Table of Contents... IX Figures... XXI Tables... XXVII. Part A: Process-Oriented Organizational Design... 1

Transcription

1 Table of Contents Preface to the 2 nd Edition... V Preface to the 1 st Edition... VII Table of Contents... IX Figures... XXI Tables... XXVII Part A: Process-Oriented Organizational Design The Process in Focus Jörg Becker, Dieter Kahn Environment From Function Orientation to Process Orientation The Term "Process" Consequences for Management Six Theses for Process Orientation Every Organizational Business Structure has its Own Efficiency Relation The Pressure to Survive in Competition Causes Sensitive Adaptation Processes to Develop People and Their Environment Determine Process Changes Flexibility Guarantees a Leading Position in an Achievement-orientated Society High Innovation Potential and its Effective Use Lead to the Top The Ability to Integrate all Participants in the Process Ensures Success The Case Study DeTeImmobilien Corporate Structure Products Objective and Structure of This Book... 12

2 X Table of Contents 2 Project Management Jörg Becker, Dieter Kahn, Clemens Wernsmann Project Goals Project Plan Project Organization Project Controlling Critical Success Factors Checklist Preparation of Process Modeling Michael Rosemann, Ansgar Schwegmann, Patrick Delfmann Required Preparation of Process Modeling Quality of Conceptual Models Generalities of Orderly Modeling Overview of Activities to Prepare for Process Modeling Identification and Selection of Relevant Perspectives Relevant Perspectives of Process Models Definition of Relevant Perspectives Determination of the Communication Channel Specification of Modeling Technologies Basic Terms of Information Modeling Selection of Model Types Specification of Modeling Conventions Specification of Rules for the Perspective-specific Aadaptation of the Models Selection of a Modeling Tool Conversion of Modeling Conventions With a Modeling Tool Customizing of Modeling Tool Extension of Customizing Settings Through Organizational Rules Execution of Acceptance Tests Description of the Organizational Framework Conditions Creation and Use of a Modeling Standard Types of modeling standards Contents and Design of Company- and/or Project-specific Modeling Standards Communication and Maintenance of Modeling Standard Checklist... 87

3 Table of Contents XI 4 Strategy and Organizational Frame Jörg Becker, Volker Meise The Tasks of the Organizational Frame The Procedure Model The Definition of the Structural Goals Goals of the Organization The Goals of the Organization Members Balancing of Goals Concretizing of Goals The Definition of the Macro Structure The Market-based View The Strategy of Comprehensive Cost Leadership The Strategy of Differentiation The Resource-based View The Combination of Views The Strategic Organization Areas The Efficiency Goals for the Organizational Areas Definition of the Process Structure The General Process Identification The Individual Process Identification Determining the Process Goals Differentiating by Core and Support Goals Process Identification and Process Structuring Determining Design Goals The Behavior Finding Process The Perception Phase The Evaluation Phase The Assessment of the Efficiency Degree Behavior Possibilities of Influencing the Design of the Organizational Frame The Types of Perception Influences Determining the Structural Design The Spatial Arrangement of Elements The Determination of Size Relations The Use of Reference Designs The Individual Design of the Elements Colors Shapes Text and Fonts Checklist

4 XII Table of Contents 5 As-Is Modeling and Process Analysis Ansgar Schwegmann, Michael Laske Objectives of As-Is Modeling Procedure of As-is Modeling Preparation of As-Is Modeling Identifying and Prioritizing Problem Areas to be Eliminated Collection and Documentation of As-is Models Consolidation of Models Analysis of the As-is Models Criteria for the Evaluation of As-is Models Support of As-Is Modeling by Reference Models Support of As-is Modeling by Benchmarking Identification and Documentation of Weaknesses and Potential Improvements Implementation of Immediate Measures to Eliminate Weaknesses Checklist To-Be Modeling and Process Optimization Mario Speck, Norbert Schnetgöke Objectives of To-Be Modeling Procedure of To-Be Modeling Preparing for To-Be Modeling Identification and Rough Draft Design and Documentation of To-Be Models Analysis of To-Be Models Reference Points for the Evaluation of To-Be Models Support of To-Be Modeling through Process Simulation Support of To-Be Modeling through Reference Models Editing the Results Checklist Design of a Process-Oriented Organizational Structure Martin Kugeler, Michael Vieting Subject and Goal of a Process-Oriented Organization Process Organization and Organizational Structure from the Process-Oriented Point of View Interfaces in the Organizational Structure the Most Important Joints Comparison of Organization Types

