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E-raamat: Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0

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  • Formaat: 477 pages
  • Ilmumisaeg: 10-Oct-2018
  • Kirjastus: CRC Press Inc
  • ISBN-13: 9780429842337
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Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0Suurem pilt
  • Formaat: 477 pages
  • Ilmumisaeg: 10-Oct-2018
  • Kirjastus: CRC Press Inc
  • ISBN-13: 9780429842337
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Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0 proposes a process-centric paradigm to replace the traditional data-centric paradigm for Enterprise Systems (ES)--ES should be reengineered from the present data-centric enterprise architecture to process-centric process architecture to be called as Enterprise Process Management Systems (EPMS).

The real significance of business processes can be understood in the context of current heightened priority on digital transformation or digitalization of enterprises. Conceiving the roadmap to realize a digitalized enterprise via the business model innovation becomes amenable only from the process-centric view of the enterprise.

This pragmatic book:











Introduces Enterprise Process Management Systems (EPMS) solutions that enable an agile enterprise.





Describes distributed systems and Service Oriented Architecture (SOA) that paved the road to EPMS. Leverages SOA to explain the cloud-based realization of business processes in terms of Web Services.





Describes how BPMN 2.0 addresses the requirements for agility by ensuring a seamless methodological path from process requirements modeling to execution and back (to enable process improvements).





Presents the spreadsheet-driven Spreadsheeter Application Development (SAD) methodology for the design and development of process-centric application systems.





Describes process improvement programs ranging right from disruptive programs like BPR to continuous improvement programs like lean, six sigma and TOC.

Enterprise Process Management Systems: Engineering Process-Centric Enterprise Systems using BPMN 2.0 describes how BPMN 2.0 can not only capture business requirements but it can also provide the backbone of the actual solution implementation. Thus, the same diagram prepared by the business analyst to describe the businesss desired To-Be process can also be used to automate the execution of that process on a modern process engine.

Arvustused

Professor Wil van der Aalst, RWTH Aachen University, ".....you will enjoy reading this book by Vivek Kale. It combines business aspects with technology trends and pointers to methods. Organizations should use the present book to make their enterprise architecture more process-centric and to prepare for a wave of data science-enabled business improvement approaches."

Dr Mathias Kirchmer, Managing Director and Co-CEO for BPM-D - Enabling the next Generation Enterprise, "Kale shares his views and vast experience on enterprise wide process management and the underlying systems. This is an interesting contribution to the digitalization of process management itself, combining key business, method and technology aspects. The book is a great read for business and IT practitioners building and applying an enterprise business process management discipline."

