Contextual Process Digitalization : : Changing Perspectives - Design Thinking - Value-Led Design.
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| Place / Publishing House: | Cham : : Springer International Publishing AG,, 2020. Ã2020. |
| Year of Publication: | 2020 |
| Edition: | 1st ed. |
| Language: | English |
| Online Access: | |
| Physical Description: | 1 online resource (282 pages) |
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Table of Contents:
- Intro
- Preface
- Contents
- 1: Motivation
- 1.1 Business Processes and Business Process Management
- 1.2 View of the World, Structuring and Modeling
- 1.3 Components of a Process Description
- 1.4 Determining Factors for Process Models and Process Instances
- 1.5 Process Metrics
- 1.6 Support Concepts
- 1.7 Digitalization
- 1.8 Process for Creating Processes
- 1.9 Organizational and Technical Implementation
- 1.10 Success Measurement with Performance Indicators
- 1.11 Continuous Improvement
- 1.12 Corporate Governance and Business Process Management
- Reference
- 2: Models
- 2.1 Model and Reality
- 2.2 Properties of Models
- 2.3 Models of the Social Sciences
- 2.4 Models of Business Administration
- 2.5 Models of Business Informatics
- 2.6 Models in Computer Science
- 2.7 Agent/Actor-Oriented Models
- 2.8 Conclusion: Models for Business Processes
- References
- 3: Modeling Languages
- 3.1 Overview
- 3.2 Flowcharts
- 3.2.1 Notation Elements
- 3.2.2 Examples
- 3.2.3 Classification
- 3.3 Event-Driven Process Chains
- 3.3.1 Notation Elements of EPCs
- 3.3.2 Examples of EPCs
- 3.3.3 Supplementary Notation Elements in eEPCs
- 3.3.4 Example of an eEPC
- 3.3.5 Discussion
- 3.4 UML Activity Diagrams
- 3.4.1 Notation Elements
- 3.4.2 Examples
- 3.4.3 Classification
- 3.5 BPMN
- 3.5.1 Notation Elements for Modeling Process Flows
- 3.5.2 Examples for Modeling Process Flows
- 3.5.3 Notation Elements for Controlling Sequence Flow with Events
- Start Events
- End Events
- Intermediate Events and the Event-Based Gateway
- 3.5.4 Notation Elements for Modeling Communication
- 3.5.5 Examples for Modeling Communication-Oriented Processes
- 3.5.6 Notation Elements for Modeling Complex Business Situations
- Variants of Activity Modeling
- Subprocesses
- Types of Tasks
- Execution Behavior of Tasks
- Event Types.
- The Link Event
- Use of Signals
- Handling of Exceptions and Interruptions
- Example: Non-interrupting Timer Events
- Different Ways of Terminating Processes
- The Terminate Event
- The Error Event and the Escalation Event
- Transactions
- Event-Triggered Subprocesses
- 3.5.7 Choreography Diagrams
- 3.5.8 Classification
- 3.6 S-BPM
- 3.6.1 Notation Elements
- 3.6.2 Examples
- 3.6.3 Advanced Forms of Communication Modeling and Exception Handling
- Input pools
- Business Objects
- Message Guards
- Behavior Extensions
- Choice Segments
- 3.6.4 Classification
- 3.7 Comparison
- References
- 4: Contemporary Challenges in Business Process Modeling / Management
- 4.1 Handling of Complex Processes
- 4.1.1 Structuring Complex Processes in Flowcharts
- 4.1.2 Structuring Complex Processes in Event-Driven Process Chains
- 4.1.3 Structuring Complex Processes as UML Activity Diagrams
- 4.1.4 Structuring Complex Processes in BPMN
- 4.1.5 Structuring of Complex Processes in S-BPM
- 4.2 Readiness for Digitalization
- 4.2.1 Readiness for Digitalization of Flowcharts
- 4.2.2 Readiness for Digitalization of Event-Driven Process Chains
- 4.2.3 Readiness for Digitalization of UML Activity Diagrams
- 4.2.4 Readiness for Digitalization of BPMN
- 4.2.5 Readiness for Digitalization in Subject-Oriented Process Specifications
- References
- 5: From Modeling To Digitalization
- 5.1 Overall Context
- 5.2 Activity Bundles in Business Process Management
- 5.2.1 Overview
- 5.2.2 Analysis and Modeling
- 5.2.3 Validation
- 5.2.4 Optimization
- 5.2.5 Embedding into an Organizational Context
- 5.2.6 IT Implementation
- 5.2.7 Operation and Monitoring
- 5.2.8 Optimization Scenarios in the Case Study
- 5.3 Introduction to Design Thinking
- 5.3.1 Core Elements
- Empathize (Building Empathy)
- Define (Defining Problem).
- Ideate (Finding Ideas)
- Prototype (Creating prototypes)
- Test (Testing prototypes)
- 5.4 Connecting the Concepts
- 5.4.1 Overview
- 5.4.2 User Centricity
- 5.4.3 Agile Process with Iterations
- Conclusion
- 5.4.4 Interdisciplinary Team
- References
- 6: Preparation of Process Implementation
- 6.1 Analysis and Modeling
- 6.1.1 General Information on Articulation and Coordination
- 6.1.2 CoMPArE/WP
- 6.1.3 Raising Awareness of Process-Relevant Change Potential
- Value Network Analysis
- Holomapping
- Exchange Analysis
- Impact Analysis
- Value Creation Analysis
- Evaluation
- Potentials for Process Analysis and Modeling
- 6.1.4 Structured Asset Records
- General Information
- Natural Linguistic Description of Processes
- Process Descriptions in Active Form
- Tabular Role-Oriented Description
- 6.1.5 Process Modeling
- Selection of the Modeling Language
- Modeling by Construction
- Modeling by Restriction
- Combining Approaches
- 6.2 Quality Control: Validation and Optimization
- 6.2.1 Validation
- Manual Process Validation
- Walk-throughs
- Role-Plays
- 6.2.2 Optimization
- References
- 7: Realization
- 7.1 Process Documentation
- 7.2 Linking Elements of the Enterprise Architecture
- 7.2.1 Overview
- 7.2.2 People and Organizations
- Static Assignment
- Dynamic Assignment
- 7.2.3 Physical Infrastructure
- 7.2.4 IT Infrastructure
- Control Flow
- Activities and Data
- 7.2.5 Combinations of Task Holders
- Combination of Humans with IT
- Combination of Physical Devices and IT: Cyber Physical Systems
- Combination of Humans, Physical Devices, and IT
- 7.3 Execution and Monitoring
- 7.3.1 Putting the Process Into Operation
- 7.3.2 Process Instances
- 7.3.3 Monitoring
- 7.3.4 Process Mining
- 7.3.5 Continuous Improvement
- References
- 8: Industrial Use Case
- 8.1 Background and Setting.
- 8.2 Implemented Measures
- 8.3 Achieved Results
- References
- Index.