Digital Business Engineering: Going Beyond Business Models and Getting Down to Digital Business Processes
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Zürich
vdf Hochschulverlag AG an der ETH Zürich
2022
|
| Ausgabe: | 1st ed |
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (327 Seiten) |
| ISBN: | 9783728140777 |
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| 505 | 8 | |a Intro -- Frontmatter -- Digital Business Engineering -- Additional vdf-Publications -- Disclaimer -- Preface to the First Edition -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Introduction -- Introduction to the Case Study: "Construction Management Ltd." -- 1 Setting a Business Strategy -- 1.1 Learning Objectives -- 1.2 Introduction -- 1.3 An Empirical Consideration -- 1.4 Market-Oriented Versus Resource-Based Organisational Strategy -- 1.5 From Organisational Strategy to Process Organisation -- 1.5.1 Positioning the Organisation in Its Environment -- 1.5.2 Formulating Strategic Goals -- 1.5.3 Creating the Balanced Scorecard (BSC) -- 1.6 Process Perspective in Strategy Implementation -- 1.7 Concretising the Process Organisation -- 1.7.1 Deriving the Value Chain -- 1.7.2 Defining the Process Landscape (Process Map) -- 1.8 Interaction Between Organisational Strategy and Business Processes -- 1.9 Application to Case Study "Construction Management Ltd." -- 1.10 Conclusion -- 1.11 Repetition Questions -- 1.12 Solutions to the Repetition Questions -- 1.13 Literature -- 2 Defining a Business Case -- 2.1 Learning Objectives -- 2.2 Introduction -- 2.3 An Empirical Consideration -- 2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation -- 2.4.1 Development of Business Process Engineering -- 2.4.2 Cycle-Based Approach to Digital Business Process Engineering -- 2.5 Benefits for the Business Case -- 2.5.1 Process Performance Validation (PPV) -- 2.5.2 Process Cost Calculation (PCC) -- 2.5.3 Process Knowledge Management (PKM) -- 2.5.4 Process Resource Planning (PRP) -- 2.5.5 Process Flow Automation (PFA) -- 2.5.6 Process Logic Design (PLD) -- 2.6 Application to Case Study "Construction Management Ltd." -- 2.7 Conclusion -- 2.8 Repetition Questions -- 2.9 Solutions to the Repetition Questions | |
| 505 | 8 | |a 2.10 Literature -- 3 Eliciting the Business Processes -- 3.1 Learning Objectives -- 3.2 Introduction -- 3.3 An Empirical Consideration -- 3.4 Process Elicitation as Part of Digital Business Process Engineering -- 3.5 Methods of Process Elicitation -- 3.5.1 Techniques of Information Collection -- 3.5.2 Widespread Methods of Process Elicitation -- 3.5.3 Comparison of Process Elicitation Methods -- 3.6 Structured Process Elicitation According to ©iSPEM -- 3.6.1 Phase 1: Defining the Process Context -- 3.6.2 Phase 2: Decomposing the Business Process -- 3.6.3 Phase 3: Verbal Description of Elementary Processes -- 3.6.4 Phase 4: Graphic Illustration of Elementary Processes -- 3.7 Application to Case Study "Construction Management Ltd." -- 3.8 Conclusion -- 3.9 Repetition Questions -- 3.10 Solutions to the Repetition Questions -- 3.11 Literature -- 4 Deriving the Business Requirements -- 4.1 Learning Objectives -- 4.2 Introduction -- 4.3 An Empirical Consideration -- 4.4 Deriving Requirements as a Subdiscipline of Digital Business Engineering -- 4.5 Methods of Deriving Requirements -- 4.5.1 Linear Approach in the Context of Requirements Elicitation -- 4.5.2 The Agile and Iterative Approach in the Context of Requirements Elicitation -- 4.6 Structured Requirements Elicitation According to ©iSREM -- 4.6.1 Phase 1: Defining Requirements -- 4.6.2 Phase 2: Weighting Requirements -- 4.6.3 Phase 3: Description of Requirements -- 4.7 Application to Case Study "Construction Management Ltd." -- 4.8 Conclusion -- 4.9 Repetition Questions -- 4.10 Solutions to the Repetition Questions -- 4.11 Literature -- 5 Transforming the Business Architecture -- 5.1 Learning Objectives -- 5.2 Introduction -- 5.3 An Empirical Consideration -- 5.4 Business Architecture -- 5.4.1 Organisational Process Model -- 5.4.2 Organisational Structure Model | |
