 Control Directory Management 181
3.2 Ontological Alignment 182
3.3 Modeling Controls 182
3.4 Process Model Enrichment 183
3.5 Compliance Enforcement 184
3.6 Compliance Monitoring 184
4 State of the Art 185
4.1 Modeling Controls 186
4.2 Process Model Enrichment 188
4.3 Summary 188
5 Discussion and Outlook 189
References 190
Prioritizing Process Improvement: An Example from the Australian Financial Services Sector 193
1 Introduction and Background 193
2 Introducing the Case Organization 195
3 Building the Business Value Scoring Tool 198
3.1 High Level Overview of the Business Value Scoring Tool 198
3.2 Understanding the Components of the Tool 199
3.2.1 Dimensions of Measurement 199
3.2.2 Outcomes and Scores for Each Dimension 200
3.2.3 Choice of Evaluation Perspective 201
3.2.4 Cost Calculations 202
3.2.5 Formula Manipulation 202
4 Testing and Implementing the Tool 204
5 Tool Adoptability and Application 206
6 Conclusion 208
Appendix1: QIC Organizational Chart 209
Appendix2: Business Value Score Tool Elements 210
References 211
Part II 212
Governance 212
Business Process Governance 215
1 Introduction 215
2 The Management of Organizational Structures and Business Process Governance 217
2.1 Management Hierarchies and Business Processes 217
2.2 Lateral Relations and Process Organization Mechanisms of Business Process Governance 220
2.3 Tradeoffs in Organizational Design and Business Process Governance 222
3 Process Governance Within Organizations 228
3.1 Process Coordination Units: The Example of Duke Power 228
3.2 Process Organization: The Example of Texas Instruments 230
3.3 Process Unit: The Example of Shared Services at Procter and Gamble 231
4 Governing Processes that Cross Organizational Lines 232
4.1 Multiple Mechanisms for Inter-Organizational Process Governance: The Example of San Mateo County EMS 233
4.2 Multiple Mechanisms for Inter-Organizational Process Governance: The Supply Chain Management Example 234
5 Concluding Remarks 235
References 235
Business Process Management Governance 237
1 Introduction 237
2 Research 239
3 Obstacles 241
3.1 Reference Models Lack Cross-Functionality 242
3.2 Improvement Method Deployment 243
3.3 Process Maturity 244
4 BPM Governance Principles and Practices 246
5 Management Accountability 247
6 Measuring Performance 248
7 Process Management Plan 249
8 Deploying Information Technology 251
9 Summary 251
References 251
The Process of Business Process Management 253
1 Introduction 253
2 The Process of Business Process Management 255
2.1 Business Process Strategy Phase 256
2.2 Business Process Design Phase 258
2.3 Business Process Implementation Phase 260
2.4 Business Process Controlling Phase 262
3 Main Elements of a Holistic BPM Approach 263
4 Services and Responsibilities of a BPM Center of Excellence 265
4.1 BPM Leadership 266
4.2 Regulatory Framework 269
4.3 Project Support 271
4.4 Training, Communication, and Process Controlling 272
5 Roles Within a BPM Organization 272
6 Conclusion: How to Establish a Holistic BPM Approach Within an Organization 277
References 278
The Service Portfolio of a BPM Center of Excellence 280
1 Typical Stages of Business Process Management Adoption 280
2 The Business Process Management Service Portfolio 282
3 A Proposed List of Business Process Management Services 284
3.1 Business Process Management Maturity Assessment 284
3.2 Strategic Alignment 285
3.3 Process Modeling 285
3.4 Library Management 286
3.5 Process Improvement 287
3.6 Designing Process-Aware Information Systems 287
3.7 Process Automation 288
3.8 Process Change Management 288
