
Workflow Modeling
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Content
- Workflow Modeling: Tools for Process Improvement and Applications Development Second Edition
- Contents
- Preface
- Part I Background, Principles, Overview
- Chapter 1 Business Processes-More ImportantThan Ever
- Fosdick's Thesis
- And Now?
- The Need for Practical Guidance
- Building Methods to Meet the Need
- What to Expect
- Who Are "You"?
- References
- Chapter 2 A Brief History-How the EnterpriseCame to Be Process Oriented
- Learning from the Past
- The Multiskilled Craftsworker
- The Advent of the Specialist
- The Rise of Functional Specialties
- Function and Organization-What's the Difference?
- Losing the Process in the Functions
- Enter Reengineering: 1990-1993
- Exit Reengineering: 1994-1995
- The Wonder Years: 1996-2000
- Business Process Rides Again!: 2000-Present
- A Predictable Complaint
- From Fad to Business as Usual
- Process-Oriented Products
- Process Frameworks
- Less Polarization
- Process Orientation-The Best of All Worlds?
- References
- Chapter 3 Business Processes-What Are They, Anyway?
- The Trouble with "Process"-Why We Need a Clear Definition
- No Definitions, but Lots of Opinions
- Is "Business Process" an Arbitrary Concept?
- Does It Matter?
- Frustration for Participants
- Trouble Controlling Scope and Producing Useful Deliverables
- Improvements That Make Things Worse
- Problems Caused by Improperly Defined Processes
- Your Scope Will Often Be Smaller Than a Business Process
- Hasn't This Problem Been Solved Already?
- What Do Books in the "Business Process" Field Say?
- What Does the Dictionary Say?
- What Do Information Systems Dictionaries Say?
- So What, Finally, Is a Business Process?
- The Approach We'll Take
- Defining "Process" in General
- Defining Business Process in Particular
- A Test for Business Processes Boundaries
- Applying the Guideline
- So What?
- Is Everything a Process?
- Can All Processes Be Modeled?
- Summary
- Criteria for Business Processes
- Other Business Process Characteristics
- Measurable
- Automation
- Levels of Detail
- Customers: Internal and External
- Closing Advice
- Processes Are Hidden
- They're Bigger Than You Think
- Hidden Issues
- What's Next?
- References
- Chapter 4 The Approach in a Nutshell
- This Chapter and Beyond.
- Why It Works
- Whom It's For
- Processes-Results, Not Work
- Frameworks in General
- A Framework for Process Enablers
- A Framework for Putting Processes and Systems in Context
- One Person's Mission Is Another Person's Objective
- Expanding the Framework
- A Closer Look at the Three-Tier Architecture
- Presentation Services
- Business Services
- Data Management
- Models in General
- The Modeling Techniques We Employ
- Business Process: Process Workflow Models
- Presentation Services: Use Cases and Use Case Scenarios
- Business Services: Service Specification and Supporting Techniques
- Data Management: Data Models
- Five-Tier Thinking
- A Workflow-Driven Methodology-The Process of Studying Processes
- Establish Process Context, Scope, and Goals
- Understand the As-Is Process
- Design the To-Be Process
- After the Three-Phase Method
- Applications of the Approach
- Part II Phase 1: Establish Process Context,Scope, and Goals
- Chapter 5 Discover Business Processes
- Process Discovery-What, Why, and How
- The Goal: An Overall Process Map
- The Approach
- Questions You'll Probably Have
- Step 1: Get Started
- Gathering Background Information
- Meeting with the Sponsor
- Step 2: Conduct Pre-Session Interviews
- Purpose
- Conducting the Interview
- Step 3: Prepare for First Session
- Purpose
- Terms, Activities, and Issues
- Participants and Agenda
- Facilities and Supplies
- Step 4: Initiate First Session
- Purpose
- Getting Started
- Explaining "Business Process"
- Venting
- Brainstorming in General
- Step 5: Analyze Terms and Find the Nouns
- Purpose
- The Steps
- Step 6: Identify Activities
- Purpose
- The Steps
- Step 7: Link the Activities and Determine Business Processes
- Purpose
- The Steps
- Patterns to Watch For
- Using a Top-Down Approach
- Naming the Business Processes
- Choose the First Process Project
- Divine Intervention
- Analytic Approach
- References
- Chapter 6 Establish Process Scope and Contents
- Goals
- Overview
- How Specifically Do Scope and Contents Help?