| 505 | 8 | |a 5.4.3 Primary and Secondary Organisations -- 5.4.4 The Gap Between Organisational Structure and Process Organisation -- 5.5 Optimising the Business Architecture -- 5.5.1 Adapting the Organisational Structure to the Process Organisation -- 5.5.2 Renewing Versus Improving Business Architecture -- 5.5.3 Widespread Approaches to Optimising Business Architecture -- 5.5.4 Optimising Business Processes -- 5.5.5 Technological Approaches to Optimising Business Processes -- 5.5.6 Success Factors of Optimising and Transforming the Business Architecture -- 5.6 Application to Case Study "Construction Management Ltd." -- 5.7 Conclusion -- 5.8 Repetition Questions -- 5.9 Solutions to the Repetition Questions -- 5.10 Literature -- 6 Validating the Success of Business Transformation -- 6.1 Learning Objectives -- 6.2 Introduction -- 6.3 An Empirical Consideration -- 6.4 Purpose of Performance Validation -- 6.5 Levels of Performance Validation -- 6.5.1 Organisational Level -- 6.5.2 Process Level -- 6.5.3 Activity Level -- 6.6 Units of Performance Validation -- 6.7 Benefits of Performance Validation -- 6.8 Periodicity of Performance Evaluation -- 6.9 Maturity Models for Performance Validation -- 6.9.1 The Purpose of Maturity Models -- 6.9.2 Widespread Maturity Models -- 6.9.3 iPM3 - integrated Process Management Maturity Model -- 6.10 Status Quo of DBPE Maturity -- 6.10.1 Data Collection -- 6.10.2 Maturity of the BPE -- 6.10.3 DBPE Maturity by Industry -- 6.10.4 Maturity of the DBPE by Organisational Size -- 6.10.5 Discussion of the Study Findings -- 6.11 Application to Case Study "Construction Management Ltd." -- 6.12 Conclusion -- 6.13 Repetition Questions -- 6.14 Solutions to the Repetition Questions -- 6.15 Literature -- Backmatter -- Afterword and Outlook -- Author -- Bibliography -- Index | |
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| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Minonne, Clemente |t Digital Business Engineering |d Zürich : vdf Hochschulverlag AG an der ETH Zürich,c2022 |z 9783728140760 |
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Datensatz im Suchindex
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| author | Minonne, Clemente |
| author_facet | Minonne, Clemente |
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| author_sort | Minonne, Clemente |
| author_variant | c m cm |
| building | Verbundindex |
| bvnumber | BV048227180 |
| classification_rvk | QP 340 |
| collection | ZDB-30-PQE |
| contents | Intro -- Frontmatter -- Digital Business Engineering -- Additional vdf-Publications -- Disclaimer -- Preface to the First Edition -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Introduction -- Introduction to the Case Study: "Construction Management Ltd." -- 1 Setting a Business Strategy -- 1.1 Learning Objectives -- 1.2 Introduction -- 1.3 An Empirical Consideration -- 1.4 Market-Oriented Versus Resource-Based Organisational Strategy -- 1.5 From Organisational Strategy to Process Organisation -- 1.5.1 Positioning the Organisation in Its Environment -- 1.5.2 Formulating Strategic Goals -- 1.5.3 Creating the Balanced Scorecard (BSC) -- 1.6 Process Perspective in Strategy Implementation -- 1.7 Concretising the Process Organisation -- 1.7.1 Deriving the Value Chain -- 1.7.2 Defining the Process Landscape (Process Map) -- 1.8 Interaction Between Organisational Strategy and Business Processes -- 1.9 Application to Case Study "Construction Management Ltd." -- 1.10 Conclusion -- 1.11 Repetition Questions -- 1.12 Solutions to the Repetition Questions -- 1.13 Literature -- 2 Defining a Business Case -- 2.1 Learning Objectives -- 2.2 Introduction -- 2.3 An Empirical Consideration -- 2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation -- 2.4.1 Development of Business Process Engineering -- 2.4.2 Cycle-Based Approach to Digital Business Process Engineering -- 2.5 Benefits for the Business Case -- 2.5.1 Process Performance Validation (PPV) -- 2.5.2 Process Cost Calculation (PCC) -- 2.5.3 Process Knowledge Management (PKM) -- 2.5.4 Process Resource Planning (PRP) -- 2.5.5 Process Flow Automation (PFA) -- 2.5.6 Process Logic Design (PLD) -- 2.6 Application to Case Study "Construction Management Ltd." -- 2.7 Conclusion -- 2.8 Repetition Questions -- 2.9 Solutions to the Repetition Questions 2.10 Literature -- 3 Eliciting the Business Processes -- 3.1 Learning Objectives -- 3.2 Introduction -- 3.3 An Empirical Consideration -- 3.4 Process Elicitation as Part of Digital Business Process Engineering -- 3.5 Methods of Process Elicitation -- 3.5.1 Techniques of Information Collection -- 3.5.2 Widespread Methods of Process Elicitation -- 3.5.3 Comparison of Process Elicitation Methods -- 3.6 Structured Process Elicitation According to ©iSPEM -- 3.6.1 Phase 1: Defining the Process Context -- 3.6.2 Phase 2: Decomposing the Business Process -- 3.6.3 Phase 3: Verbal Description of Elementary Processes -- 3.6.4 Phase 4: Graphic Illustration of Elementary Processes -- 3.7 Application to Case Study "Construction Management Ltd." -- 3.8 Conclusion -- 3.9 Repetition Questions -- 3.10 Solutions to the Repetition Questions -- 3.11 Literature -- 4 Deriving the Business Requirements -- 4.1 Learning Objectives -- 4.2 Introduction -- 4.3 An Empirical Consideration -- 4.4 Deriving Requirements as a Subdiscipline of Digital Business Engineering -- 4.5 Methods of Deriving Requirements -- 4.5.1 Linear Approach in the Context of Requirements Elicitation -- 4.5.2 The Agile and Iterative Approach in the Context of Requirements Elicitation -- 4.6 Structured Requirements Elicitation According to ©iSREM -- 4.6.1 Phase 1: Defining Requirements -- 4.6.2 Phase 2: Weighting Requirements -- 4.6.3 Phase 3: Description of Requirements -- 4.7 Application to Case Study "Construction Management Ltd." -- 4.8 Conclusion -- 4.9 Repetition Questions -- 4.10 Solutions to the Repetition Questions -- 4.11 Literature -- 5 Transforming the Business Architecture -- 5.1 Learning Objectives -- 5.2 Introduction -- 5.3 An Empirical Consideration -- 5.4 Business Architecture -- 5.4.1 Organisational Process Model -- 5.4.2 Organisational Structure Model 5.4.3 Primary and Secondary Organisations -- 5.4.4 The Gap Between Organisational Structure and Process Organisation -- 5.5 Optimising the Business Architecture -- 5.5.1 Adapting the Organisational Structure to the Process Organisation -- 5.5.2 Renewing Versus Improving Business Architecture -- 5.5.3 Widespread Approaches to Optimising Business Architecture -- 5.5.4 Optimising Business Processes -- 5.5.5 Technological Approaches to Optimising Business Processes -- 5.5.6 Success Factors of Optimising and Transforming the Business Architecture -- 5.6 Application to Case Study "Construction Management Ltd." -- 5.7 Conclusion -- 5.8 Repetition Questions -- 5.9 Solutions to the Repetition Questions -- 5.10 Literature -- 6 Validating the Success of Business Transformation -- 6.1 Learning Objectives -- 6.2 Introduction -- 6.3 An Empirical Consideration -- 6.4 Purpose of Performance Validation -- 6.5 Levels of Performance Validation -- 6.5.1 Organisational Level -- 6.5.2 Process Level -- 6.5.3 Activity Level -- 6.6 Units of Performance