Muutke küpsiste eelistusi

E-raamat: Business Process Management Systems: Strategy and Implementation [Taylor & Francis e-raamat]

(Ivy Consultants, Austin, Texas, USA)
  • Formaat: 302 pages, 20 Illustrations, black and white
  • Ilmumisaeg: 09-Sep-2005
  • Kirjastus: Auerbach
  • ISBN-13: 9780429119880
Teised raamatud teemal:
  • Taylor & Francis e-raamat
  • Hind: 170,80 €*
  • * hind, mis tagab piiramatu üheaegsete kasutajate arvuga ligipääsu piiramatuks ajaks
  • Tavahind: 244,00 €
  • Säästad 30%
Business Process Management Systems: Strategy and ImplementationSuurem pilt
  • Formaat: 302 pages, 20 Illustrations, black and white
  • Ilmumisaeg: 09-Sep-2005
  • Kirjastus: Auerbach
  • ISBN-13: 9780429119880
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9780429119880
With a focus on strategy and implementation, James Chang discusses business management practices and the technology that enables them. He analyzes the history of process management practices and demonstrates that BPM practices are a synthesis of radical change and continuous change practices. The book is relevant to both business and IT professionals who are presented with an integrated view on how various management practices merge into BPM. This volume describes the many technologies that converge to form a Business Process Management System (BPMS), illustrating its standards and service-oriented architecture.

