Business process

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  • Business process reengineering is the most popular business concept of the 1990’s. Celebrated in best-selling books (in the U.S., Japan, Brazil, and many countries in Europe), articles in every major business publication, conferences, and even several videotapes, reengineering has penetrated into every continent except Antarctica. Thousands of companies and public sector organizations have initiated reengineering initiatives. Internal and external consultants on the topic have proliferated dramatically. Many universities have created courses on the topic for business school students....

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  • Activiti in Action is a comprehensive tutorial designed to introduce developers to the world of business process modeling using Activiti. Before diving into the nuts and bolts of Activiti, this book presents a solid introduction to BPMN 2.0 from a developer's perspective. About the Technology Activiti streamlines the implemention of your business processes: with Activiti Designer you draw your business process using BPMN.

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  • Giới thiệu về kiến trúc FileNet P8 BPM FileNet Business Process Manager (BPM) có tính linh hoạt và khả năng mở rộng để xử lý các quy trình nghiệp vụ phức tạp nhất. Nó có thể xử lý hàng triệu giao dịch, hàng ngàn người sử dụng và nhiều ứng dụng nghiệp vụ. Nó cũng cung cấp một bộ các công cụ cho phép bạn tạo, chỉnh sửa, quản lý, phân tích và mô phỏng các quy trình nghiệp vụ riêng của bạn.

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  • Business processes in organizational diagnosis points out why and how it is necessary to include business processes into organizational diagnosis as a first step in the process of organizational change management. First, the necessity of including business processes into diagnostic models which are used during the performing of organizational changes is proved in the paper.

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  • We demonstrate a new development environment1 “Information State Update” dialogue systems which allows non-expert developers to produce complete spoken dialogue systems based only on a Business Process Model (BPM) describing their application (e.g. banking, cinema booking, shopping, restaurant information). The environment includes automatic generation of Grammatical Framework (GF) grammars for robust interpretation of spontaneous speech, and uses application databases to generate lexical entries and grammar rules.

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  • Project name "Business Process Specification" this is document describes the business process specification of Stock Control, this is document describes the business process of Stock Control.

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  • The topic of business process outsourcing (BPO) has become controversial and the subject of a great deal of media attention over the past year. As an executive who has been using outsourcing as a business strategy for more than a decade, the recent upsurge in interest in the topic was unexpected. Perhaps the fact that 2004 is an election year has something to do with it. Or maybe, as the authors point out, the convergence of a number of social and technological factors has only recently made BPO an option for organizations of nearly any size....

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  • Strategic position, Strategic choices, organising and enabling success, business process change, information technology,... As the main contents of the document paper P2 "Business Analysis - Study text". Invite you to consult.

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  • This chapter include objectives: Use basic flowcharting techniques to map a business process, develop an Event Processing Chain (EPC) diagram of a basic business process, evaluate the value added by each step in a business process, develop process improvement suggestions,... Inviting you to refer.

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  • Learning objectives of this chapter include: Describe business processes and their importance to an organization, differentiate between customer facing processes and business facing processes, compare the continuous process improvement model and business process reengineering, describe the importance of business process modeling (or mapping) and business process models, explain business process management along with the reason for its importance to an organization.

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  • Learning objectives of this chapter include: Name a business's main areas of operation, differentiate a business process from a business function, identify the kinds of data that each main functional area produces, identify the kinds of data that each main functional area needs, define integrated information systems and state why they are important.

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  • This book shouldn’t be unusual, but it is. It should have been written a long time ago, but it wasn’t. All books on business process management should be similar to it, but they aren’t. Books that purport to tell people in organizations how to do something should be this clear, but they seldom are. Process management should have already been demystified, but it hasn’t been.

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  • Cunning meets his bosses’ expectations.With the help of pin boards and flipcharts, he at first starts to summarize and to structure the discussion points in a mind map. He lists arguments, objectives, strengths, and weaknesses in structure trees. Moreover, Fritz Cunning succeeds par excellence with what no one had expected: He takes the edge out of the discussion and eliminates opposition by actively engaging all those present into his analysis, creating transparency.

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  • There is a bustling atmosphere in the headquarters of the globally active Confusio Corporation. Everything seems to be just fine. Yet, there is a bad atmosphere in the precious wood-paneled conference room of the managing director Paul Peppy. Peppy has drummed together his top managers from all important branch offices; a hard and uncompromising crackdown is urgently required! Concerning the topic of the crisis summit, he has intentionally left the participants in the dark.

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  • Business processes in turn must be flexible enough to accommodate these rapid and ongoing changes. To be successful with BPM, a company must thoroughly understand their own business processes and activities that support each area of their business. The company must also break down the traditional information sharing barriers that often exist between different business functions. Both of these efforts aid in planning and deployment of BPM projects, because they enable a company to identify where BPM can bring the biggest benefit.

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  • The King is dead; long live the King! That famous cry sums up most aspects of modern business practice. The previously existing competitive environment, scope, internal structures, and automation support needs of an enterprise have disappeared and been replaced by other sets of conditions and requirements. In time, those needs, too, will disappear and be replaced by yet another set and much more quickly than before. The concept of “Internet years” applies to most aspects of modern life.

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  • Các công ty trong quá trình chuyển đổi Thực hiện thực hiện phần mềm ERP, SCM và CRM E-Business E-Business Process Solutions Giám sát hiệu suất hoạt động dựa trên chi phí tính toán Quản lý kiến ​​thức kỹ thuật Workflow BPR Hiệu lực Thay đổi quá trình có sự tham khảo đến quá trình kinh doanh

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  • AN EXPLORATION OF THE RELATIONSHIP BETWEEN BUSINESS PROCESS REDISIGN AND INFOMATION TECHNOLOGY INFRASTRUCTERES I conducted 5,000 draws, first choosing effectiveness parameters for each district and then permuting the assignment of income bins to districts until I obtained an equilibrium assignment (i.e. one in which no low-income district was preferable to any highincome district).31

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  • Tham khảo tài liệu 'business process improvement_12', kỹ thuật - công nghệ, điện - điện tử phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả

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  • Business process management (BPM) is a holistic management approach[1] focused on aligning all aspects of an organization with the wants and needs of clients. It promotes business effectiveness and efficiency while striving for innovation, flexibility, and integration with technology. BPM attempts to improve processes continuously. It can therefore be described as a "process optimization process." It is argued that BPM enables organizations to be more efficient, more effective and more capable of change than a functionally focused, traditional hierarchical management approach....

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