List of Figures
xvii
List of Tables
xxi
Foreword xxiii
Preface xxv
Acknowledgments xxxiii
Prologue xxxv
Author xxxvii
Other Books xxxix
Vivek Kale
1 Enterprise Systems
1(24)
1.1 Evolution of Enterprise Systems
1(3)
1.1.1 Materials Requirement Planning
1(2)
1.1.2 Closed-Loop Materials Requirement Planning
3(1)
1.1.3 Manufacturing Requirement Planning II
3(1)
1.1.4 Enterprise Resource Planning
3(1)
1.2 Extended Enterprise Systems
4(4)
1.2.1 Extended Enterprise Systems Framework
5(1)
1.2.1.1 Foundation Layer
5(1)
1.2.1.2 Process Layer
5(1)
1.2.1.3 Analytical Layer
6(1)
1.2.1.4 Electronic Business Layer
6(1)
1.2.2 Extended Functionality
7(1)
1.3 Enterprise System Packages and Bespoke Solutions
8(3)
1.4 Enterprise Resource Planning
11(11)
1.4.1 Concept of Enterprise Resource Planning
12(1)
1.4.2 Enterprise Resource Planning System
13(2)
1.4.3 Characteristics of Enterprise Resource Planning
15(1)
1.4.3.1 Enterprise Resource Planning Transforms the Enterprise into an Information-Driven Enterprise
16(1)
1.4.3.2 Enterprise Resource Planning Fundamentally Perceives an Enterprise as a Global Enterprise
16(1)
1.4.3.3 Enterprise Resource Planning Reflects and Mimics the Integrated Nature of an Enterprise
16(1)
1.4.3.4 Enterprise Resource Planning Fundamentally Models a Process-Oriented Enterprise
17(1)
1.4.3.5 Enterprise Resource Planning Enables the Real-Time Enterprise
18(1)
1.4.3.6 Enterprise Resource Planning Elevates Information Technology Strategy as a Part of the Business Strategy
18(1)
1.4.3.7 Enterprise Resource Planning Represents a Major Advance on the Earlier Manufacturing Performance Improvement Approaches
19(1)
1.4.3.8 Enterprise Resource Planning Represents the Departmental Store Model of Implementing Computerized Systems
20(1)
1.4.3.9 Enterprise Resource Planning is a Mass-User-Oriented Application Environment
20(1)
1.4.4 Advantages of Enterprise Resource Planning
20(1)
1.4.5 Disadvantages of Enterprise Resource Planning
21(1)
1.5 Enterprise Business Processes
22(1)
1.6 Summary
23(2)
2 Characteristics of Business Processes
25(22)
2.1 Business Process
25(1)
2.2 Process Performance
26(3)
2.3 Process Cycle Tune
29(7)
2.3.1 Computing Cycle Tune
31(1)
2.3.2 Process Flow Aspects
32(1)
2.3.2.1 Rework
32(1)
2.3.2.2 Multiple Paths
32(1)
2.3.2.3 Parallel Paths
32(1)
2.3.3 Process Capacity
33(1)
2.3.3.1 Resources
33(1)
2.3.3.2 Theoretical Capacity
33(2)
2.3.3.3 Capacity Utilization
35(1)
2.4 Process Costs
36(1)
2.5 Process Quality
37(3)
2.6 Measuring Process Performance
40(4)
2.6.1 Concepts for Performance Measurement
41(1)
2.6.2 Process Performance Measurement Based on Indicators, Measures, and Figures
41(1)
2.6.3 Measurements to Determine Process Performance
42(1)
2.6.4 Frameworks for Measuring Process Performance
42(2)
2.7 Summary
44(3)
Section I Genesis of Enterprise Process Management Systems
3 Systems Theory
47(20)
3.1 Systems Thinking
47(3)
3.1.1 Systems Science
48(1)
3.1.2 Principles of Systems Science
49(1)
3.2 Systems Engineering
50(4)
3.2.1 System Dynamics via Simulation Modeling
51(1)
3.2.2 Changeable Systems
51(1)
3.2.2.1 Increasing Complexity
52(1)
3.2.2.2 More Dynamic
52(1)
3.2.2.3 Growing Security Concerns
52(1)
3.2.2.4 Rising Privacy Concerns
52(1)
3.2.2.5 Increasing Interconnectedness
52(1)
3.2.2.6 Many Stakeholders
52(2)
3.3 Systems Architecting
54(10)
