Agile Systems with Reusable Patterns of Business Knowledge
A Component-Based Approach
1st Edition
Published on 1. January 2005
416 pages
978-1-58053-989-0 (ISBN)
Description
Driven by the need for global excellence and customer value, agility and innovation have become imperative for business. However, most business process engineering and information system approaches address only operational efficiency and economics. This unique book closes this gap. It shows you how innovation can be systematized with normalized patterns of information. You learn how business processes and information systems can be tightly aligned and how they can automatically adapt to change by re-configuring shared patterns of knowledge. This is a practical resource that combines world class experience from industry with the best in academic experience and leading edge research. It will help you design business processes and systems that are both agile and adaptable, coordinate integration of information across supply chains and extended enterprises, reduce time-to-market, and improve computer aided systems engineering and computer aided process engineering tools.
More details
Other editions
Additional editions
Amar Gupta | Amit Mitra
Agile Systems with Reusable Patterns of Business Knowledge: A Component-Based Approach
Book
10/2005
Artech House Publishers
€104.18
Shipment within 10-20 days
Content
- Agile Systems with Reusable Patterns of Business Knowledge
- Contents
- Foreword xi
- Preface
- Acknowledgments xvii
- Prologue xix
- Part 1: Patterns of Business-Reusable Components of Knowledge 1
- 1 On Components and the Nature of Reality: Introduction to the Metaworld 3
- 1.1 The Nature of Knowledge 5
- 1.2 Modeling the Real World 9
- 1.3 Metaworld of Information 11
- 1.3.1 Objects, Relationships, Processes, and Events 11
- 1.3.2 Perception and Information, Naturally Speaking: 1.3.2 Domains, Units of Measure, and Formats 13
- 1.4 Meta-Objects, Subtypes, and Inheritance 29
- 1.5 Meta-Objects and the Natural Repository of Knowledge 31
- 1.6 The Problem of Perspective 35
- 2 The Universal Perspective: Scope of Business 45
- 2.1 Universal Perspective, Universal Pattern 46
- 2.1.1 Stock Themes of Business-Polymorphisms of 1.3.2 Fundamental Objects 51
- 2.1.2 Stock Themes of Business-Relationships and 1.3.2 Rules of Engagement 164
- 2.2 The Universal Perspective-Its Use and Abuse 214
- 2.2.1 Integrated Applications 215
- 2.2.2 Agile Systems and Processes 215
- 2.2.3 Reusable Components and Validation of Business Processes 215
- 2.2.4 Alignment of Information Systems with Business Process 216
- 2.2.5 Enterprise Resource Planning and Supply Chain Management 216
- 2.2.6 Evaluation and Customization of Business Software 217
- 2.2.7 Customization Facility 217
- 2.2.8 Information Architecture 218
- 2.2.9 Database Integration and Data Normalization 218
- 2.2.10 Integration of Legacy Systems 219
- 2.2.11 Causal Analysis and Knowledge Management 219
- 2.2.12 Improved and Integrated Business Process Engineering 2.2.12 (CAPE) and Systems Engineering (CASE) Tools 220
- 2.2.13 Business Modeling Standards and Language Design 221
- 2.2.14 Prototyping and Continuous Improvement 221
- 2.2.15 Software Product Design 222
- 2.3 Work Breakdown Structure 223
- 2.4 The Repository of Shared Knowledge 224
- 3 The Knowledge Machine: A Vision of the Future 229
- Part 2: The Book of Change 237
- 4 On the Nature of Change and Winged Pigs 239
- 4.1 The Technology Dimension 240
- 4.2 The Process Dimension 242
- 4.3 The People Dimension-The Emotional Dynamic of Change 244
- 4.4 Why Change? 244
- 5 Managing Emotions Unleashed by Change 247
- 5.1 Preparing for Change 248
- 5.2 Implementing Change 252
- 5.3 Determination-A Fork in the Road: Fruition or Failure? 253
- 5.4 Fruition and Continuing Improvement 255
- 6 Governance of Change 259
- 6.1 Developing and Keeping Organizational Capability 259
- 6.2 Structure of the CMM® 262
- 6.3 CMM® Level 2: Consistent Repeatability-KPAs, Goals, 6.3 and Activities 267
- 6.4 CMM® Level 3: Standardized Best Practices Deployed 6.3 and in Use-KPAs, Goals, and Activities 281
- 6.5 CMM® Level 4: Quantitative Standards and Controls 6.3 in Place-KPAs, Goals, and Activities 285
- 6.6 CMM® Level 5: Continuous Process Improvement 6.3 in Place-KPAs, Goals, and Activities 296
- 6.7 Gaps and Red Tape in the CMM® 301
- 6.7.1 Continuously Improving and Adapting the CMM® 310
- 6.7.2 Alternatives to the CMM® 312
- 6.8 Chief Information Officer, Chief Knowledge Officer, or 6.8 Chief Process Officer? 312
- 6.9 The Journey's End 313
- Epilogue 315
- Notes 319
- References 353
- About the Authors 377
- Index 379
