ABSTRACT BUSINESS MANAGEMENT

Endang Noerhartati
endang.noerhartati@gmail.com

Business process management is usually treated from two different perspectives: business administration
and computer science. While business administration professionals tend to consider information technology
as a subordinate aspect for experts to handle, by contrast computer scientists often consider business goals
and organizational regulations as terms that do not deserve much thought but require the appropriate level
of abstraction.Mathias Weske argues that the communities involved need to share a common understanding
of the principles underlying business process management. To this end, he develops an overall picture that
describes core BPM concepts and technologies and explains their relationships. This picture covers high-
level business aspects like business goals, strategies, and value chains, but it concentrates on process
modeling techniques and process enactment platforms, taking into account the different stakeholders
involved.After starting with a presentation of general foundations, process orchestrations and process
choreographies are covered. Based on control flow patterns, concrete process languages are introduced in
a concise manner, including Workflow nets, Event-driven Process Chains, Yet Another Workflow
Language, and the Business Process Modeling Notation. The various stages during the design and
implementation of process choreographies are discussed. Different soundness properties are investigated in
a chapter on formal aspects of business processes. Finally, he investigates concrete architectures to enact
business processes, including workflow management architectures, case handling architectures and service-
oriented architectures. He also shows how standards like SOAP, WSDL, and BPEL fit into the picture.This
textbook is ideally suited for classes on business process management, information systems architecture,
and workflow management. It is also valuable for project managers and IT professionals working in
business process management, since it provides a vendor-independent view on the topic. The accompanying
website www.bpm-book.com contains further information, such as links to references that are available
online, exercises that offer the reader a deeper involvement with the topics addressed, and additional
teaching material. (http://dx.doi.org/10.1007/978-3-642-28616-2)
Strategic Management of e–Business presents the established models of strategic management and their
sustainability to the e–commerce environment. The text discusses the strategic management of e–Business.
Both "back–office" systems and e–commerce systems are described and analysed. Since management
models have changed as a consequence of greater technology, increased Internet usage to build closer links
with suppliers and customers, there is increased focus on the management models that create and maintain
value, improve supply chain management, establish and sustain sound customer relationships and create
strategic networks. It is these new business objectives and associated management paradigms that are
outlined in this new Australasian text. The text adopts a "post dot–com crash" organisational perspective
on e–Business and e–Commerce, focusing on those elements that will be important in the future. Thus
topics such as e–business strategy, m–Commerce and mobile computing, customer relationship
management, and supply chain management are given prominent treatment along with the usual major
topics of IT management. Due to the interrelation between IT and e–Business this text is ideal for both IT
management and e–business management units. Students are provided with the strategies and models for
successful management of e–commerce initiatives. FEATURES Chapter on m–commerce Chapters on e–
business and SME\′s Comprehensive and diverse case studies at the end of each chapter represent typical
business case scenarios that apply the theory and models presented in the text Reflects current research in
strategic management of e–commerce Written for all students undertaking study in strategic e–commerce
Combines strategy and human factors Highlights the importance of creating value in business relationships
as well as ethical governance \′Thinking Strategically\′ vignettes in each chapter pose various business
scenarios and ask the student to assess and offer a strategic solution.
(https://www.google.com/search?q=isbn:%20%220470870737%22)
This paper examines Business Process Management (BPM) as a strategic management tool based on case
study research. It seeks to clarify some of the uncertainties and ambiguities of the subject. A number of key
themes of Business Process Management are developed and discussed, based on the experience of more
mature Business Process Management organisations. These themes have implications for organisations
seeking to improve their organisational effectiveness. (http://dx.doi.org/10.1016/S0024-6301(98)00130-7)
Business process management (BPM) is the approach to manage the execution of IT-supported business
operations from a business expert's view rather than from a technical perspective. However, the degree of
mechanization in BPM is still very limited, creating inertia in the necessary evolution and dynamics of
business processes, and BPM does not provide a truly unified view on the process space of an organization.
We trace back the problem of mechanization of BPM to an ontological one, i.e. the lack of machine-
accessible semantics, and argue that the modeling constructs of semantic Web services frameworks,
especially WSMO, are a natural fit to creating such a representation. As a consequence, we propose to
combine SWS and BPM and create one consolidated technology, which we call semantic business process
management (SBPM). (http://dx.doi.org/10.1109/ICEBE.2005.110)
This paper studies the role of business process management in creating a higher business process
orientation. The purpose is to analyze previously suggested practices to identify those that are critical at a
certain business process orientation maturity level and those that are not. A case study is used to identify
the critical success factors. Then a statistical analysis of a sample of 324 companies is undertaken to
operationalize the success factors in the form of critical practices. Organizations following these critical
practices at a certain level will reach higher process orientation sooner. © 2012 Elsevier Ltd.
(http://dx.doi.org/10.1016/j.ijinfomgt.2012.05.011)