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Business Process Management

Book Description

Businesses need to adapt constantly, but are often held back by static IT systems. The ‘Riva approach to Business Process Management’ is a way of analysing the mass of concurrent, collaborative activity that goes on in an organisation, providing a solid basis for developing flexible IT systems that support a business.

Table of Contents

  1. Copyright
  2. Figures
  3. Author
  4. Abbreviations
  5. Preface
  6. Introduction
    1. PROCESSES ARE BACK ON TOP
    2. WHAT A ‘PROCESS’ IS AND WHAT IT ISN‘T
    3. WHY WORRY ABOUT PROCESSES?
    4. THE RIVA METHOD
    5. EIGHT PRINCIPLES FOR PROCESS MODELLING
    6. THE STRUCTURE OF THIS BOOK
    7. WARNINGS
  7. SOME EARLY REFERENCES
  8. 1 Basic process concepts
    1. WHAT HAPPENS IN THE WORLD?
    2. ROLES
    3. ACTIONS
    4. INTERACTIONS
    5. PROCESS GOALS
    6. ENTITIES
    7. THINGS ARE COMPLICATED
  9. 2 Modelling a process
    1. SOME HEALTH WARNINGS
    2. THE ROLE ACTIVITY DIAGRAM
    3. REPRESENTING ROLES
    4. REPRESENTING ROLE STATES
    5. REPRESENTING ACTIONS
    6. REPRESENTING CONCURRENT THREADS OF ACTIVITY
    7. REPRESENTING ALTERNATIVE COURSES OF ACTION
    8. REPRESENTING INTERACTIONS
    9. REPRESENTING TRIGGERS
    10. REPRESENTING THE AD HOC PROCESS
    11. REPRESENTING PROPS
    12. CASE STUDY 1
  10. 3 Dynamism in the process
    1. INTRODUCTION
    2. A REMINDER ABOUT STATE
    3. HOW ROLE INSTANCES ‘START’
    4. HOW A PROCESS STARTS AND RUNS
    5. HOW ROLE INSTANCES ‘END’
    6. HOW A PROCESS ‘ENDS’
  11. 4 Process relationships
    1. WHAT HAPPENS IN AN ORGANIZATION?
    2. INTERACTION OF PROCESSES
    3. ACTIVATION OF PROCESSES
    4. ENCAPSULATION
  12. 5 The three basic process types
    1. INTRODUCTION
    2. THE CASE PROCESS
    3. THE CASE MANAGEMENT PROCESS
    4. THE RELATIONSHIP BETWEEN CASE PROCESS AND CASE MANAGEMENT PROCESS
    5. MODELLING THE CP—CMP RELATIONSHIP AT RAD LEVEL
    6. THE CASE STRATEGY PROCESS
    7. SUMMARY
  13. 6 Preparing a process architecture
    1. INTRODUCTION
    2. WHAT BUSINESS IS THIS ORGANIZATION IN?
    3. WHICH EBES REPRESENT WORK FOR THE ORGANIZATION?
    4. WHAT ARE THE DYNAMIC RELATIONSHIPS BETWEEN UOWS?
    5. PRODUCING THE FIRST-CUT PROCESS ARCHITECTURE
    6. PRODUCING THE SECOND-CUT PROCESS ARCHITECTURE
    7. THE PROCESS ARCHITECTURE AS SEARCHLIGHT
    8. CASE STUDY 2
    9. CASE STUDY 3
  14. 7 Dynamism in the world
    1. INTRODUCTION
    2. CASE STUDY 4
    3. DYNAMISM AT WORK
    4. ALL THE WORLD’S A THEATRE
  15. 8 Managing the modelling
    1. INTRODUCTION
    2. STEP 1: DECIDE ON THE OBJECTIVES OF THE MODELLING
    3. STEP 2: GET AN OVERALL PICTURE
    4. STEP 3: RUN ONE OR MORE INTERACTIVE WORKSHOPS
    5. STEP 4: USE OTHER SOURCES OF INFORMATION
    6. STEP 5: REVIEW, REVISE, VALIDATE THE MODEL
  16. 9 Discovering and defining processes
    1. INTRODUCTION
    2. DISCOVERING A PROCESS
    3. PRESENTING A PROCESS DEFINITION
    4. SUMMARY
  17. 10 Analysing for process improvement
    1. THE IMPORTANCE OF SPRING-CLEANING
    2. STARTING POINTS
    3. ANALYSING THE PROCESS ARCHITECTURE
    4. PREPARING A PROCESS MODEL FOR ANALYSIS
    5. ANALYSING THE PROCESS MODEL
    6. CASE STUDY 5
    7. SUMMARY
  18. 11 Designing a process
    1. INTRODUCTION
    2. PREPARING THE PROCESS ARCHITECTURE
    3. GETTING THE PROCESS DESIGN GROUND RULES IN PLACE
    4. THE PROCESS DESIGN PROCESS
    5. SUMMARY
  19. 12 Processes and information systems
    1. INTRODUCTION
    2. RIVA AND TRADITIONAL INFORMATION SYSTEM DEVELOPMENT
    3. RIVA AND OBJECT-ORIENTED SYSTEM DEVELOPMENT
    4. RIVA AND WORKFLOW SYSTEM DEVELOPMENT
    5. SUMMARY
  20. 13 Processes and process systems
    1. PROCESS MOBILITY — THE THEATRE OF THE THIRD WAVE
    2. THE NEW ORDER
    3. PROCESS CALCULI
    4. SIX VISIONS
  21. References
  22. Index