Validation -- 6.7 Benefits of Performance Validation -- 6.8 Periodicity of Performance Evaluation -- 6.9 Maturity Models for Performance Validation -- 6.9.1 The Purpose of Maturity Models -- 6.9.2 Widespread Maturity Models -- 6.9.3 iPM3 - integrated Process Management Maturity Model -- 6.10 Status Quo of DBPE Maturity -- 6.10.1 Data Collection -- 6.10.2 Maturity of the BPE -- 6.10.3 DBPE Maturity by Industry -- 6.10.4 Maturity of the DBPE by Organisational Size -- 6.10.5 Discussion of the Study Findings -- 6.11 Application to Case Study "Construction Management Ltd." -- 6.12 Conclusion -- 6.13 Repetition Questions -- 6.14 Solutions to the Repetition Questions -- 6.15 Literature -- Backmatter -- Afterword and Outlook -- Author -- Bibliography -- Index |
| ctrlnum | (ZDB-30-PQE)EBC6874580 (ZDB-30-PAD)EBC6874580 (ZDB-89-EBL)EBL6874580 (OCoLC)1295280063 (DE-599)BVBBV048227180 |
| dewey-full | 650 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 650 - Management and auxiliary services |
| dewey-raw | 650 |
| dewey-search | 650 |
| dewey-sort | 3650 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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| id | DE-604.BV048227180 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:45Z |
| indexdate | 2024-07-10T09:32:32Z |
| institution | BVB |
| isbn | 9783728140777 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033607910 |
| oclc_num | 1295280063 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (327 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | vdf Hochschulverlag AG an der ETH Zürich |
| record_format | marc |
| spelling | Minonne, Clemente Verfasser aut Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes 1st ed Zürich vdf Hochschulverlag AG an der ETH Zürich 2022 ©2022 1 Online-Ressource (327 Seiten) txt rdacontent c rdamedia cr rdacarrier Description based on publisher supplied metadata and other sources Intro -- Frontmatter -- Digital Business Engineering -- Additional vdf-Publications -- Disclaimer -- Preface to the First Edition -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Introduction -- Introduction to the Case Study: "Construction Management Ltd." -- 1 Setting a Business Strategy -- 1.1 Learning Objectives -- 1.2 Introduction -- 1.3 An Empirical Consideration -- 1.4 Market-Oriented Versus Resource-Based Organisational Strategy -- 1.5 From Organisational Strategy to Process Organisation -- 1.5.1 Positioning the Organisation in Its Environment -- 1.5.2 Formulating Strategic Goals -- 1.5.3 Creating the Balanced Scorecard (BSC) -- 1.6 Process Perspective in Strategy Implementation -- 1.7 Concretising the Process Organisation -- 1.7.1 Deriving the Value Chain -- 1.7.2 Defining the Process Landscape (Process Map) -- 1.8 Interaction Between Organisational Strategy and Business Processes -- 1.9 Application to Case Study "Construction Management Ltd." -- 1.10 Conclusion -- 1.11 Repetition Questions -- 1.12 Solutions to the Repetition Questions -- 1.13 Literature -- 2 Defining a Business Case -- 2.1 Learning Objectives -- 2.2 Introduction -- 2.3 An Empirical Consideration -- 2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation -- 2.4.1 Development of Business Process Engineering -- 2.4.2 Cycle-Based Approach to Digital Business Process Engineering -- 2.5 Benefits for the Business Case -- 2.5.1 Process Performance Validation (PPV) -- 2.5.2 Process Cost Calculation (PCC) -- 2.5.3 Process Knowledge Management (PKM) -- 2.5.4 Process Resource Planning (PRP) -- 2.5.5 Process Flow Automation (PFA) -- 2.5.6 Process Logic Design (PLD) -- 2.6 Application to Case Study "Construction Management Ltd." -- 2.7 Conclusion -- 2.8 Repetition Questions -- 2.9 Solutions to the Repetition Questions 2.10 Literature -- 3 