- Step 1: Identify Triggering Event(s)
- Step 2: Identify Result for Each Stakeholder
- Step 3: Identify Subprocesses
- Step 4: Identify Cases
- Step 5: Identify Participating Organizations
- Step 6: Identify Individual Actors and Main Responsibilities
- Step 7: Identify Supporting Mechanisms
- Step 8: Identify Process Measures (Optional)
- Chapter 7 Conduct Initial As-Is Process Assessment
- Establishing Rationale and Direction
- The Process Case for Action and Process Vision
- Why Bother? Doesn't Everyone Know This Already?
- The Case for Action
- Step 1: Stakeholder Assessment
- Step 2: Context
- Step 3: Consequences of Inaction
- A Note on the Simplified Framework
- The Vision
- An Example
- A Closer Look at Assessment by Stakeholder
- Everyone's a Critic.
- Don't Guess-Ask!
- The Customer
- The Performers
- Owners and Managers
- Suppliers
- Other Groups
- Process Differentiator
- What Is a Differentiator, Improvement Dimension, or Strategic Discipline?
- A Common Misconception
- Differentiators in Action
- The Relevance of the Concept
- Faster, Cheaper, Better, or What?
- Common Questions
- Look at the Process in Terms of Enablers
- Workflow Design
- Information Systems
- Motivation and Measurement
- Human Resources
- Policies and Rules
- Facilities
- All Enablers Matter
- The Environment in Which the Process Operates
- An Example
- Topics in "the Environment"
- Beliefs, Culture, and Management Style
- Everything Stems from Beliefs
- Other Cultural Traits
- Core Competencies
- What Are We Really Good At?
- Measures
- How Many?
- Got the Time?
- Who's Involved?
- Efficiency
- Cost
- Summary of Measures
- Potential Improvements
- One Poster Is Worth a Thousand Words
- Summarizing Findings
- It Matters!
- References
- Part III Phase 2: Understand the As-Is Process
- Chapter 8 Process Workflow Models: The Essentials
- Overview
- The Real Purpose of This Section
- The Practical Side
- Swimlane Diagrams-What and Why
- What's the Attraction?
- What Are They?
- Example 1: The Essence of Workflow Modeling
- Example 2: Getting to the Essence Without Diving into Detail
- Question 1: "Who Gets the Work Next?"
- Question 2: "How Does It Get There?"
- Question 3: "Who Really Gets the Work Next?"
- What Did We Learn from This Example?
- Example 3: "How Do I Depict.?"
- Customer Service.
- Repair Service.
- Service Analysis.
- Telemarketing.
- Market Database Research.
- RB Tel-Questions Raised
- Essential Elements of a Swimlane Diagram
- The Details
- Actors and Roles
- Steps and Decisions
- Flow
- What's Next?
- Chapter 9 Process Workflow Models-Managing Progressive Detail
- The Curse of Detail
- What's the Problem?
- Achieving a Controlled Descent
- Three Levels of Workflow Diagrams
- Level 1: The Handoff Diagram
- Issues and Observations with the Handoff Diagram
- Recap
- Level 2: The Service Diagram
- Level 3: The Task Diagram
- Closing Thoughts
- Chapter 10 Process Workflow Models-The FinerPoints
- Introduction
- Actors and Other Characters
- Every Actor? Really?
- Jobs, Roles, and Committees
- Systems as Actors
- Passive Actors
- Processes as Actors
- Steps and Types of Steps
- What Makes It Go? Flow!
- Dealing with Complexity
- Flowing On
- Chapter 11 Develop As-Is Process Workflow Model
- Introduction
- Dealing with Resistance to As-Is Modeling
- Assembling the Team
- Management and Front-Line Participants?
- Front-Line Workers or Representatives?
- IT and Other Supporting Players?
- External Participants
- Preparing for the Modeling Session
- Scheduling
- The Kickoff
- Approach
- Question 1: What Are We Doing?
- Question 2: Which Process Are We Modeling?
- Building the Handoff-Level Diagram
- The Mechanics and the Methods
- Option 1-Trace the Flow (The Three Questions Approach)
- Option 2-Bottom Up (Gather Activities, Then Assemble)
- Refining the Initial Model-The Five Key Questions
- "Can We Stop Now?"
- Producing the Service Diagram
- Issues During As-Is Modeling
- Misapplying Workflow Modeling
- Modeling Different Versions of the Same Process
- Inability to Model a Particular Situation
- Facilitation Issues
- Dealing with Disagreement
- Conclusion
- Part IV Phase 3: Design the To-Be Process
- Chapter 12 Conduct Final As-Is Process Assessment
- Introduction
- Getting Ready
- Confirm Initial Assessment and Goals
- Capture First Impressions
- Identify Leverage Points
- Assessment by Enablers
- Workflow Design
- Information Systems
- Motivation and Measurement
- Human Resources
- Policies and Rules
- Facilities
- Other Factors
- Assess Individual Steps
- Consolidate Improvement Ideas
- Decide on Approach
- References
- Chapter 13 Determine To-Be Process Characteristicsand Workflow
- Look Before You Leap!
- Goals
- Philosophy/Approach
- Post and Review Key Materials from Previous Phases
- Collect Ideas-Getting Started
- Build on Ideas Generated During Assessment
- Generate Ideas That Specifically Address the "Leverage Points"
- Steal Ideas by Reviewing "Best Practices"
- "Best Practices" in General
- Workflow Design
- Information Systems
- Motivation and Measurement ("Reward and Punishment" Schemes)
- Human Resources
- Policies and Rules
- Facilities Design (or Other Factors)
- Brainstorming Additional Suggestions
- Apply the Challenge Process
- Assess Ideas in Context and Select
- Develop Ideal To-Be Workflow
- Develop To-Be Workflow
- Road Trip
- References
- Part V Related Requirements Definition Techniques
- Chapter 14 Business-Oriented Data Modeling
- Data Modeling-What It Is, What It Isn't
- Basic Terms and Concepts
- A Simple Example
- The Narrative Component-the Entity Definitions
- The Graphic Component-the Entity-Relationship Diagram
- Levels of Detail
- Contextual Data Model
- Conceptual Data Model
- Logical Data Model
- The Components-Further Guidelines and Pitfalls
- Entities
- Attributes
- Relationships
- Starting Your Data Model
- Starting Covertly
- Starting Overtly
- Starting by Reverse Engineering
- From Conceptual to Logical
- References
- Chapter 15 Requirements Modeling with Use Cases and Services
- From Workflow to Information System Requirements
- A Time of Transition
- Transition into Use Cases
- Separation into Business Services and Use Cases
- A Quick Example
- Business Services-Why?
- Disclaimer and Direction
- The Approach and How It's Different
- Business Services in General
- Services and Events-A Point of Confusion
- Business Services and Business Events
- What Is an Event?
- Types of Events
- Services-Granularity
- A Few More Guidelines
- Want More?
- Use Case Concepts
- Seven Steps to Success
- Using Facilitated Sessions
- Use Cases in General
- Extensions and Scenarios
- The Methodology
- Step 1: Identify Services (Scope) and Complete Initial Service Specifications (Concept)
- Choose Your Primary Approach
- Brainstorm for Events or Services
- Refine the List of Events or Services
- Finalize the Scope-Level List of Services
- Describe Business Services
- Confirm Business Services
- Step 2: Identify Use Cases (Scope) and Complete Initial Use Case Descriptions (Concept)
- Discover Use Cases
- Describe the Use Cases
- Step 3: Complete Final Service Specifications (Detail)
- Step 4: Begin Final Use Case Descriptions (First Pass at Detail)
- Create Use Case Dialogues
- Step 5: Refine Final Use Case Descriptions (Final Pass at Detail)
- Step 6: Identify and Describe Use Case Scenarios (Conditions and Outcomes)
- Establish Use Case Scenarios
- Step 7: Complete Use Case Scenario Descriptions (Dialogues)
- Refine Use Cases As Necessary
- Closing Thoughts
- More Uses of Use Cases
- But Why Do They Work So Well?
- Reference
- Appendix
- About the Authors
- Index
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