3.3.1 Systems Architecture
54(3)
3.3.1.1 Functional Architectural Requirements
57(1)
3.3.1.2 Nonfunctional Architectural Requirements
58(1)
3.3.2 Enterprise Architecture
59(1)
3.3.2.1 Business Architecture
60(1)
3.3.2.2 Information Architecture
61(1)
3.3.2.3 Application Architecture
62(1)
3.3.2.4 Technical Architecture
63(1)
3.4 Enterprise Processes
64(1)
3.5 Summary
65(2)
4 Enterprise Architecture
67(32)
4.1 Architecture
67(6)
4.1.1 Architectural Element
68(1)
4.1.2 System Structures
68(2)
4.1.2.1 Attribute Tradeoffs
70(1)
4.1.3 Candidate Architecture
71(1)
4.1.4 Stakeholder
72(1)
4.2 Viewpoints and Views
73(1)
4.3 Perspectives
74(13)
4.3.1 Change Perspective
78(2)
4.3.2 Availability Perspective
80(3)
4.3.3 Scalability Perspective
83(4)
4.4 Enterprise Architecture Frameworks
87(9)
4.4.1 Zachman Framework
88(3)
4.4.2 The Open Group Architecture Framework
91(2)
4.4.3 Federal Enterprise Architecture Framework
93(1)
4.4.4 Department of Defense Architecture Framework
94(1)
4.4.5 Ministry of Defense Architecture Framework
95(1)
4.5 Summary
96(3)
5 Process Architecture
99(28)
5.1 Change
100(3)
5.2 Process Architecture
103(9)
5.2.1 Process Perspectives
105(2)
5.2.2 Process Views
107(5)
5.3 Reference Process Architecture: Workflow Systems
112(5)
5.3.1 Basic Workflow Components
112(1)
5.3.2 Types of Workflow
113(2)
5.3.3 Workflow Modeling
115(1)
5.3.4 Workflow Perspectives
116(1)
5.3.4.1 Data or Informational Perspective
116(1)
5.3.4.2 Context or Organizational Perspective
116(1)
5.3.4.3 Interaction or Operational Perspective
117(1)
5.3.4.4 Processing or Functional and Behavioral Perspective
117(1)
5.4 Workflow Reference Model
117(7)
5.4.1 Workflow Process Definition Tool
118(3)
5.4.2 Workflow Client Application
121(1)
5.4.3 Workflow Engine
121(1)
5.4.4 Invoked Application
121(1)
5.4.5 Administration and Monitoring Tool
122(1)
5.4.6 Workflow Reference Model Interfaces
122(2)
5.5 Summary
124(3)
Section II Road to Enterprise Process Management Systems
6 Enterprise Modeling
127(32)
6.1 Model
127(4)
6.1.1 Types of Models
129(2)
6.2 Modeling
131(2)
6.2.1 Modeling Ontology
131(2)
6.3 Requirements of Modeling
133(4)
6.3.1 Domain Models
133(1)
6.3.2 Use Case Models
133(1)
6.3.3 Class Models
134(1)
6.3.4 Interaction Models
135(1)
6.3.5 State Models
136(1)
6.3.6 Activity Models
137(1)
6.4 Enterprise Modeling
137(9)
6.4.1 Enterprise Model Components
138(2)
6.4.2 Enterprise Knowledge Development
140(6)
6.5 Process Modeling
146(7)
6.5.1 Semiotic Ladder
147(2)
6.5.2 Process Modeling Languages
149(1)
6.5.2.1 Petri Nets
149(1)
6.5.2.2 Event-Driven Process Chains
150(1)
6.5.2.3 Yet Another Workflow Language
151(1)
6.5.2.4 Unified Modeling Language Activity Diagrams
152(1)
6.5.3 Business Process Modeling Notation
153(1)
6.6 Process Description for Storing Business Process Models
153(4)
6.7 Summary
157(2)
7 Distributed Systems
159(24)
7.1 Distributed Systems
159(12)
7.1.1 Distributed Computing
161(1)
7.1.1.1 System Architectural Styles
162(1)
7.1.1.2 Software Architectural Styles
163(5)
7.1.1.3 Technologies for Distributed Computing
168(3)
7.2 Distributed Databases
171(11)
7.2.1 Characteristics of Distributed Databases
172(1)
7.2.1.1 Transparency
172(1)
7.2.1.2 Availability and Reliability
173(1)
7.2.1.3 Scalability and Partition Tolerance
174(1)
7.2.1.4 Autonomy
174(1)
7.2.2 Advantages and Disadvantages of Distributed Databases