Eliciting the Business Processes -- 3.1 Learning Objectives -- 3.2 Introduction -- 3.3 An Empirical Consideration -- 3.4 Process Elicitation as Part of Digital Business Process Engineering -- 3.5 Methods of Process Elicitation -- 3.5.1 Techniques of Information Collection -- 3.5.2 Widespread Methods of Process Elicitation -- 3.5.3 Comparison of Process Elicitation Methods -- 3.6 Structured Process Elicitation According to ©iSPEM -- 3.6.1 Phase 1: Defining the Process Context -- 3.6.2 Phase 2: Decomposing the Business Process -- 3.6.3 Phase 3: Verbal Description of Elementary Processes -- 3.6.4 Phase 4: Graphic Illustration of Elementary Processes -- 3.7 Application to Case Study "Construction Management Ltd." -- 3.8 Conclusion -- 3.9 Repetition Questions -- 3.10 Solutions to the Repetition Questions -- 3.11 Literature -- 4 Deriving the Business Requirements -- 4.1 Learning Objectives -- 4.2 Introduction -- 4.3 An Empirical Consideration -- 4.4 Deriving Requirements as a Subdiscipline of Digital Business Engineering -- 4.5 Methods of Deriving Requirements -- 4.5.1 Linear Approach in the Context of Requirements Elicitation -- 4.5.2 The Agile and Iterative Approach in the Context of Requirements Elicitation -- 4.6 Structured Requirements Elicitation According to ©iSREM -- 4.6.1 Phase 1: Defining Requirements -- 4.6.2 Phase 2: Weighting Requirements -- 4.6.3 Phase 3: Description of Requirements -- 4.7 Application to Case Study "Construction Management Ltd." -- 4.8 Conclusion -- 4.9 Repetition Questions -- 4.10 Solutions to the Repetition Questions -- 4.11 Literature -- 5 Transforming the Business Architecture -- 5.1 Learning Objectives -- 5.2 Introduction -- 5.3 An Empirical Consideration -- 5.4 Business Architecture -- 5.4.1 Organisational Process Model -- 5.4.2 Organisational Structure Model 5.4.3 Primary and Secondary Organisations -- 5.4.4 The Gap Between Organisational Structure and Process Organisation -- 5.5 Optimising the Business Architecture -- 5.5.1 Adapting the Organisational Structure to the Process Organisation -- 5.5.2 Renewing Versus Improving Business Architecture -- 5.5.3 Widespread Approaches to Optimising Business Architecture -- 5.5.4 Optimising Business Processes -- 5.5.5 Technological Approaches to Optimising Business Processes -- 5.5.6 Success Factors of Optimising and Transforming the Business Architecture -- 5.6 Application to Case Study "Construction Management Ltd." -- 5.7 Conclusion -- 5.8 Repetition Questions -- 5.9 Solutions to the Repetition Questions -- 5.10 Literature -- 6 Validating the Success of Business Transformation -- 6.1 Learning Objectives -- 6.2 Introduction -- 6.3 An Empirical Consideration -- 6.4 Purpose of Performance Validation -- 6.5 Levels of Performance Validation -- 6.5.1 Organisational Level -- 6.5.2 Process Level -- 6.5.3 Activity Level -- 6.6 Units of Performance Validation -- 6.7 Benefits of Performance Validation -- 6.8 Periodicity of Performance Evaluation -- 6.9 Maturity Models for Performance Validation -- 6.9.1 The Purpose of Maturity Models -- 6.9.2 Widespread Maturity Models -- 6.9.3 iPM3 - integrated Process Management Maturity Model -- 6.10 Status Quo of DBPE Maturity -- 6.10.1 Data Collection -- 6.10.2 Maturity of the BPE -- 6.10.3 DBPE Maturity by Industry -- 6.10.4 Maturity of the DBPE by Organisational Size -- 6.10.5 Discussion of the Study Findings -- 6.11 Application to Case Study "Construction Management Ltd." -- 6.12 Conclusion -- 6.13 Repetition Questions -- 6.14 Solutions to the Repetition Questions -- 6.15 Literature -- Backmatter -- Afterword and Outlook -- Author -- Bibliography -- Index Business Informationstechnik (DE-588)4026926-7 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Geschäftsmodell (DE-588)7737985-8 gnd rswk-swf Geschäftsmodell (DE-588)7737985-8 s Prozessmanagement (DE-588)4353072-2 s Informationstechnik (DE-588)4026926-7 s Strategische Planung (DE-588)4309237-8 s Strategisches Management (DE-588)4124261-0 s DE-604 Erscheint auch als Druck-Ausgabe Minonne, Clemente Digital Business Engineering Zürich : vdf Hochschulverlag AG an der ETH Zürich,c2022 9783728140760 |
