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000771455 019__ $$a892800127
000771455 020__ $$a9783642451034$$q(electronic book)
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000771455 035__ $$aSP(OCoLC)889949703$$z(OCoLC)892800127
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000771455 050_4 $$aTS155
000771455 08204 $$a658.500285$$223
000771455 24500 $$aHandbook on business process management.$$n2,$$pStrategic alignment, governance, people and culture /$$cedited by Jan vom Brocke, Michael Rosemann.
000771455 24630 $$aStrategic alignment, governance, people and culture
000771455 250__ $$aSecond edition.
000771455 264_1 $$aBerlin :$$bSpringer,$$c2014.
000771455 300__ $$a1 online resource.
000771455 336__ $$atext$$btxt$$2rdacontent
000771455 337__ $$acomputer$$bc$$2rdamedia
000771455 338__ $$aonline resource$$bcr$$2rdacarrier
000771455 4901_ $$aInternational handbooks on information systems
000771455 500__ $$aPrevious edition: 2009.
000771455 5050_ $$aForeword to the 2nd Edition; Foreword to the 1st Edition; How to Read this Handbook; Contents; Part I: Strategic Alignment; Strategic Alignment Maturity; 1 Introduction; 2 Why Alignment Is Important; 3 Strategic Alignment Maturity; 4 The Six Strategic Alignment Maturity Criteria; 4.1 Communications; 4.2 Competency/Value Measurements; 4.3 Governance; 4.4 Partnership; 4.5 Scope and Architecture; 4.6 Skills; 4.7 Results by Geography and Industry; 5 Levels of Strategic Alignment Maturity; 5.1 Level 1: Initial/Ad Hoc Process; 5.2 Level 2: Committed Process; 5.3 Level 3: Established Focused Process.
000771455 5058_ $$a5.4 Level 4: Improved/Managed Process5.5 Level 5: Optimized Process; 6 Assessing Strategic Alignment Maturity; 7 Strategic Alignment as a Process; 8 Strategic Alignment Maturity and Business Performance; 9 Conclusions; 10 Epilogue; References; Delivering Business Strategy Through Process Management; 1 Introduction; 2 Lost in Translation; 2.1 Today ́s Reality; 2.2 The Outside-in Perspective: The One That Counts; 2.3 Methodology Implications; 3 An Integrative Model from Drivers Through Aligned Capability; 3.1 Understand Enterprise Context (Methodology 1); 3.1.1 Purpose of the Activity.
000771455 5058_ $$a3.1.2 Strategic Concepts3.1.3 Scope of the Strategic Models; 3.1.4 External Assessments; 3.1.5 Strategic Analysis of External Assessments; Business Scenario Analysis; Value Proposition; Balanced Scorecard; 3.1.6 Documenting the Strategic Intent; 3.2 Determine Stakeholder Relationships; 3.2.1 Purpose of the Activity; 3.2.2 The Stakeholder Business Context; 3.2.3 Stakeholder Relationship Analysis; 3.2.4 Stakeholder Expectations and Goals; 3.2.5 Measurement of Relationship Performance; 3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success.
000771455 5058_ $$a3.3 Consolidate Strategic Criteria3.3.1 Purpose of the Activity; 3.4 Model Enterprise Processes (Methodology 2); 3.4.1 Purpose of the Activity; 3.4.2 Lifecycle Approach to Building the Architecture; 3.4.3 Reference Frameworks Approach to Building the Architecture; Generic Enterprise Models; Industry-Specific Models; Domain-Specific Models; Process, Lifecycle and Value Chain Models; 3.4.4 Architecture Consolidation; 3.5 Define Performance Measures (Methodology 3); 3.5.1 Purpose of the Activity; Top Down and Horizontal Perspectives; 3.6 Establish Process Governance (Methodology 4).
000771455 5058_ $$a3.6.1 Purpose of the Activity3.6.2 Motivation Alignment and Stewardship Support; 3.7 Manage Enterprise Processes (Methodology 6); 3.7.1 Purpose of the Activity; 3.7.2 Matrix Alignment Approach; The Process/Strategic Intent Matrix; The Process Performance Gap Matrix; Pain and Gain; 3.7.3 Establish Enterprise Transformation Portfolio; 3.8 Align Process Capabilities (Methodology 5); 3.8.1 Purpose of the Activity; 4 Conclusion; References; Management of Process Excellence; 1 Management of Process Excellence (MPE) Requirements and Approach; 2 Innovation: Key Target of MPE.
000771455 506__ $$aAccess limited to authorized users.
000771455 520__ $$aBusiness Process Management (BPM) has become one of the most widely used approaches for the design of modern organizational and information systems. The conscious treatment of business processes as significant corporate assets has facilitated substantial improvements in organizational performance but is also used to ensure the conformance of corporate activities. This Handbook presents in two volumes the contemporary body of knowledge as articulated by the world''s leading BPM thought leaders. This second volume focuses on the managerial and organizational challenges of?BPM such as strategic a.
000771455 588__ $$aDescription based on print version record.
000771455 650_0 $$aProduction management$$xData processing.
000771455 650_0 $$aManagement information systems.
000771455 7001_ $$aBrocke, Jan vom,$$eeditor.
000771455 7001_ $$aRosemann, Michael,$$d1967-$$eeditor.
000771455 77608 $$iPrint version:$$tHandbook on business process management. 2, Strategic alignment, governance, people and culture.$$bSecond edition$$z9783642451027$$w(OCoLC)883426668
000771455 830_0 $$aInternational handbooks on information systems.
000771455 85280 $$bebk$$hSpringerLink
000771455 85640 $$3SpringerLink$$uhttps://univsouthin.idm.oclc.org/login?url=http://link.springer.com/10.1007/978-3-642-45103-4$$zOnline Access$$91397441.1
000771455 909CO $$ooai:library.usi.edu:771455$$pGLOBAL_SET
000771455 980__ $$aEBOOK
000771455 980__ $$aBIB
000771455 982__ $$aEbook
000771455 983__ $$aOnline
000771455 994__ $$a92$$bISE