3.9 Management of Business Process Management Projects 288
3.10 Process Governance 289
3.11 Process Compliance 289
3.12 Process Performance Measurement 289
3.13 Process Forensics 290
3.14 Process (Management) Education/Training 290
3.15 Process Portfolio Management 291
4 Case Study 291
5 Patterns in Business Process Management Center of Excellence Service Portfolios 292
6 Conclusion 296
References 296
BPM Center of Excellence: The Case of a Brazilian Company 298
1 Introduction 298
2 The BPM CoE´s Three Main Capabilities 299
2.1 Diffusion of BPM Culture 300
2.2 Creation of Convergence Among BPM Initiatives 301
2.3 Internal Consulting Orientation 303
3 Implementing a BPM CoE in a Brazilian Company 304
3.1 Organization´s Main Characteristics and its History of BPM Initiatives 304
3.2 The BPM CoE Initial Design and Implementation 306
3.2.1 CoE´s Insertion in the Organizational Structure 306
3.2.2 BPM Services and Governance Design 306
3.2.3 CoE´s Internal Routines, Methods and Tools Design 308
3.2.4 Design of the CoE´s Relationship with Other Organizational Areas 309
3.2.5 CoE´s Resources Design 309
3.2.6 Implementation Design 309
3.3 The Transition to a more Strategic Role of the BPM CoE 310
3.3.1 CoE´s Insertion in the Organizational Structure 310
3.3.2 BPM Services and Governance Design 311
3.3.3 CoE´s Internal Routines, Methods, and Tools Design 312
3.3.4 Design of the CoE´s Relationship with Other Organizational Areas 312
3.3.5 CoE´s Resources Design 312
3.3.6 Implementation Design 312
3.4 BPM CoE´s Implementation Analysis 313
3.5 Synthesis of Lessons Learnt and Tendencies of Evolution 314
4 Final Conclusions 315
References 318
Business Process Standardization 320
1 Standardization Dilemma 320
1.1 Defining Variation 322
2 Globally Consistent or Locally Relevant 323
2.1 Attraction of the Global 323
2.2 Attraction of the Local 324
2.3 Balancing Act 324
3 Local Variation 326
3.1 Reasons for Variations 326
3.2 Costs of Variation 327
4 Resolving the Dilemma 329
4.1 Global BPM Framework 330
4.2 Development and Management 331
4.3 Balancing Global and Local 332
4.4 Global BPM 333
4.5 Local BPM 334
5 Managing The Dilemma 335
5.1 Achieving Standardization 335
6 Summary 338
References 339
BPO through the BPM Lens: A Case Study 341
1 Introduction 341
2 Business Process Outsourcing: A Closer Look 343
3 Business Process Management Framework for Analysis 345
4 Case Study 346
4.1 Business Process Outsourcing Relationship 1: Maturing from Cost-Effective to Optimized 347
4.1.1 Process Details 347
4.1.2 Challenges/Interesting Aspects 348
4.1.3 Process Requirements 349
4.1.4 Technology Usage 349
4.1.5 Process Improvement 349
4.1.6 Critical Success Factors 351
4.1.7 Impact of the Business Process Management Initiative 351
4.2 Business Process Outsourcing Relationship 2: Eliminating the Work 352
4.2.1 Process Details 352
4.2.2 Challenges/Interesting Aspects 353
4.2.3 Process Requirements 353
4.2.4 Technology Usage 354
4.2.5 Process Improvements 354
4.2.6 Critical Success Factors 355
4.2.7 Impact of the Business Process Management Initiative 355
4.3 Business Process Outsourcing Relationship 3: Stabilizing for Predictability 355
4.3.1 Process Details 356
4.3.2 Challenges/Interesting Aspects 356
4.3.3 Process Requirements 356
4.3.4 Technology Usage 357
4.3.5 Process Improvement 357
4.3.6 Critical Success Factors 357
4.3.7 Impact of the Business Process Management Initiative 358
4.4 Case Study Analysis 358
4.4.1 Strategic Objectives 358
4.4.2 Business Process Management Lifecycle 358
Create (Identify, Define and Improve Processes) 359
Align (Link Processes to IT Systems) 360