About the Author

James Chang is the founder and president of Ivy Consultants, Inc. He has extensive experience implementing Enterprise Resource Planning (ERP)enabled business solutions and process-centric integration solutions for Fortune 500 companies. Mr. Chang has written several articles on BPM and EAI. He graduated cum laude with a Bachelor of Science degree in operations research and industrial engineering from Cornell University.
Acknowledgments xiii
About the Author xv
1 Theories of Process Management
1(28)
What Is Process Management?
2(2)
Early Process Concepts
4(2)
Modern Process Management Theories
6(1)
Total Quality Management Movement (TQM)
7(9)
What Is Total Quality Management (TQM)?
8(5)
Implications of Total Quality Management (TQM)
13(3)
Six Sigma
16(2)
Business Process Reengineering (BPR)
18(7)
Implications of Business Process Reengineering (BPR)
20(5)
Comparing Business Process Reengineering (BPR), Total Quality Management (TQM), and Six Sigma
25(2)
Notes
27(2)
2 Business Process Management
29(20)
Business Process Management (BPM) Concepts
30(1)
Business Process Management (BPM) Principles
30(4)
Processes Are Assets
30(2)
Processes Should Be Managed and Continuously Improved
32(1)
Information Technology (IT) Is an Essential Enabler
33(1)
Business Process Management (BPM) Practices
34(6)
Process-Oriented Organizational Structure
34(1)
Appoint Process Owners
35(1)
Top-Down Commitment, Bottom-Up Execution
36(1)
Use Information Technology (IT) to Manage Processes
37(1)
Collaborate with Business Partners
38(1)
Continuous Learning and Process Improvement
38(1)
Align Employee Rewards to Process Performance
39(1)
Utilize BPR, TQM, and Other Process Improvement Tools
40(1)
The Value of Information Technology (IT)
40(2)
Convergence of Process-Focused Management Practices
42(2)
Process Management Lifecycle
44(1)
Notes
45(4)
3 Overview of Business Process Management System
49(22)
Key Capabilities of Business Process Management System (BPMS)
50(5)
Bridging the Business Information Technology (IT) Gap
50(1)
Process-Centric Integration
51(2)
Process Simulation
53(1)
Process Management
54(1)
Real-Time Process Improvement
55(1)
Introduction of the Process Layer
55(6)
Deficiencies of Point-to-Point Interface
56(1)
Business Process Management System (BPMS) Application Integration Framework
57(1)
Separation of Process from Business Applications
58(3)
How Business Process Management System (BPMS) Can Benefit Business Process Reengineering (BPR) Initiatives
61(4)
How Business Process Management (BPM) Can Benefit Quality Programs
65(4)
Notes
69(2)
4 Data Integration Technology
71(8)
Open Database Connectivity (ODBC)
72(2)
Object Linking & Embedding Database (OLE DB)
74(1)
Java Database Connectivity (JDBC)
75(3)
Notes
78(1)
5 Messaging-Based Integration Technology
79(12)
Point-to-Point Messaging Process
81(9)
Publish-and-Subscribe Messaging Process
83(2)
Synchronous Messaging
85(3)
Transactional Messaging
88(2)
Message-Oriented Middleware (MOM) Interoperability
90(1)
Notes
90(1)
6 Component-Based Integration Technology
91(40)
Remote Procedure Call (RPC)
92(3)
The Shift Toward Object-Oriented Programming
95(1)
Advent of Component-Based Technology
96(2)
Common Object Request Broker Architecture (CORBA)
98(7)
Elements of CORBA
98(3)
CORBA Invocation Modes
101(2)
CORBA Services
103(1)
CORBA Component Model
104(1)
Microsoft Component Technologies
105(11)
Microsoft COM+
108(1)
COM+ Queued Component Service
108(2)
COM+ Event Service
110(1)
Microsoft .NET
111(2)
.NET Remoting
113(1)
.NET Web Service
114(2)
Java Component Technologies
116(14)
Servlet and EJB
117(2)
Java Component Container Services
119(1)
Remote Method Invocation over Internet Inter–ORB Protocol (RMI–IIOP)
120(3)
Java Transaction API (JTA)
123(1)
Java Naming and Directory Interface UNDO
124(1)
J2EE Connector Architecture
125(3)
J2EE Support for Web Services
128(1)
Java API for XML Processing (JAXP)
128(1)
Java API for XML–Based RPC (JAX–RPC)
129(1)
Java API for XML Registries (JAXR)
129(1)
Summary
130(1)
7 Workflow Technology
131(26)
Different Types of Workflows
133(3)
Production Workflow
133(1)
Administrative Workflow
134(1)
Ad Hoc Workflow
135(1)
Collaborative Workflow
136(1)
Workflow Reference Model
136(17)
Workflow Process Definition Component
137(4)
Workflow Engine
141(1)
Workflow Client Application
142(1)
Invoked Application
143(1)
Administration and Monitoring Tool
143(1)
Workflow Reference Model Interface 1
143(1)
Workflow Reference Model Interfaces 2 and 3
144(1)
Workflow Reference Model Interface 4
144(2)
Asynchronous Service Access Protocol (ASAP)
146(2)
Workflow Extensible Markup Language (Wf-XML 2.0)
148(3)
Workflow Reference Model Interface 5
151(2)
Differences between Workflow Management System (WIMS) and Business Process Management System (BPMS)
153(2)
Notes
155(2)
8 Different Types of Business Process Management Systems
157(44)
Types of Business Process Management System (BPMS) Processes
158(3)
System-to-System Processes
159(1)
Person-to-System Processes
159(2)
Person-to-Person Processes
161(1)
Data-Centric Integration Product
161(8)
New Generation of Data-Centric Integration Products
166(3)
Application-Centric Integration Products
169(15)
Messaging Service Layer
170(1)
Message Broker Layer
171(1)
Hub-Spoke Message Broker Architecture
172(5)
Enterprise Service Bus (ESB) Architecture
177(2)
Process Management Layer
179(1)
Business Process Designer
179(1)
Business Process Engine
180(1)
Business Activity Monitoring
181(1)
Product Enhancement Strategies
182(1)
Operation of Application-Centric Integration Products
183(1)
Process-Centric Integration Product
184(10)
Process Designer
185(3)
Process Modeling and Simulation
188(1)
Discrete Event Simulation
189(2)
Benefits of Business Process Simulation
191(1)
Process-Centric Process Engine
192(1)
Integration Services
192(1)
Process Monitor and Workplace Portal
193(1)
Future BPMS Developments
194(6)
Future Business Process Management System (BPMS) Product
194(1)
Design Environment Features
195(3)
Run-Time Environment Features
198(2)
Business Process Management System (BPMS) Trends
200(1)
Notes
200(1)
9 Business Process Management System (BPMS) Standards
201(36)
Development of Business Process Management System (BPMS) Standards
202(3)
Overview of the Process Definition Standards
205(13)
XML Process Definition Language (XPDL)
206(2)
Business Process Modeling Language (BPML)
208(5)
Business Process Execution Language (BPEL)
213(5)
Comparing XML Process Definition Language (XPDL), Business Process Modeling Language (BPML), and Business Process Execution Language (BPEL)
218(8)
Meta-Model Comparison
219(1)
Human Participation Support
220(1)
Transaction Support and Error Handling
221(1)
Cross-Enterprise Collaboration
221(1)
Control Flow Comparison
222(4)
Summary of Process Definition Standards Comparison
226(1)
Overview of Process Interaction Standards
226(9)
Service-Oriented Architecture
227(1)
Web Services Stack
228(2)
Web Services Choreography Interface (WSCI)
230(3)
Workflow Extensible Markup Language (Wf-XML) 2.0
233(1)
Comparison of Business Process Execution Language (BPEL), Web Service Choreography Interface (WSCI), and Workflow Extensible Markup Language (Wf-XML)
234(1)
Summary
235(1)
Notes
236(1)
10 Business Process Management Implementation Methodology 237(32)
Lessons from Business Process Reengineering (BPR)
237(3)
Business Process Management (BPM) Implementation Methodology
240(2)
Phase 1: Commit
242(5)
Set Strategic Direction
243(2)
Effect Organizational Alignment
245(2)
Phase 2: Research
247(6)
Determine Current Business Processes
248(1)
Establish Process Management Technology Infrastructure
249(3)
Prepare Organization for Change
252(1)
Phase 3: Analyze
253(5)
Assemble Project Team
253(4)
Project Charter
257(1)
Process Analysis
258(1)
Phase 4: Design
258(4)
Phase 5: Implement
262(4)
Phase 6: Support
266(1)
Conclusion
267(1)
Notes
268(1)
Index 269


James F. Chang
Püsilink: https://www.kriso.ee/db/9780429119880_pe.html
Märksõnad: