S-BPM in the Wild Practical Value Creation

• Main Authors: Fleischmann, Albert, Schmidt, Werner, Stary, Christian
• Format: eBook
• Language: English
• Published: Cham Springer Nature 2015; Springer; Springer International Publishing AG; SpringerOpen
• Edition: 1
• Subjects: Agile Software Development; BPM; Business; Business and Management; Business mathematics and systems; Business Process Management; Business Rules; Business-IT Alignment; Computer programming / software engineering; Computing and Information Technology; Economics, Finance, Business and Management; Information retrieval; Management; Management information systems; Nonfiction; Politics; Politics and government; Public administration; Requirements Engineering; Society and Social Sciences; Software Engineering

This is the first book to present field studies on the application of subject-oriented business process management (S-BPM). Each case presents a specific story and focuses on an essential modeling or implementation issue, and most end with implications or suggestions for further studies. Significant...

Table of Contents:

• Part IIConsultancy and Education Support -- 7 Model as You Do: Engaging an S-BPM Vendor on Process Modelling in 3D Virtual Worlds -- Abstract -- 7.1 Metasonic Engages QUT June 2013 -- 7.2 Theoretical Inspirations from Readings Dec. 2013 to Jan. 2014 -- 7.2.1 Customer Involvement in BPM -- 7.2.2 Tacit Knowledge for Process Modelling -- 7.2.3 Situated Cognition via Virtual Worlds -- 7.2.4 Brisbane Design Workshop Jan. 2014 -- 7.3 Designing an Integrated 3D Virtual World S-BPM Approach Feb. 2014 -- 7.3.1 Activity Specification -- 7.3.2 Choice Specification -- 7.4 Evaluation at Metasonic Headquarters April 2014 -- 7.4.1 3D Virtual World Tool Evaluation Approach -- 7.4.2 Quantitative Results -- 7.4.3 Experiment Observations -- 7.4.4 Participant Comments -- 7.4.5 Games Engine Workshop -- 7.4.6 Metasonic Staff Reflections -- 7.4.7 Notable Program Changes -- 7.5 Conclusions -- 7.6 Implications -- Acknowledgments -- References -- 8 A Tangible Modeling Interface for Subject-Oriented Business Process Management -- Abstract -- 8.1 Introduction -- 8.2 Defining a Framework for Modeling: Design and Notation -- 8.3 Developing the S-BPM Buildbook -- 8.3.1 The First Version -- 8.3.2 The Second Version -- 8.4 Tangible-to-Digital Process Model Conversion -- 8.5 Case Studies -- 8.5.1 First Case Study: Novices in Modeling and the S-BPM Buildbook -- 8.5.2 Second Case Study: ``Pen and Paper'' Versus ``the Buildbook'' -- 8.6 Overall Conclusion -- References -- 9 A Reference Model for Maintenance Processes -- Abstract -- 9.1 Importance of Maintenance Processes -- 9.2 Importance of a Reference Model -- 9.3 Selecting S-BPM for Representation -- 9.4 The Maintenance Process Reference Model -- 9.4.1 Subject Behavior Diagram (SBD) of the Working System -- 9.4.2 SBD of the Operations Manager -- 9.4.3 SBD of the Maintenance Manager -- 9.4.4 SBD of the Maintenance Workers
• 14.3.1 Workflow Technology -- 14.3.2 S-BPM as Windows Workflow Model -- 14.3.3 The First Prototype (PROMI) -- 14.3.4 Moving into the Cloud -- 14.4 Results -- 14.4.1 Impact of Actions -- 14.4.2 Open Issues -- 14.4.3 Takeaway -- References -- 15 ERP Integration in S-BPM Processes -- Abstract -- 15.1 Introduction -- 15.2 Project SUGGEST -- 15.3 Finding a Way of Communication -- 15.3.1 Talend ESB -- 15.3.2 JCo-API -- 15.3.3 OData -- 15.3.4 Web GUI -- 15.3.5 GUI for Windows -- 15.4 Practical Application -- 15.4.1 Prototype Talend ESB -- 15.4.2 Prototype JCo-API -- 15.4.3 Prototype OData -- 15.4.4 Prototype Web GUI -- 15.4.5 Prototype GUI for Windows -- 15.5 Results and Outlook -- Acknowledgments -- References -- Appendix -- Index
• 9.4.5 SBD of the Warehouse/Procurement -- 9.5 Outlook -- Appendix: Guideline for the Expert Interviews -- References -- 10 Role and Rights Management -- Abstract -- 10.1 Role and Rights Management -- 10.2 Motivation -- 10.3 What Role and Rights Management Does -- 10.3.1 Business Processes -- 10.3.2 Data Access -- 10.4 Current Problems and Possible Solutions -- 10.4.1 Redundancy -- 10.4.2 Wrong Models and Meta-Models -- 10.5 Requirements for an Organization Server---A Case Study -- 10.5.1 Knowledge Hierarchy -- 10.5.2 Relationships -- 10.5.3 Intelligent Subject Resolution -- 10.5.4 Multidimensional Organizations -- 10.6 The Organization Server C-Org -- 10.6.1 Implementation -- 10.6.2 Usage of C-Org -- 10.6.3 C-Org from the Viewpoint of S-BPM -- 10.6.4 Additional Features -- 10.7 Conclusion and Takeaway -- References -- 11 Embodying Business Rules in S-BPM -- Abstract -- 11.1 A Business Rules Primer -- 11.1.1 Introduction -- 