174(4)
7.2.3 Data Replication and Allocation
178(1)
7.2.4 Concurrency Control and Recovery in Distributed Databases
179(1)
7.2.4.1 Distributed Recovery
180(1)
7.2.5 Rules for Distributed Databases
180(2)
7.3 Summary
182(1)
8 Service-Oriented Architecture
183(22)
8.1 Service-Oriented Architecture
183(3)
8.1.1 Defining Service-Oriented Architecture
184(1)
8.1.1.1 Services
185(1)
8.2 Service-Oriented Architecture Benefits
186(1)
8.3 Characteristics of Service-Oriented Architecture
187(1)
8.4 Service-Oriented Architecture Applications
188(2)
8.4.1 Rapid Application Integration
189(1)
8.4.2 Multichannel Access
189(1)
8.4.3 Business Process Management
190(1)
8.5 Service-Oriented Architecture Ingredients
190(6)
8.5.1 Objects, Services, and Resources
190(1)
8.5.1.1 Objects
190(1)
8.5.1.2 Services
191(1)
8.5.1.3 Resources
191(1)
8.5.2 Service-Oriented Architecture and Web Services
192(3)
8.5.3 Service-Oriented Architecture and Representational State Transfer-Ful Services
195(1)
8.6 Enterprise Service Bus
196(8)
8.6.1 Characteristics of an Enterprise Service Bus Solution
199(1)
8.6.1.1 Key Capabilities of an Enterprise Service Bus
200(3)
8.6.1.2 Enterprise Service Bus Scalability
203(1)
8.6.1.3 Event-Driven Nature of Enterprise Service Buses
203(1)
8.7 Summary
204(1)
9 Cloud Computing
205(28)
9.1 Cloud Definition
205(2)
9.2 Cloud Characteristics
207(2)
9.2.1 Cloud Storage Infrastructure Requirements
208(1)
9.3 Cloud Delivery Models
209(4)
9.3.1 Infrastructure as a Service
210(1)
9.3.2 Platform as a Service
211(1)
9.3.3 Software as a Service
212(1)
9.4 Cloud Deployment Models
213(1)
9.4.1 Private Clouds
213(1)
9.4.2 Public Clouds
213(1)
9.4.3 Hybrid Clouds
214(1)
9.4.4 Community Clouds
214(1)
9.5 Cloud Benefits
214(2)
9.6 Cloud Technologies
216(8)
9.6.1 Virtualization
217(1)
9.6.1.1 Characteristics of a Virtualized Environment
218(3)
9.6.2 Service-Oriented Computing
221(1)
9.6.2.1 Advantages of Service-Oriented Architecture
222(1)
9.6.2.2 Layers in Service-Oriented Architecture
223(1)
9.7 Business Processes with Service-Oriented Architecture
224(6)
9.7.1 Process
225(1)
9.7.2 Workflow
226(1)
9.7.3 Business Process Management
227(1)
9.7.4 Business Processes via Web Services
228(1)
9.7.4.1 Service Composition
229(1)
9.8 Summary
230(3)
Section III Enterprise Process Management Systems
10 Business Process Management Systems
233(24)
10.1 Process-Oriented Enterprise
233(2)
10.1.1 Value-Added Driven Enterprise
234(1)
10.2 History of Business Process Management
235(3)
10.2.1 First-Wave Business Process Management--Process Improvement (1970s-1980s)
235(1)
10.2.2 Second-Wave Business Process Management--Process Redesign and Reengineering (1990s)
236(1)
10.2.3 Third-Wave Business Process Management--Processes in Constant Change (2000s)
237(1)
10.2.4 Fourth-Wave Business Process Management--Process-Based Competitive Advantage (2010s)
238(1)
10.2.5 Fifth-Wave Business Process Management--Process-Driven Strategy (2020s)
238(1)
10.3 Business Process Life Cycle
238(4)
10.4 Concept of Business Process Management
242(2)
10.4.1 Business Process
243(1)
10.5 Business Process Management
244(2)
10.6 Management by Collaboration
246(2)
10.7 Business Process Maturity Model
248(2)
10.8 Business Process Management Systems
250(4)
10.8.1 BPMS Products
251(3)
10.9 Enterprise Process Management Systems