5 Table of Contents XIII Efficiency Criteria of Organizations Traditional Organization Types Process-Oriented Organization Path or Goal? Modeling the Organizational Structure View and its Integration into the Process View Procedural Model for Designing a Process-Oriented Organizational Structure Traditional Method: Analysis-Synthesis Concept Process Model-Aided Approach Using a Reference Model Process Model Using the Example of DeTe Immobilien Checklist Process Implementation Process Roll-Out Holger Hansmann, Michael Laske, Redmer Luxem Position of Implementation in the Total Project Roll-Out Strategy Implementation Sequence of Organizational Structure and Processes Step-by-Step vs. Big-Bang Project Marketing and Information Target: Creating Acceptance Communication Concept Training Concept Measures for Personnel Transfer Technical Realization Realization by Proprietary Methods Realization by Groupware Realization by Intranet Concepts Realization by Hybrid Methods Comparison of Methods Checklist Continuous Process Management Stefan Neumann, Christian Probst, Clemens Wernsmann From Process-Oriented Reorganization to Continuous Process Management Management of Process Performance Phase and Process Model for Continuous Process Management Implementation Phase Analysis Phase Goal Redefinition Phase Modeling and Implementation Phase

6 XIV Table of Contents 9.4 Institutional Embedding of Process Responsibility Responsibility for a Process Process Owner Process Manager Checklist Part B: Additional Application Options and Development Perspectives Process-Oriented Implementation of ERP Systems Holger Hansmann, Stefan Neumann Features of ERP Systems How to Implement ERP Systems Implementation Strategies Phase Model for the Introduction of Standard ERP Systems Process-oriented ERP Selection Preselection Final Selection The Role of Process Management in the Project Organization Roles in ERP Introduction Projects Project Structure As-is Analysis, To-be Concept and Realization Contribution of Process Models to Solutions To-be Modeling Based on the ERP Reference Models Independent Modeling of an Ideal State Creation of the To-be Model on the Sole Basis of As-is Models Roll-out and Change Management Preparation for Roll-out User Training Check of System Application Workflow Management Michael zur Mühlen, Holger Hansmann Principles of Workflow Management Development of Office Automation Conceptual Foundations Workflow Life Cycle What Does Workflow Bring?

7 Table of Contents XV Potential Benefits Through the Use of Workflow Management Systems Risks When Workflow Management Systems Are Used Fields of Application of Workflow Applications Production and Ad-hoc Workflows Inner and Inter-company Workflows Embedded and Stand-alone Workflow Workflow Management in Domain-specific Applications Procedure Model for the Introduction of Workflow Management Systems Overview Project Preparation and Organization Technical and Organizational Requirement Analysis Market Analysis and System Selection Modeling and Optimization of Processes and Workflows Development of Workflow Applications Operation of Workflow Applications Operation Controlling Workflow Applications Summary Process-based Design of the (Organizational) Structure and Authorization Concept Using the Example of SAP R/3 Michael Vieting, Johannes Kumpf Starting Situation Problem Description Requirements of Process Documentation Transfer of Business Processes to the Line Organization Development of an Authorization Concept Basics of the SAP Authorization Concept Definition of Activity Groups Definition of Collective Activity Groups Transition to the Production System Administration of Authorizations Documentation and Tools Testing Authorizations Mass Filling of Users/Authorizations Results and Experience from an Integrated Approach Experience from the Development Phase Experience from Going Live

