''Business Process Management Systems: Strategy and Implementation discusses business management practices and the technology that enables them. It analyzes the history of process management practices and proposes that BPM practices are a synthesis of BPR (radical change) and TQM (continuous change) practices. Both business and IT professionals receive an integrated view of how various management practices merge into BPM. This volume describes the many technologies that converge to form a Business Process Management System (BPMS), illustrating BPMS standards and service-oriented architecture (SOA).''--BOOK JACKET. Read more... Table of Contents......Page 8 Acknowledgments......Page 14 About the Author......Page 16 Theories of Process Management......Page 18 What Is Process Management?......Page 19 Early Process Concepts......Page 21 Modern Process Management Theories......Page 23 Total Quality Management Movement (TQM)......Page 24 What Is Total Quality Management (TQM)?......Page 25 Implications of Total Quality Management (TQM)......Page 30 Six Sigma......Page 33 Business Process Reengineering (BPR)......Page 35 Implications of Business Process Reengineering (BPR)......Page 37 Comparing Business Process Reengineering (BPR), Total Quality Management (TQM), and Six Sigma......Page 42 Notes......Page 44 Business Process Management......Page 46 Processes Are Assets......Page 47 Processes Should Be Managed and Continuously Improved......Page 49 Information Technology (IT) Is an Essential Enabler......Page 50 Process-Oriented Organizational Structure......Page 51 Appoint Process Owners......Page 52 Top-Down Commitment, Bottom-Up Execution......Page 53 Use Information Technology (IT) to Manage Processes......Page 54 Continuous Learning and Process Improvement......Page 55 Align Employee Rewards to Process Performance......Page 56 The Value of Information Technology (IT)......Page 57 Convergence of Process-Focused Management Practices......Page 59 Process Management Lifecycle......Page 61 Notes......Page 62 Overview of Business Process Management System......Page 66 Bridging the Business Information Technology (IT) Gap......Page 67 Process-Centric Integration......Page 68 Process Simulation......Page 70 Process Management......Page 71 Introduction of the Process Layer......Page 72 Deficiencies of Point-to-Point Interface......Page 73 Business Process Management System (BPMS) Application Integration Framework......Page 74 Separation of Process from Business Applications......Page 75 How Business Process Management System (BPMS) Can Benefit Business Process Reengineering (BPR) Initiatives......Page 78 How Business Process Management (BPM) Can Benefit Quality Programs......Page 82 Notes......Page 86 Data Integration Technology......Page 88 Open Database Connectivity (ODBC)......Page 89 Object Linking & Embedding Database (OLE DB)......Page 91 Java Database Connectivity (JDBC)......Page 92 Notes......Page 95 Messaging-Based Integration Technology......Page 96 Point-to-Point Messaging Process......Page 98 Publish-and-Subscribe Messaging Process......Page 100 Synchronous Messaging......Page 102 Transactional Messaging......Page 105 Notes......Page 107 Component-Based Integration Technology......Page 108 Remote Procedure Call (RPC)......Page 109 The Shift Toward Object-Oriented Programming......Page 112 Advent of Component-Based Technology......Page 113 Elements of CORBA......Page 115 CORBA Invocation Modes......Page 118 CORBA Services......Page 120 CORBA Component Model......Page 121 Microsoft Component Technologies......Page 122 COM+ Queued Component Service......Page 125 COM+ Event Service......Page 127 Microsoft .NET......Page 128 .NET Remoting......Page 130 .NET Web Service......Page 131 Java Component Technologies......Page 133 Servlet and EJB......Page 134 Java Component Container Services......Page 136 Remote Method Invocation over Internet Inter-ORB Protocol (RMI-IIOP)......Page 137 Java Transaction API (JTA)......Page 140 Java Naming and Directory Interface (JNDI)......Page 141 J2EE Connector Architecture......Page 142 Java API for XML Processing (JAXP)......Page 145 Java API for XML Registries (JAXR)......Page 146 Summary......Page 147 Workflow Technology......Page 148 Production Workflow......Page 150 Administrative Workflow......Page 151 Ad Hoc Workflow......Page 152 Workflow Reference Model......Page 153 Workflow Process Definition Component......Page 154 Workflow Engine......Page 158 Workflow Client Application......Page 159 Workflow Reference Model Interface 1......Page 160 Workflow Reference Model Interface 4......Page 161 Asynchronous Service Access Protocol (ASAP)......Page 163 Workflow Extensible Markup Language (Wf-XML 2.0)......Page 165 Workflow Reference Model Interface 5......Page 168 Differences between Workflow Management System (WfMS) and Business Process Management System (BPMS)......Page 170 Notes......Page 172 Different Types of Business Process Management Systems......Page 174 Types of Business Process Management System (BPMS) Processes......Page 175 Person-to-System Processes......Page 176 Data-Centric Integration Product......Page 178 New Generation of Data-Centric Integration Products......Page 183 Application-Centric Integration Products......Page 186 Messaging Service Layer......Page 187 Message