254(2)
10.10 Summary
256(1)
11 Business Process Modeling and Notation
257(20)
11.1 Business Process Modeling and Notation Core Elements
257(7)
11.1.1 Events
260(1)
11.1.2 Activities
261(1)
11.1.3 Subprocesses
261(1)
11.1.4 Gateways
262(1)
11.1.5 Looping
263(1)
11.1.6 Intermediate Events
263(1)
11.1.7 Event-Based Gateway
264(1)
11.2 Exception Handling
264(2)
11.3 Transactions
266(1)
11.4 Sample Purchasing Scenario Represented in Business Process Modeling and Notation
267(2)
11.5 Characteristics of Business Process Modeling and Notation for Modeling Software Engineering Processes
269(2)
11.5.1 Business Process Modeling and Notation Strengths
270(1)
11.5.2 Business Process Modeling and Notation Weaknesses
270(1)
11.5.3 Business Process Modeling and Notation Drawbacks
271(1)
11.6 Spreadsheet-Based Process Modeling
271(4)
11.6.1 Process Model Transformations into Spreadsheets
272(1)
11.6.2 Process Model Transformations
273(1)
11.6.3 Business Process Modeling and Notation Transformations
274(1)
11.7 Summary
275(2)
12 Development of Process-Centric Application Systems
277(26)
12.1 Deductive Databases
277(4)
12.1.1 Query Processing
279(1)
12.1.2 Update Processing
280(1)
12.2 Deductive Spreadsheet
281(2)
12.2.1 Traditional Spreadsheet
281(1)
12.2.2 Logic Programming
282(1)
12.3 Spreadsheet Application Development Methodology
283(17)
12.3.1 Process Identification
283(1)
12.3.1.1 Process List
284(1)
12.3.1.2 Process Flow Identification
284(1)
12.3.2 Process Modeling
285(1)
12.3.2.1 Activity Spreadsheet Development Part I
285(4)
12.3.2.2 Activity Spreadsheet Development Part II
289(2)
12.3.3 Process Improvement and Innovation
291(1)
12.3.3.1 "As-Is" Process Model Analysis
291(2)
12.3.3.2 "To-Be" Model Creation
293(2)
12.3.3.3 "To-Be" Process Model Analysis
295(1)
12.3.4 System Development
295(1)
12.3.4.1 Class Model
295(2)
12.3.4.2 System Design
297(1)
12.3.4.3 System Implementation
298(1)
12.3.5 Maintenance
299(1)
12.3.5.1 System Maintenance
299(1)
12.3.5.2 Process Maintenance
300(1)
12.4 Summary
300(3)
13 Engineering of Process-Centric Application Systems
303(26)
13.1 Model-Driven Development
303(8)
13.1.1 Model-Driven Architecture
304(3)
13.1.1.1 Model-Driven Architecture Support
307(1)
13.1.1.2 Unified Modeling Language
308(3)
13.2 Process-Centric Applications
311(1)
13.3 Process-Centric Applications Architecture
312(7)
13.3.1 Transforming a Process Model into an Executable Process
315(2)
13.3.2 Process-Centric Applications Specifications
317(1)
13.3.3 Process-Centric Applications Development
318(1)
13.4 SAP Process Orchestration
319(7)
13.4.1 SAP Business Process Management
320(1)
13.4.1.1 Business Process Modeling and Notation (BPMN 2.0)
321(3)
13.4.2 SAP Business Rules Management
324(1)
13.4.2.1 Rules Composer
324(1)
13.4.2.2 Rules Manager
325(1)
13.4.2.3 Rules Engine
325(1)
13.4.3 SAP Process Integration
325(1)
13.5 Summary
326(3)
Section IV Enterprise Process Management Systems Applications
14 EPMS for Business Process Analysis
329(20)
14.1 Queuing Systems
330(2)
14.1.1 Queuing Process
331(1)
14.2 Queuing Models
332(7)
14.2.1 Model I: Pure Birth Model
333(1)
14.2.2 Model II: Pure Death Model
333(1)
14.2.3 Model III: Generalized Poisson Queuing Model
334(1)
14.2.4 Single-Server Models
335(1)
14.2.4.1 Model IV (M/M/1): (GD/∞/∞)
335(1)
14.2.4.2 Model V (M/M/1): (GD/N/∞)