8 XVI Table of Contents 13 Simulation of Business Processes Stefan Neumann, Michael Rosemann, Ansgar Schwegmann Principles of Process-orientated Simulation Typical Goals of Process Simulation Procedural Model for Executing Simulation Studies Construction of Business Process Simulation Models Attributes of the Elements of Business Process Models Modeling Probable Distributions Modeling of Process Alternatives Modeling Process Instancing Modeling Resource Availability Calculating and Evaluating Process Parameters Simulation Applications in Business Process Management Process Simulation Using the Example of Order Control at DeTe Immobilien Process Simulation at Television New Zealand Supply Chain Management and Customer Relationship Management Process Modeling for Extended Enterprises Martin Kugeler Extended Enterprise from the In-company to the Inter-company View Effective and Efficient Customer Relationships Through Customer Relationship Management Coordination of Inter-company Performance Links with the Supply Chain Management Inter-company Process Modeling Requirements of Inter-company Process Modeling Presentation Technologies in Comparison Profitability of Business Processes Jan vom Brocke, Heinz Lothar Grob Measuring Profitability of Business Processes Foundations of Measuring Profitability of Business Processes General Characteristics Elements of an Profitability Calculation Method for Measuring Profitability of Business Processes Assumptions and Overview Calculating Out-Payments Related to Functions Calculating In-Payments Related to Functions Calculating Series of Payments Related to Processes

9 Table of Contents XVII Calculating Financial Consequences of Processes with VOFI Calculating Measures for Profitability of Processes Application of the Method for Measuring Profitability of Business Processes Part C: Process Management Case Studies The Integrated Management System at T-Systems International GmbH / T-Systems Computer Service Management GmbH Martin Niemöckl, Jürgen Pillasch, Christian Probst The Company T-Systems / DeTeCSM Objectives of Integrated Management Systems Organization Methodical and Technical Responsibility Procedure Responsibility and Processes in Continuous Process Management Structure of the Process Models Structuring of Contents Hierarchization Modeling the Process Structure in ARIS Modeling Conventions for Sub-processes Acquired Experience Migration from Project to Standard Operation Responsibility of the CPP Rigid Vertical Process Structuring Interfaces vs. Process Modules Modeling Conventions Information Object Types Communication Integration in the Management System Current and Future Activities Workflow and Process Modeling in a Power Supply Company Michael zur Mühlen Project Structure Definition of Tasks Company Profile Project Flow Empirical Study

10 XVIII Table of Contents Objective and Methodology Important Findings of the Empirical Study Related Studies Market Study Determination of Processes Suitable for Workflows Structure of the Catalog of Criteria Preselection of Processes Selection of To-be Processes Selection of a Workflow Management System Economic Considerations Summary Introduction of Workflow Management at Hotset Heizpatronen und Zubehör GmbH Stefan Neumann, Wolf-Dietrich Wiechel Project Goals Brief Presentation of the Company Problems Improvements Aimed at in the Project Project Organization Project Setup Analysis Concept Implementation Operation Structure of Process Models Modeling Method and Tool Modeled Processes From the As-is Workflow Model to the Target Workflow Model to the Workflow Model Experience Current and Future Activities Process Reorganization at the Corporate Services Agency (CSA) Marit Schallert, Michael Rosemann The CSA Structure Product and Services Target System and Vision Project Goal: Reorganization (Using the Example of Travel Management) Project Organization

11 Table of Contents XIX Project Plan and Project Team As-is Modeling and Process Analysis To-be Modeling and Process Optimization Structure of the Process Models Gained Experience Use of Reference Models for As-is and To-be Modeling Critical Factor of Success: Change Management Factors of Success Specific to the CSA Current and Future Activities Prioritizing Business Processes for Process-oriented Reorganization in Public Administrations Lars Algermissen, Patrick Delfmann, Thorsten Falk, Björn Niehaves Reorganization of Public Services The Project Prioritizing of Process Candidates in Public Services Identification of Activity Fields of Reorganization in Municipal Administrations Phase Model to Prioritize Process Candidates Processes in the Project Gained Experience Present and Future Activities Process-based Project Application Processing Thore Dörnemann, Christoph Köster, Dirk Oelbracht The Company DFMG Foundation and Profile Structure and Organization Process Management at DFMG Goals of Process Management Development of an Organizational Frame Development and Modeling of Processes Organizational Procedure for Modeling Process-orientated Project Application Processing Workflow-based Project Application Processing Experiences with Workflow Design Present and Future Activities

12 XX Table of Contents Appendix: Examples of Modeling Conventions at DeTe Immobilien Bibliography Index

13