Summary
Business Process Management is not only about processes. They merely represent an expression of the business and should only be treated in this context. This treatment, on the other hand, can only occur in close cooperation with the employees of the company, respecting their individual characteristics and abilities. The following chapter will present methods which deal with the following questions:
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Which strategic information is gathered by using which methods?
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How is a business process model designed?
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How are the main focuses of the BPM projects determined?
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How does BPM become authoritative?
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How important is the human factor?
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Bibliography
Michael Hammer und James Champy: Business Reengineering, Campus Verlag.
Michael Hammer: Das prozesszentrierte Unternehmen, Campus Verlag.
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© 2006 Springer-Verlag Berlin Heidelberg
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Liappas, I. (2006). From Business to Processes. In: Scheer, AW., Kruppke, H., Jost, W., Kindermann, H. (eds) AGILITY by ARIS Business Process Management. Springer, Berlin, Heidelberg. https://doi.org/10.1007/3-540-33528-5_5
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DOI: https://doi.org/10.1007/3-540-33528-5_5
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-540-33527-6
Online ISBN: 978-3-540-33528-3
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