Execute (Process Operations, Monitoring and Control) 361
4.4.3 Business Process Management Enablers 361
4.4.4 Business Process Management Governance, People, and Infrastructure 361
Business Process Management Roadmap and Strategy 362
Business Process Management Ownership 362
People Aspects 362
Process and Technology Infrastructure 362
5 Conclusions 364
References 365
Toward a Global Process Management System: The ThyssenKrupp Presta Case 367
1 Introduction 367
2 The Case Organization ThyssenKrupp Presta 368
3 Strategic Alignment of the Business-Driven Approach 368
4 Technical and Organizational Issues Involved in Using a Corporate Process Modeling and Documentation System 373
5 Governmental Issues of Setting the Right Structures 375
6 Finding a Stepwise Approach to Process Improvement 377
7 Summary and Outlook 379
References 379
Business Process Maturity in Public Administrations 380
1 Challenges of Public Administration Modernization 380
1.1 Problem Identification and Motivation 380
1.2 Design Science as the Overall Approach of Research 382
2 Define Objectives of a Solution 383
2.1 Preliminary Considerations 383
2.2 BPM in the Context of the 48-h-Service Promise 384
2.3 BPM Maturity for the Fulfillment of the 48-h-Service Promise 387
2.4 Specifics of Business Process Management in Public Administration 389
2.4.1 Factor: Strategic Alignment 390
2.4.2 Factor: Governance 391
2.4.3 Factor: Methods 391
2.4.4 Factor: Information Technology 392
2.4.5 Factor: People 392
2.4.6 Factor: Culture 393
3 Known Maturity Models for BPM and Public Administration 393
4 Design and Development 396
5 Demonstration and Evaluation 401
6 Summary and Outlook 404
References 405
Part III 408
People and Culture 408
Expertise in Business Process Management 411
1 Introduction and Background 411
2 Business Process Management Expertise Model 414
2.1 Constructs of the Model 416
2.1.1 Living System Construct 416
2.1.2 Knowledge Construct 418
2.1.3 Behavioral Characteristics Construct 420
2.1.4 Context Construct 422
2.2 Dynamic Nature of the Model 423
2.2.1 Knowledge Flows 424
2.2.2 Learning 424
3 Model Applicability 425
4 Summary 426
References 427
Business Process Management Curriculum 432
1 Introduction 432
2 Understanding the Role of Business Process Analyst in Current Business Process Management Practice 434
3 Business Process Analyst Curriculum Description 438
3.1 Course Descriptions 439
3.1.1 Business Process Modeling, Analysis, and Design 442
3.1.2 Additional Advanced Courses and Proposed Tracks 448
4 Limitations and Discussion 449
References 450
Dealing with Human-Driven Processes 452
1 Introduction 452
2 Human Interaction Management 455
2.1 Collaborative Transaction 460
2.2 Levels of Control 460
3 Goal-Oriented Organization Design 460
4 Respond to Request for Proposal 462
4.1 Roles 464
4.2 Interactions 465
4.3 Collaborative Transactions 465
5 Development of Branding Package 466
6 Conclusion 468
References 470
Knowledge Engineering in Business Process Management 471
1 Introduction 471
2 Knowledge Engineering in BP-Framework 474
2.1 The BP-Framework 474
2.1.1 The Business Model 474
2.1.2 The Domain 475
2.1.3 The Regulation 475
2.1.4 The Model Processing 475
2.2 Knowledge Engineering for BP-Framework 476
2.2.1 Analyzing Knowledge for KE in BP-Frameworks 477
2.2.2 Model-Based Approach for KE in BP-Framework 477
2.3 Conceptual Integration of KE and BP-Framework 478
2.3.1 Meta Model Frameworks 479
2.3.2 KE in BP-Framework Using the Meta Model Approach 479
2.4 Solutions for KE in BP-Framework 480
3 Knowledge Engineering in the BP-Management Method 482
