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Business Process Management (BPM) is the art and science of how work should be performed in an organization in order to ensure consistent outputs and to take advantage of improvement opportunities, e.g. reducing costs, execution times or error rates. Importantly, BPM is not about improving the way individual activities are performed, but rather about managing entire chains of events, activities and decisions that ultimately produce added value for an organization and its customers. This textbook encompasses the entire BPM lifecycle, from process identification to process monitoring, covering along the way process modelling, analysis, redesign and automation. Concepts, methods and tools from business management, computer science and industrial engineering are blended into one comprehensive and inter-disciplinary approach. The presentation is illustrated using the BPMN industry standard defined by the Object Management Group and widely endorsed by practitioners and vendors worldwide.    In addition to explaining the relevant conceptual background, the book provides dozens of examples, more than 100 hands-on exercises – many with solutions – as well as numerous suggestions for further reading. The textbook is the result of many years of combined teaching experience of the authors, both at the undergraduate and graduate levels as well as in the context of professional training. Students and professionals from both business management and computer science will benefit from the step-by-step style of the textbook and its focus on fundamental concepts and proven methods. Lecturers will appreciate the class-tested format and the additional teaching material available on the accompanying website fundamentals-of-bpm.org.

Information systems --- Computer. Automation --- informatica management --- 681.3*D2 --- 681.3*D2 Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51} --- Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51} --- Application software. --- Management information systems. --- Industrial management. --- Software engineering. --- Computer Appl. in Administrative Data Processing. --- Business Process Management. --- Information Systems Applications (incl. Internet). --- Software Engineering.

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681.3*D2 --- infobib --- Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51} --- 681.3*D2 Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51}

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Capability maturity model (Computer software) --- Software Engineering --- infobib --- Manufacturing processes --- Production engineering --- Software engineering --- Computer software engineering --- Engineering --- Manufacturing engineering --- Process engineering --- Industrial engineering --- Mechanical engineering --- Industrial processing --- Manufacture --- Process engineering (Manufactures) --- Processes, Manufacturing --- Processing, Industrial --- Production processes --- Industrial arts --- Machine-tools --- Materials --- Capability Maturity Model-Integrated (Computer software) --- CMM (Computer software) --- CMMI (Computer software)

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Tools and techniques: decision tables; flow charts; modules and interfaces; programmer workbench; software libraries; structured programming; top-down programming; user interfaces (Software engineering) --- Gestructureerd programmeren --- Gestructureerd programmeren. --- 681.3*D22 Tools and techniques: decision tables; flow charts; modules and interfaces; programmer workbench; software libraries; structured programming; top-down programming; user interfaces (Software engineering) --- 681.3*D22 --- informatica --- informatique

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The rules and practices for Scruma simple process for managing complex projects are few, straightforward, and easy to learn. But Scrums simplicity itselfi ts lack of prescription can be disarming, and new practitioners often find themselves reverting to old project management habits and tools and yielding lesser results. In this illuminating series of case studies, Scrum co-creator and evangelist Ken Schwaber identifies the real-world lessonsthe successes and failuresculled from his years of experience coaching companies in agile project management. Through them, you'll understand how to use Scrum to solve complex problems and drive better resultsdelivering more valuable software faster. 
Gain the foundation in Scrum theory and practice you need to: 

    Rein in even the most complex, unwieldy projects 
    Effectively manage unknown or changing product requirements 
    Simplify the chain of command with self-managing development teams 
    Receive clearer specificationsand feedbackfrom customers 
    Greatly reduce project planning time and required tools 
    Buildand releaseproducts in 30-day cycles so clients get deliverables earlier 
    Avoid missteps by regularly inspecting, reporting on, and fine-tuning projects 
    Support multiple teams working on a large-scale project from many geographic locations 
    Maximize return on investment!


ict --- management --- #SBIB:303H4 --- #SBIB:316.334.2A551 --- scrum --- softwareontwikkeling --- project management --- 366.4 --- projectmanagement --- SCRUM --- Computer software --- -Project management --- Scrum (Computer software development) --- 005.1 --- 681.3*D2 --- Software, Computer --- Computer systems --- 681.3*D2 Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51} --- Software engineering: protection mechanisms; standards--See also {681.3*K63}; {681.3*K51} --- Industrial project management --- Management --- Informatica in de sociale wetenschappen --- Partijen en strategieën in de onderneming: ondernemingsbeleid en management --- bedrijfsleiding, management --- Development --- Computer architecture. Operating systems --- Scrum --- Agile --- software engineering