Broker Layer......Page 188 Hub-Spoke Message Broker Architecture......Page 189 Enterprise Service Bus (ESB) Architecture......Page 194 Business Process Designer......Page 196 Business Process Engine......Page 197 Business Activity Monitoring......Page 198 Product Enhancement Strategies......Page 199 Operation of Application-Centric Integration Products......Page 200 Process-Centric Integration Product......Page 201 Process Designer......Page 202 Process Modeling and Simulation......Page 205 Discrete Event Simulation......Page 206 Benefits of Business Process Simulation......Page 208 Integration Services......Page 209 Process Monitor and Workplace Portal......Page 210 Future Business Process Management System (BPMS) Product......Page 211 Design Environment Features......Page 212 Run-Time Environment Features......Page 215 Notes......Page 217 Business Process Management System (BPMS) Standards......Page 218 Development of Business Process Management System (BPMS) Standards......Page 219 Overview of the Process Definition Standards......Page 222 XML Process Definition Language (XPDL)......Page 223 Business Process Modeling Language (BPML)......Page 225 Business Process Execution Language (BPEL)......Page 230 Comparing XML Process Definition Language (XPDL), Business Process Modeling Language (BPML), and Business Process Execution Language (BPEL)......Page 235 Meta-Model Comparison......Page 236 Human Participation Support......Page 237 Cross-Enterprise Collaboration......Page 238 Control Flow Comparison......Page 239 Overview of Process Interaction Standards......Page 243 Service-Oriented Architecture......Page 244 Web Services Stack......Page 245 Web Services Choreography Interface (WSCI)......Page 247 Workflow Extensible Markup Language (Wf-XML) 2.0......Page 250 Comparison of Business Process Execution Language (BPEL), Web Service Choreography Interface (WSCI), and Workflow Extensible Markup Language (Wf-XML)......Page 251 Summary......Page 252 Notes......Page 253 Lessons from Business Process Reengineering (BPR)......Page 254 Business Process Management (BPM) Implementation Methodology......Page 257 Phase 1: Commit......Page 259 Set Strategic Direction......Page 260 Effect Organizational Alignment......Page 262 Phase 2: Research......Page 264 Determine Current Business Processes......Page 265 Establish Process Management Technology Infrastructure......Page 266 Prepare Organization for Change......Page 269 Assemble Project Team......Page 270 Project Charter......Page 274 Phase 4: Design......Page 275 Phase 5: Implement......Page 279 Phase 6: Support......Page 283 Conclusion......Page 284 Notes......Page 285 A......Page 286 B......Page 287 C......Page 289 E......Page 291 F......Page 292 I......Page 293 J......Page 294 M......Page 295 O......Page 296 P......Page 297 R......Page 299 S......Page 300 T......Page 301 W......Page 302 X......Page 303
With a focus on strategy and implementation, James Chang discusses business management practices and the technology that enables them. He analyzes the history of process management practices and demonstrates that BPM practices are a synthesis of radical change and continuous change practices. The book is relevant to both business and IT professionals who are presented with an integrated view on how various management practices merge into BPM. This volume describes the many technologies that converge to form a Business Process Management System (BPMS), illustrating its standards and service-oriented architecture.
About the Author
James Chang is the founder and president of Ivy Consultants, Inc. He has extensive experience implementing Enterprise Resource Planning (ERP)—enabled business solutions and process-centric integration solutions for Fortune 500 companies. Mr. Chang has written several articles on BPM and EAI. He graduated cum laude with a Bachelor of Science degree in operations research and industrial engineering from Cornell University.
With a focus on strategy and implementation, James Chang discusses business management practices and the technology that enables them. He analyzes the history of process management practices and demonstrates that BPM practices are a synthesis of radical change and continuous change practices. The book is relevant to both business and IT professionals who are presented with an integrated view on how various management practices merge into BPM. This volume describes the many technologies that converge to form a Business Process Management System (BPMS), illustrating its standards and service-oriented architecture. About the Author James Chang is the founder and president of Ivy Consultants, Inc. He has extensive experience implementing Enterprise Resource Planning (ERP)-enabled business solutions and process-centric integration solutions for Fortune 500 companies. Mr. Chang has written several articles on BPM and EAI. He graduated cum laude with a Bachelor of Science degree in operations research and industrial engineering from Cornell University. A I like it. This is a good review with the theory, the evolutions of the theories and couple of more practical chapters. Well written and easy to understand The business process reengineering (BPR) movement of the 1990s emphasized technology as a key enabler of process management and process change.