3.1 The Organizational Context of BP-Framework 482
3.1.1 The BP-Management Method 482
3.1.2 Knowledge Intensive Actions in the BP-Method 483
3.2 KE Solutions for BP-Management Method 484
4 KE in BP-Deployment 486
4.1 Knowledge Techniques and Solutions for BP-Deployment 486
5 Outlooks on KE in BPM 488
5.1 Conceptual KE and BPM Alignment 488
5.2 Technical KE and BPM Alignment 489
6 Summary 491
References 491
Cultural Change in Process Management 494
1 Introduction 494
2 Prerequisites for Modeling Business Process Driven Organizational Change 498
2.1 Influencing Factors on Organizational Change 499
2.2 Approach for Describing Change Projects 502
2.2.1 Case Study: Implementation of the Customer Service Idea Within an IT Organization Part One: Description of the Change P.504
2.3 Responsiveness to Change: An Explanatory Model 506
2.3.1 Case Study: Implementation of the Customer Service Idea Within an IT Organization Part Two: Observations on the Impact .510
3 Change Method Engineering: Method Construction for Organizational Change 510
3.1 Basics of Method Construction 511
3.2 Structured Process of Method Construction 513
3.2.1 Analysis 513
3.2.2 Definition 515
3.2.3 Sequencing 515
3.2.4 Case Study: Implementation of the Customer Service Idea Within an IT Organization Part Three: Extract of the Results of.516
3.3 Management Process for Change Method Engineering 517
4 Conclusion 518
References 519
Managing Creativity-intensive Processes: Learning from Film and Visual Effects Production 522
1 Introduction 522
2 The Case of Visual Effects (VFX) Production 524
3 Creativity-intensive Processes 526
3.1 The Dynamics of Creativity-intensive Processes 526
3.2 Structure versus Pockets of Creativity 527
4 Roles in Creativity-intensive Processes 530
4.1 Artists 531
4.2 Creative Supervisors 532
4.3 Clients 533
5 Managing Creativity-intensive Processes: Creativity-aware Business Process Management 533
5.1 Understanding and Refining the Requirements 534
5.2 Doing Work 535
5.2.1 Managing the Scope of Creativity 536
5.2.2 Allocating Resources 536
5.3 Evaluation of the (Intermediate) Creative Product 537
5.3.1 Approval Processes/Reviews 538
5.3.2 Ongoing Communication/Showing Work in Progress 538
5.4 The Use of Information Technology (IT) 539
5.4.1 Artist Systems 539
5.4.2 Groupware 539
5.4.3 Knowledge Management Systems 540
5.4.4 Asset Management Systems 540
5.4.5 Workflow Technology 541
5.5 Summary of Managerial Practices and IT Used in Creativity-intensive Processes 542
5.6 Measuring Creativity-intensive Processes 542
6 Conclusions 543
References 544
Global Processes and Data: The Culture Journey at Hilti Corporation 546
1 Introduction 546
2 Culture as an Integral Part of the Hilti Business Model 548
2.1 Introducing the Hilti Business Model 548
2.1.1 Purpose and Values 549
2.1.2 Our Culture Journey 550
2.1.3 Customer, Competence, and Concentration 551
2.1.4 Processes 551
2.1.5 Outcome 552
2.2 A Closer Look at Culture: The Hilti Culture Journey 553
2.2.1 Realizing a Corporate Culture: Taking Efforts for Values 553
2.2.2 Maintaining the Corporate Culture: Making Values Relevant 554
2.3 Implications for Hilti IT: A Business-Driven IT-Strategy 555
2.3.1 Impact on the IT Core Purpose Statement 556
2.3.2 Impact on the IT-Terminology 556
2.3.3 Impact on the IT-Organization 556
3 Global Processes and Data: An IT-Project Driven by Culture 557
3.1 Scope of the Project 557
3.1.1 IT Becomes Global 557
3.1.2 IT Supports Sales 558
3.2 Challenges Within the Project 559
3.2.1 Organizational Issues: Restructuring Hilti IT 559
