Oosten Process Management Based on SqEME®

1. Auflage 2008
ISBN: 978-90-8753-220-8
Verlag: Van Haren Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 174 Seiten

Reihe: Best Practice

SqEME® is an open standard for developing a processed-centred architecture of an enterprise. It may be reproduced freely by any organization wishing to use it to develop a governance structure on the quality of their business processes.

SqEME® Process Management is a method that facilitates discussion of the design of the organization, in a subtle but unambiguous way. Processes have to hold a prominent place in observing organizations: how are the different parts of the organization tuned to each other and how does adequate communication take place?

SqEME® as a methodology views processes from four different perspectives. SqEME® calls these ‘windows’, by means of which one seeks for the Constitution, Chemistry, Correspondence and Construction of the enterprise.

SqEME® is the result of more than twenty years experience with the management of business processes within various organizations. SqEME® has been applied successfully in industry (chemistry, automotive, construction, paper), in the business sector (IT service, healthcare), in the non-profit sector, and in public companies such as the Prosecution Counsel, County Councils and local authorities.

This book is particularly aimed at professionals who are involved in the change process within process-driven organizations. Anyone wishing to familiarize themselves with process-centred thinking will be pleased to find that this book adopts an innovative, yet practice-proven approach.

The SqEME® Foundation is a platform for discussing the method and its application, where insights into the basic assumptions and backgrounds are shared: www.sqeme.org.

Autoren/Hrsg.

Oosten, Jos.N.A

Inhaltsverzeichnis

1;Preface;6
2;Acknowledgements;14
3;Introduction;16
4;Chapter 1 Developments;18
4.1;1.1The Inheritance of One Hundred Years of Functional School;18
4.2;1.2The Transition to an Information Society ;20
4.3;1.3Developments in ICT and Organizations ;23
4.4;1.4Out of Control ;26
5;Chapter 2 Methodology;30
5.1;2.1Mental Model ;30
5.2;2.2Principles ;32
5.3;2.3SqEME® and EFQM ;36
5.4;2.4SqEME® for architecting the enterprise;39
6;Chapter 3 Process Management and the SqEME® Approach ;42
6.1;3.1Process Management, Working ON the Organization;42
6.2;3.2Processes, the Verbs of the Organization ;43
6.3;3.3Describing Processes;44
6.4;3.4Working on the Development of the Organization;46
6.5;3.5Architectural Approach: Language and Signs;47
6.6;3.6Conventions for Language and Signs;48
7;Chapter 4 Constitution;52
7.1;4.1Developing a description of the Enterprise Architecture ;54
7.2;4.2Describing Key Result Areas ;54
7.3;4.3The concept of Key Result Area, Activity and Process;59
7.4;4.4Developing the Understanding of the Constitution of the Enterprise ;60
7.5;4.5Reference Model for the enterprise;65
7.6;4.6Tips & Tricks for the Constitution window;67
7.7;4.7Process Accountability in this window ;71
8;Chapter 5 Chemistry ;72
8.1;5.1Specifying of Messages;74
8.2;5.2Taking into Account the Preconditions;77
8.3;5.3Universal Data Element Framework (UDEF) ;80
8.4;5.4Tips & Tricks for the Chemistry window;81
8.5;5.5Process Accountability in this window;82
9;Chapter 6 Construction ;84
9.1;6.1Types of Actors in an Organization;85
9.2;6.2Providing resources;90
9.3;6.3Tips & Tricks for the Construction window;91
9.4;6.4Process Accountability in this window;93
10;Chapter 7 Correspondence ;96
10.1;7.1Describing Processes;98
10.2;7.2Performance Indicators ;105
10.3;7.3Tips & Tricks for the Correspondence window;107
10.4;7.4Process Accountability in this window;109
11;Chapter 8 Process Accountability ;112
11.1;8.1From Processes as a Project to Process Management ;112
11.2;8.2Where People Work, Processes are Managed;114
11.3;8.3There are Various Styles of Process Management;116
11.4;8.4It is a Choice to Formalize Process Accountability ;116
11.5;8.5Accountability for Processes is Arranged Differently Than for Results ;118
11.6;8.6The Scope of a Process owner ;120
11.7;8.7Process roles With a Different Scope;123
11.8;8.8The Focus of a Process owner;124
11.9;8.9Special Attention for the ‘Process Auditor’ ;125
12;Chapter 9 A Tool for a Process Driven Approach;128
12.1;9.1The Organization Wants to be Certified;128
12.2;9.2The Organization Wants to Realize an Improvement;129
12.3;9.3The Organization Wants More Attention for Continuous Improvement;131
12.4;9.4The Organization Wants to Reorganize;133
12.5;9.5The Organization Wants to Record the Know-how of the Employees;135
12.6;9.6The Organization Wants to be More ‘In Control’;137
12.7;9.7The Organization Wants to Cooperate Better with its Supply Chain Partners;138
12.8;9.8The Organization Wants to Renew its ICT;139
12.9;9.9The Organization Wants to Reengineer Their Business Processes ;144
13;Chapter 10 The SqEME® Approach and the Harsh Realities of Life;146
13.1;10.1Encore with Points of Attention;146
13.2;10.2Use of Supporting Software ;153
14;Appendix I SqEME® Objects and Relationships;156
15;Appendix IISqEME® Examples;158
16;Referenced documents;168