11.1.2 Illustrative Example -- 11.1.3 Business Processes and Rules -- 11.2 S-BPM and Business Rules -- 11.2.1 Concept -- 11.2.2 Implementation -- 11.3 The Case of ABC Logistics -- 11.4 Results -- 11.4.1 Impact of Actions -- 11.4.2 Open Issues -- 11.4.3 Takeaway -- References -- 12 Agents Implementing Subject Behaviour: A Manufacturing Scenario -- Abstract -- 12.1 Introduction -- 12.2 Specifying a Production Process in S-BPM -- 12.3 Mapping Subjects to Agents -- 12.4 Developing Control Mechanisms for Subject Execution -- 12.5 Conclusion -- Acknowledgments -- Part IIITechnical Execution Support -- 13 An Abstract State Machine Interpreter for S-BPM -- Abstract -- 13.1 Setting the Stage -- 13.2 Conversation -- 13.3 Closing -- References -- 14 Structured Communication---Approaching S-BPM with Microsoft Technologies -- Abstract -- 14.1 Introduction and Motivation -- 14.2 Structured Communication -- 14.3 How to Execute S-BPM Models
• Intro -- Preface -- Contents -- About the Authors -- 1 Introduction -- References -- Part IBusiness Operation Support -- 2 Subject-Oriented Business Processes Meet Strategic Management: Two Case Studies from the Manufacturing Industry -- Abstract -- 2.1 Motivation -- 2.2 Strategy-Oriented Business Process Modeling -- 2.2.1 Strategy Map -- 2.2.2 Business Process Model -- 2.2.3 Strategy Process Matrix -- 2.3 Case Study on Strategic Improvement of S-BPM Models -- 2.3.1 Initial Situation -- 2.3.2 As-Is Analysis -- 2.3.3 Optimization Approach -- 2.3.4 To-Be Modeling -- 2.3.5 Evaluation -- 2.4 Case Study on Strategic Monitoring of S-BPM Instances -- 2.4.1 Initial Situation and Approach -- 2.4.2 Architecture of the Monitoring System -- 2.4.3 Sample Calculation -- 2.4.4 Consequences -- 2.5 Summary -- References -- 3 Communication- and Value-Based Organizational Development at the University Clinic for Radiotherapy-Radiation Oncology -- Abstract -- 3.1 Introduction -- 3.2 Initial Situation -- 3.3 Project Implementation -- 3.3.1 Documentation of the Current Situation -- 3.3.2 Development of Model Variants -- 3.3.3 Analysis of the Consequences of Model Implementations -- 3.4 Going Live -- 3.5 Conclusive Summary -- References -- 4 Introducing S-BPM at an IT Service Providers -- Abstract -- 4.1 Project Background and Initial Situation -- 4.2 Course of the Project -- 4.2.1 Retrospective Overview -- 4.2.2 Preparation Phase -- 4.2.3 Initial Workshop -- 4.2.3.1 Workshop Preparation -- 4.2.3.2 Workshop Meeting and Results -- 4.2.4 Follow-ups -- 4.2.4.1 Analysis and Modeling -- 4.2.4.2 Validation and Optimization -- 4.2.4.3 Organizational Embedding -- 4.2.4.4 Implementation and Embedding in IT -- 4.2.4.5 Monitoring -- 4.3 Results -- 4.3.1 Goal Achievement in the Software Deployment Domain -- 4.3.2 Experience with S-BPM Methodology and Software -- Sec17
• References -- 5 A Service Hardware Application Case Fiducia -- Abstract -- 5.1 Background -- 5.1.1 History of PCs -- 5.1.2 History of the `Mainframe Mind Set' -- 5.1.3 The Change Brought by Globalization -- 5.1.4 Effects in the Companies -- 5.1.5 Departmental Expectations Are Changing -- 5.1.6 An Ideal Scenario -- 5.2 Needs at Fiducia -- 5.2.1 The Introduction of S-BPM -- 5.2.2 The Process Modelers -- 5.2.3 The IT Experts -- 5.3 A Sample Project: Managed Service Hardware (IT-Supported Process Introduction) -- 5.3.1 The Need to Introduce Managed Service Hardware -- 5.3.2 Managed Service Hardware as a Solution -- 5.3.3 Project Start: Initial Information-Gathering Process -- 5.3.4 Framework Conditions -- 5.3.5 First Rough Estimate: 150 Person-Days -- 5.3.6 Weaknesses Recognized -- 5.3.6.1 Lack of Detail -- 5.3.6.2 Redundancies in Partial Processes -- 5.3.6.3 Modelling Outcomes Are not Sufficiently Detailed -- 5.3.6.4 Low Level of Identification with the Outcome -- 5.3.6.5 Lack of Confidence in Making Mistakes -- 5.3.7 Project Restart from Scratch -- 5.3.8 Workshops with the Role-Holders -- 5.3.9 S-BPM Supports the Departments' Way of Thinking -- 5.3.10 Methodology Can also Be Used by the Department in Connection with a Tool -- 5.3.11 Full Identification with the Outcome -- 5.3.12 IT Application Could Be Completed at an Early Stage -- 5.4 Summary of Experiences Gained in This Project -- 5.4.1 Outcomes and Recognized Effects of the Actions Taken -- 5.4.2 Several Benefits Have Been Achieved by Introducing S-BPM -- 5.5 Closing Remarks -- 6 Designing an Agile Process Layer for Competitive Differentiation -- Abstract -- 6.1 The Challenge -- 6.2 The Solution -- 6.3 The Project Work -- 6.3.1 Agile Procedure in Scrum Rhythm -- 6.3.2 Participation-Acceptance Model (PAM) -- 6.3.3 Spectrum of Process Transformation -- 6.4 Summary and Outlook