3.2.2 Financial Issues: Adjusting the Budgeting Structure 560
3.3 The Role of Culture: Assessing the Cultural Leverage 560
4 Conclusion 563
References 564
An Organizational Approach to BPM: The Experience of an Australian Transport Provider 566
1 Introduction 566
1.1 BPM as a Technology Solution 567
1.2 BPM as a Lifecycle Approach 567
1.3 BPM as an Organizational Approach 568
1.4 Distinguishing a Lifecycle from an Organizational Approach 569
2 Background to Company Q 570
2.1 BPM Within Company Q 570
3 Developing a BPM Capability Framework 572
4 Applying the BPM Capability Framework in Company Q 573
4.1 BPM Communication 573
4.2 BPM Strategy Selection and Implementation 574
4.3 Internal BPM Consulting Engagements 575
5 Benefits of Adopting BPM as an Organizational Approach 576
5.1 Increased Customer Focus 576
5.2 Improved Strategic Planning and Strategy Deployment 576
5.3 Changing Human Resource Capability 577
5.4 Increased Recognition in BPM Community 577
6 Issues in Adopting BPM as an Organizational Approach 578
6.1 Changes in Business Model 578
6.2 Changes in Organizational Structure 579
6.3 Lessons Learnt During Company Q´s BPM Journey 580
6.3.1 Strategic Alignment 580
6.3.2 Governance 581
6.3.3 Methods 581
6.3.4 Information Technology 582
6.3.5 People 582
6.3.6 Culture 582
7 Conclusion 583
References 583
Who Is Who 585
Dr. Chris Aitken 585
Dr. Wasana Bandara 585
Prof. Dr. Ulrike Baumöl 586
Jyoti M. Bhat 586
Eric Brabnder 587
Markus Brenner 587
Ryan Brinkworth 588
Tobias Bucher 588
Roger Burlton 588
Prof. DSc. Heitor Caulliraux 589
Jim Champy 589
Prof. Dr. Andr Coners 590
Paul Coogans 590
David Court 590
Dr. Tonia de Bruin 591
Gaby Doebeli 592
Didier Elzinga 592
Jude Fernandez 592
Dr. Peter Fettke 593
Sukriti Goel 593
Dr. Guido Governatori 594
Alain Guillemain 594
Keith Harrison-Broninski 594
Dr. Diana Heckl 595
Alexandra Kokkonen 595
Dax D. Jacobson 596
Leandro Jesus 596
Prof. Dr. Dimitris Karagiannis 597
Daniel Karrer 597
Dr. Mathias Kirchmer 598
Bo sterberg Kristensen 598
Dr. Manish Kumar 599
Dr. Yvonne Lederer Antonucci 599
Prof. Dr. Peter Loos 600
Andr Macieira 600
Prof. Dr. M. Lynne Markus 600
Prof. Dr. Jrgen Moormann 601
Dr.-Ing Stefan Novotny 601
Dr. Martin Petry 602
Nicholas Rohmann 602
Prof. Dr. Michael Rosemann 603
Dr. Shazia Sadiq 603
Prof. Dr. August-Wilhelm Scheer 604
Dr. Stefan Seidel 604
Robert Shapiro 605
Katherine Shortland 605
Theresa Sinnl 606
Christian Sonnenberg 606
Andrew Spanyi 607
Christine Stephenson 607
Roger Tregear 608
Prof. Dr. Jan vom Brocke 608
Prof. Dr. Robert Winter 609
Dr. Robert Woitsch 609
Prof. Dr. Michael zur Mühlen 610
Jrg Zwicker 610
Index 612
| Erscheint lt. Verlag | 22.9.2010 |
|---|---|
| Reihe/Serie | International Handbooks on Information Systems | International Handbooks on Information Systems |
| Zusatzinfo | XX, 616 p. 212 illus. |
| Verlagsort | Berlin |
| Sprache | englisch |
| Themenwelt | Mathematik / Informatik ► Informatik |
| Wirtschaft ► Allgemeines / Lexika | |
| Wirtschaft ► Betriebswirtschaft / Management ► Planung / Organisation | |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| Wirtschaft ► Betriebswirtschaft / Management ► Wirtschaftsinformatik | |
| Schlagworte | business • business process management • Business Process Outsourcing • Change Management • Organizational Management • Organizations • Performance Management • Process Management • Process Modelling • Workflow Management |
| ISBN-10 | 3-642-01982-X / 364201982X |
| ISBN-13 | 978-3-642-01982-1 / 9783642019821 |
| Haben Sie eine Frage zum Produkt? |
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