| spellingShingle | Minonne, Clemente Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes Intro -- Frontmatter -- Digital Business Engineering -- Additional vdf-Publications -- Disclaimer -- Preface to the First Edition -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Introduction -- Introduction to the Case Study: "Construction Management Ltd." -- 1 Setting a Business Strategy -- 1.1 Learning Objectives -- 1.2 Introduction -- 1.3 An Empirical Consideration -- 1.4 Market-Oriented Versus Resource-Based Organisational Strategy -- 1.5 From Organisational Strategy to Process Organisation -- 1.5.1 Positioning the Organisation in Its Environment -- 1.5.2 Formulating Strategic Goals -- 1.5.3 Creating the Balanced Scorecard (BSC) -- 1.6 Process Perspective in Strategy Implementation -- 1.7 Concretising the Process Organisation -- 1.7.1 Deriving the Value Chain -- 1.7.2 Defining the Process Landscape (Process Map) -- 1.8 Interaction Between Organisational Strategy and Business Processes -- 1.9 Application to Case Study "Construction Management Ltd." -- 1.10 Conclusion -- 1.11 Repetition Questions -- 1.12 Solutions to the Repetition Questions -- 1.13 Literature -- 2 Defining a Business Case -- 2.1 Learning Objectives -- 2.2 Introduction -- 2.3 An Empirical Consideration -- 2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation -- 2.4.1 Development of Business Process Engineering -- 2.4.2 Cycle-Based Approach to Digital Business Process Engineering -- 2.5 Benefits for the Business Case -- 2.5.1 Process Performance Validation (PPV) -- 2.5.2 Process Cost Calculation (PCC) -- 2.5.3 Process Knowledge Management (PKM) -- 2.5.4 Process Resource Planning (PRP) -- 2.5.5 Process Flow Automation (PFA) -- 2.5.6 Process Logic Design (PLD) -- 2.6 Application to Case Study "Construction Management Ltd." -- 2.7 Conclusion -- 2.8 Repetition Questions -- 2.9 Solutions to the Repetition Questions 2.10 Literature -- 3 Eliciting the Business Processes -- 3.1 Learning Objectives -- 3.2 Introduction -- 3.3 An Empirical Consideration -- 3.4 Process Elicitation as Part of Digital Business Process Engineering -- 3.5 Methods of Process Elicitation -- 3.5.1 Techniques of Information Collection -- 3.5.2 Widespread Methods of Process Elicitation -- 3.5.3 Comparison of Process Elicitation Methods -- 3.6 Structured Process Elicitation According to ©iSPEM -- 3.6.1 Phase 1: Defining the Process Context -- 3.6.2 Phase 2: Decomposing the Business Process -- 3.6.3 Phase 3: Verbal Description of Elementary Processes -- 3.6.4 Phase 4: Graphic Illustration of Elementary Processes -- 3.7 Application to Case Study "Construction Management Ltd." -- 3.8 Conclusion -- 3.9 Repetition Questions -- 3.10 Solutions to the Repetition Questions -- 3.11 Literature -- 4 Deriving the Business Requirements -- 4.1 Learning Objectives -- 4.2 Introduction -- 4.3 An Empirical Consideration -- 4.4 Deriving Requirements as a Subdiscipline of Digital Business Engineering -- 4.5 Methods of Deriving Requirements -- 4.5.1 Linear Approach in the Context of Requirements Elicitation -- 4.5.2 The Agile and Iterative Approach in the Context of Requirements Elicitation -- 4.6 Structured Requirements Elicitation According to ©iSREM -- 4.6.1 Phase 1: Defining Requirements -- 4.6.2 Phase 2: Weighting Requirements -- 4.6.3 Phase 3: Description of Requirements -- 4.7 Application to Case Study "Construction