By Jan vom Brocke, Michael Rosemann
Business procedure administration (BPM) has turn into probably the most primary methods for the layout of contemporary organizational and knowledge structures. The wide awake therapy of industrial procedures as major company resources has facilitated huge advancements in organizational functionality yet can be used to make sure the conformance of company actions. This guide offers in volumes the modern physique of data as articulated by way of the area' s prime BPM idea leaders. this primary quantity makes a speciality of arriving at a valid definition of BPM methods and examines BPM equipment and process-aware details structures. As such, it presents suggestions for the combination of BPM into company methodologies and knowledge structures. every one bankruptcy has been contributed by means of major overseas specialists. chosen case stories supplement their perspectives and result in a precis of BPM services that's designated in its insurance of the main severe luck elements of BPM.
The moment variation of this guide has been considerably revised and prolonged. each one bankruptcy has been up to date to mirror the most up-tp-date advancements. This contains specifically new applied sciences comparable to in-memory facts and method administration, social media and networks. an additional concentration of this revised and prolonged variation is at the real deployment of the proposed theoretical options. This quantity incorporates a variety of complete new chapters from a number of the world's top specialists within the area of BPM.
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Extra resources for Handbook on Business Process Management 1: Introduction, Methods, and Information Systems
Example text
If an organization is creative – and does not automatically resort to process flowcharts – there are a number of ways to make knowledge creation processes more effective and efficient. Another knowledge creation process is oil exploration. Geologists and geological engineers create seismological knowledge of a targeted drilling area and try to progressively lower the risk of a dry hole with more knowledge over time. ” This was a cultural stretch for Hess, in that exploration had historically been a highly unstructured and iterative activity, and the people who did it enjoyed a free-thinking, “maverick” culture.
It offers something few companies have, a coherent and comprehensible description of the company’s operations. It is remarkable to note that conventional representations of an enterprise – the organization chart, the P&L and the balance sheet, the mission and value statements, the product catalog and customer list – say nothing about the actual work of the company and what people do on a regular basis. The EPM provides such an operational perspective on the enterprise and as such should be used as the basis for managing those operations.
In many cases, the goal is to reuse knowledge more effectively. We can greatly improve performance by having a lawyer reuse knowledge created in another case, or having a programmer employ a subroutine that someone else created. Knowledge asset reuse is a frequently stated objective for organizations, but it is hard to achieve. Many organizational and professional cultures reward – sometimes unconsciously – knowledge creation over knowledge reuse. Furthermore, effective knowledge asset reuse requires investment in making knowledge reusable: documentation, libraries, catalogs, modular structures for knowledge objects.