Mathias Kirchmer

Business Process Automation

A system for business processes within and between organizations and/or individuals may be automated using standards-based, service-oriented business process automation architectures based on XML and Web Services Standards is described. An execution framework for the business processes is also described. Further aspects include a decomposition methodology for deconstructing business process specifications into business flows, business rules and business states. The business flows (FIG. 9, #214), rules (FIG. 9, #214) and states (FIG. 9, #214) may be defined in declarative languages and include the interaction, cooperation and coordination between the flow, rules and state engines, and the execution model for business processes within the framework.

E‐business process networks – successful value chains through standards

In the 1990s, companies focused on the design and implementation of their internal business processes to overcome functional barriers. The 2000s are about the integration between enterprises and inter‐enterprise processes, particularly the improvement of supply chain management and customer relationship processes, The major enabler is the Internet, which has resulted in entire networks of e‐business processes across various organizations. To design and implement those processes efficiently and effectively, more and more organizations use available industry standards in the form of reference models, e.g. the supply chain reference model (SCOR), the RosettaNet Standards, or software reference models. Unclear for many enterprises is how to use those standards. This article describes a comprehensive methodology for the use of reference models, to design and implement inter‐enterprise collaborations within value chain networks. The methodology leads to fast and reliable results in value chain improvement. It increases the performance of the implementation procedure and the resulting business processes.

Using SCOR and Other Reference Models for E-Business Process Networks

While companies in the 90’s focused on the design and implementation of their internal business processes to overcome functional barriers, the 00’s are about the integration between enterprises, about inter-enterprise processes. Key in that field is the improvement of supply chain management processes. Major enabler is the internet. That’s why the resulting processes are called e-business processes, connected to entire networks of processes.

Change Management — Key for Business Process Excellence

In order to be successful in a changing and challenging business environment enterprises have to be organized in a business process oriented way. The ARIS-Three-Tier Architecture of Business Process Excellence is an example for the needed enterprise architecture.

Business Process Automation — Combining Best and Next Practices

In order to achieve constant growth and survive long term, enterprises have to innovate continuously. They therefore have to combine best and next business practices. Best practices ensure efficiency; next practices really lead to competitive advantages.

Process Innovation Through Open BPM (Business Process Management)

Innovation has become a core focus area for all successful organizations. To ensure long-term survival, an enterprise must make innovation part of dayto-day business, thus enabling desired revenue stability and growth. Two major forms of innovation exist: Business Model Innovation and Technology Innovation. Both require the change of existing business processes or the development of new business processes. Business Process Innovation is a key success factor for the next generation enterprise. Companies need to create an environment that encourages and enables process innovation.

What Business Leaders Can Learn from Jazz Musicians About Emergent Processes

Using the jazz metaphor, conventional wisdom suggests that managers (jazz band leaders) should lead knowledge workers engaged in emergent work processes (jazz band members), using plans as guides, becoming experts in the work they’re managing, hiding the emergent nature of the work from their customers, and leading charismatically in the face of uncertainty. The authors’ research and experience, with both jazz and management, indicates that this conventional wisdom does not capture the essence of what either successful managers or jazz leaders do, since it separates learning from doing the business of emergent work. Instead, successful managers of emergent work focus on conversations, not plans; they rely on and constantly build mental maps of the expertise in their ‘bands’; they engage rather than hide from the public, as knowledge about the work emerges, and they lead through making connections, not through charismatic showmanship.

ARIS SmartPath — vom Prozessdesign zur Ausführung in mittelständischen Unternehmen

ARIS SmartPath ist eine Fertiglosung, mit der mittelstandische Unternehmen effizient und effektiv das Design der Geschaftsprozesse in eine erfolgreiche Ausfuhrung umsetzen konnen. ARIS SmartPath berucksichtigt die Besonderheiten von kleinen und mittleren Unternehmen. Grosere Komponenten dieser ganzheitlichen Losung fur mittelstandische Unternehmen sind Anwendungssoftware wie ERP-, SCM- oder CRM-Systeme, Geschaftsinhalte in Form von Prozessreferenzmodellen und Beratungsservices fur die Implementierungsvorbereitungen, die Implementierung und den Support nach der Implementierung. ARIS SmartPath ist eine prozessorientierte Losung, die auf die Geschaftsziele von mittelstandischen Unternehmen ausgerichtet ist. Die neuesten Trends in Industrie, Markt und Technologie werden kontinuierlich berucksichtigt, so weit sie auf kleine und mittlere Unternehmen anwendbar sind.

Change Management — der Schlüssel zu Business Process Excellence

Um in einem Geschaftsumfeld erfolgreich zu sein, das von standigem Wandel und neuen Herausforderungen gepragt ist, mussen Unternehmen auf der Grundlage eines geschaftsprozessorientierten Ansatzes organisiert werden. Die ARIS-Three-Tier Architecture of Business Process Excellence liefert ein Beispiel fur die erforderliche Unternehmensarchitektur.

The Chief Process Officer: An Emerging Top Leadership Role.

More organizations are establishing business process management (BPM) as a discipline to move their strategies into operational execution with certainty. This is particularly important in the increasingly dynamic and connected business environment. As with any other management discipline, BPM was established through the process of process management. The use of BPM has become a key driver for optimization, cost cutting, effectiveness, and enterprise transformation, especially in an environment of external forces and drivers initiating constant change. As a result, many companies are beginning to develop a dedicated role to lead these initiatives. This emerging top executive role, which manages all process initiatives, is called the chief process officer (CPO). The CPO oversees process management so that it increases performance and ensures value creation by executing the business process strategy across organizational boundaries, such as departments or divisions.