Management Ltd." -- 4.8 Conclusion -- 4.9 Repetition Questions -- 4.10 Solutions to the Repetition Questions -- 4.11 Literature -- 5 Transforming the Business Architecture -- 5.1 Learning Objectives -- 5.2 Introduction -- 5.3 An Empirical Consideration -- 5.4 Business Architecture -- 5.4.1 Organisational Process Model -- 5.4.2 Organisational Structure Model 5.4.3 Primary and Secondary Organisations -- 5.4.4 The Gap Between Organisational Structure and Process Organisation -- 5.5 Optimising the Business Architecture -- 5.5.1 Adapting the Organisational Structure to the Process Organisation -- 5.5.2 Renewing Versus Improving Business Architecture -- 5.5.3 Widespread Approaches to Optimising Business Architecture -- 5.5.4 Optimising Business Processes -- 5.5.5 Technological Approaches to Optimising Business Processes -- 5.5.6 Success Factors of Optimising and Transforming the Business Architecture -- 5.6 Application to Case Study "Construction Management Ltd." -- 5.7 Conclusion -- 5.8 Repetition Questions -- 5.9 Solutions to the Repetition Questions -- 5.10 Literature -- 6 Validating the Success of Business Transformation -- 6.1 Learning Objectives -- 6.2 Introduction -- 6.3 An Empirical Consideration -- 6.4 Purpose of Performance Validation -- 6.5 Levels of Performance Validation -- 6.5.1 Organisational Level -- 6.5.2 Process Level -- 6.5.3 Activity Level -- 6.6 Units of Performance Validation -- 6.7 Benefits of Performance Validation -- 6.8 Periodicity of Performance Evaluation -- 6.9 Maturity Models for Performance Validation -- 6.9.1 The Purpose of Maturity Models -- 6.9.2 Widespread Maturity Models -- 6.9.3 iPM3 - integrated Process Management Maturity Model -- 6.10 Status Quo of DBPE Maturity -- 6.10.1 Data Collection -- 6.10.2 Maturity of the BPE -- 6.10.3 DBPE Maturity by Industry -- 6.10.4 Maturity of the DBPE by Organisational Size -- 6.10.5 Discussion of the Study Findings -- 6.11 Application to Case Study "Construction Management Ltd." -- 6.12 Conclusion -- 6.13 Repetition Questions -- 6.14 Solutions to the Repetition Questions -- 6.15 Literature -- Backmatter -- Afterword and Outlook -- Author -- Bibliography -- Index Business Informationstechnik (DE-588)4026926-7 gnd Strategische Planung (DE-588)4309237-8 gnd Prozessmanagement (DE-588)4353072-2 gnd Strategisches Management (DE-588)4124261-0 gnd Geschäftsmodell (DE-588)7737985-8 gnd |
| subject_GND | (DE-588)4026926-7 (DE-588)4309237-8 (DE-588)4353072-2 (DE-588)4124261-0 (DE-588)7737985-8 |
| title | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_auth | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_exact_search | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_exact_search_txtP | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_full | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_fullStr | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_full_unstemmed | Digital Business Engineering Going Beyond Business Models and Getting Down to Digital Business Processes |
| title_short | Digital Business Engineering |
| title_sort | digital business engineering going beyond business models and getting down to digital business processes |
| title_sub | Going Beyond Business Models and Getting Down to Digital Business Processes |
| topic | Business Informationstechnik (DE-588)4026926-7 gnd Strategische Planung (DE-588)4309237-8 gnd Prozessmanagement (DE-588)4353072-2 gnd Strategisches Management (DE-588)4124261-0 gnd Geschäftsmodell (DE-588)7737985-8 gnd |
| topic_facet | Business Informationstechnik Strategische Planung Prozessmanagement Strategisches Management Geschäftsmodell |
| work_keys_str_mv | AT minonneclemente digitalbusinessengineeringgoingbeyondbusinessmodelsandgettingdowntodigitalbusinessprocesses |