336(1)
14.2.5 Multiple-Server Models
337(1)
14.2.5.1 Model VII (M/M/C): (GD/∞/∞)
337(1)
14.2.5.2 Model VIII (M/M/C): (GD/N/∞)
338(1)
14.3 Simulation
339(6)
14.3.1 Simulation Models
341(1)
14.3.1.1 Discrete-Event Simulation
341(3)
14.3.2 Simulation Procedure
344(1)
14.4 Process Analytics
345(2)
14.4.1 Quality Measurement
345(1)
14.4.2 Time Measurement
346(1)
14.4.3 Cost Measurement
347(1)
14.4.4 Flexibility Measurement
347(1)
14.5 Summary
347(2)
15 EPMS for Business Process Improvement
349(28)
15.1 Business Process Reengineering
349(3)
15.2 Enterprise Business Process Redesign or Reengineering Methodology
352(7)
15.2.1 Strategic Planning for Enterprise Business Process Reengineering
353(1)
15.2.1.1 Identifying the Business Processes in the Company
354(1)
15.2.2 Selecting Business Processes for Business Process Reengineering
354(1)
15.2.3 Creating Process Maps
355(1)
15.2.4 Analyzing Processes for Breakthrough Improvements
356(1)
15.2.5 Innovative Breakthrough Improvement in Processes
357(1)
15.2.6 Implementing Designed Processes
357(1)
15.2.7 Measuring the Performance of Designed Processes
358(1)
15.3 Enterprise-Wide Continuous Improvement Programs
359(10)
15.3.1 Lean System
359(4)
15.3.2 Six Sigma
363(3)
15.3.3 Theory of Constraints
366(2)
15.3.3.1 Theory of Constraints Tools
368(1)
15.4 Time-Based Competition
369(7)
15.4.1 Activity-Based Customer Responsiveness
370(1)
15.4.2 Activity-Based Costing
371(2)
15.4.3 Time-Driven Activity-Based Costing
373(3)
15.4.4 Responsive Activity Pricing
376(1)
15.5 Summary
376(1)
16 EPMS for Customer Conversations
377(22)
16.1 Business Processes and Human Interactions
377(5)
16.1.1 Human Interaction Management
378(1)
16.1.2 Human Interaction Management System
379(1)
16.1.3 Comparing Human Interaction Management and Business Process Management
380(1)
16.1.4 HumanEdj Human Interaction Management Systems
381(1)
16.2 Interactions and the Quality of Experience
382(8)
16.2.1 Factors Influencing Quality of Experience
384(4)
16.2.2 Features of Quality of Experience
388(1)
16.2.2.1 Feature Levels
389(1)
16.3 Customer Interaction Systems
390(8)
16.3.1 Spoken Language Recognition
391(1)
16.3.2 Spoken Language Understanding
392(1)
16.3.3 Dialog Management
393(1)
16.3.4 Natural Language Generation
394(2)
16.3.5 Text-to-Speech Synthesis
396(2)
16.4 Implementing Customer Interaction Systems
398(1)
16.5 Summary
398(1)
Epilogue: Digital Transformations of Enterprises 399(8)
Appendix A Business Process Execution Language 407(6)
Appendix B Interaction Architectures 413(6)
Bibliography 419(6)
Index 425
Vivek Kale has more than two decades of professional IT experience during which he has handled and consulted on various aspects of enterprise-wide information modeling, enterprise architectures, business process re-design, and, e-business architectures. He has been Group CIO of Essar Group, the steel/oil & gas major of India, as well as Raymond Ltd., the textile & apparel major of India. He is a seasoned practitioner in digital transformation, facilitating business agility via process-centric enterprises and enhancing data-driven enterprise intelligence. He is the author of Guide to Cloud Computing for Business and Technology Managers: From Distributed Computing to Cloudware Applications, CRC Press (2015).
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