Business process change : (Registro nro. 12110)

Detalles MARC
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Campo de control de longitud fija 06197nam a2200325 a 4500
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Identificador del número de control AR-sfUTN
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Códigos de información de longitud fija 170717b ||||| |||| 00| 0 d
020 ## - ISBN
ISBN 1558607587
080 ## - CDU
Clasificación Decimal Universal 658.016.7 H228
Edición de la CDU 2000
100 1# - Punto de acceso principal-Nombre de persona
Nombre personal Harmon, Paul
245 10 - Mención de título
Resto del título a manager's guide to improving, redesigning, and automating processes /
Mención de responsabilidad Paul Harmon.
260 ## - Publicación, distribución, etc. (pie de imprenta)
Lugar de publicación, distribución, etc. San Francisco:
Nombre del editor, distribuidor, etc. Morgan Kaufmann,
Fecha de publicación, distribución, etc. 2003
300 ## - Descripción física
Extensión 529 p.
336 ## - Tipo de contenido
Fuente rdacontent
Término de tipo de contenido texto
Código de tipo de contenido txt
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Fuente rdamedia
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Fuente rdacarrier
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505 80 - Nota de contenido con formato
Nota de contenido con formato CONTENIDO<br/>Introduction<br/>Business Process Change and the Manager's Job<br/>The Evolution of an Organization's Understanding of Process<br/>The Variety of Options<br/>The Variety of Solutions<br/>How This Book Is Organized<br/>Chapter 1: Business Process Change<br/>Organizations as Systems<br/>Systems and Value Chains<br/>Business Process Reengineering<br/>The Role of Information Technology in BPR<br/>Misuses of BPR<br/>Workflow and Packaged Applications<br/>Software Engineering<br/>The Rummler-Brache Methodology<br/>ISO 9000 and the Six Sigma Methodology<br/>Changes in Business and IT in the Late 1990s<br/>Mergers, Acquisitions, and Globalization<br/>A Quick Summary<br/>Business Process Change Today<br/>PART I: PROCESS MANAGEMENT<br/>Chapter 2: Strategy, Value Chains, and Competitive Advantage<br/>Defining a Strategy<br/>Porter's Model of Competition<br/>Industries, Products, and Value Propositions<br/>Strategies for Competing<br/>The Unisys Corporate Strategy<br/>Porter's Theory of Competitive Advantage<br/>E-Business Strategies<br/>The Evolution of the Strategic Process<br/>Chapter 3: Process Architecture and Organizational Alignment<br/>The TeleManagement Forum's Process Framework<br/>Types of Processes<br/>Deciding What Kind of Process Change Effort to Undertake<br/>The Process Architecture and IT Planning<br/>The Process Architecture Process<br/>From Strategy Statements to Models<br/>PART II: MODELING ORGANIZATIONS AND PROCESSES<br/>Chapter 4: Modeling Organizations<br/>The Traditional View of an Organization<br/>The Systems View of an Organization<br/>Models and Diagrams<br/>Organization Diagrams<br/>Organization Diagrams and Processes<br/>Systems and Processes<br/>Chapter 5: Modeling Processes<br/>Process Diagram Basics<br/>More Process Notation<br/>IS, COULD, and SHOULD Process Diagrams<br/>Levels of Analysis<br/>Chapter 6: Analyzing Activities<br/>Analyzing a Specific Activity<br/>Analyzing the Human Performance Required for an Activity<br/>Managing the Performance of Activities<br/>Automating the Enter Expense Reports Activity<br/>A More Complex Activity<br/>Analyzing a Completely Automated Activity<br/>Activities, Job Descriptions, and Applications<br/>PART III: MANAGING AND IMPROVING BUSINESS PROCESSES<br/>Chapter 7: Managing and Measuring Business Processes<br/>Managing Business Processes<br/>The Role of a Manager<br/>A Closer Look at a Manager's Job<br/>How to Manage a Process<br/>Goals, Measures, and Monitoring<br/>The Balanced Scorecard Approach<br/>Continuous Measurement, and Improvement<br/>Management Redesign at Chevron<br/>Chapter 8: Process Improvement with Six Sigma<br/>Six Sigma<br/>The Six Sigma Concept<br/>The Six Sigma Approach to Process Improvement<br/>Six Sigma Teams<br/>Phases in a Six Sigma Project<br/>Alternative Approaches to Process Improvement<br/>PART IV: BUSINESS PROCESS REDESIGN<br/>Chapter 9: A Business Process Redesign Methodology<br/>Why Have a Methodology?<br/>How Does It All Begin?<br/>What Happens?<br/>Who Makes It All Happen?<br/>Phase 1: Planning for a Redesign Effort<br/>Phase 2: Analysis of an Existing Process<br/>Phase 3: Design of a New or Improved Process<br/>Phase 4: Development of Resources for an Improved Process<br/>Phase 5: Managing the Transition to a New Process<br/>Summary<br/>Chapter 10: Process Redesign Patterns<br/>Types of Process Redesign Patterns<br/>The Reengineering Pattern<br/>The Simplification Pattern<br/>The Value-Added Analysis Pattern<br/>The Gaps and Disconnects Pattern<br/>PART V: BUSINESS PROCESS AUTOMATION<br/>Chapter 11: Workflow and XML Business Process Languages<br/>Workflow Systems<br/>Types of Workflow Systems<br/>Two Case Studies: Anova and iJET Travel Intelligence<br/>Workflow and XML<br/>Generic Business Process Languages and Web Services<br/>The Future of Workflow and Business Process Workflow Languages<br/>Chapter 12: ERP-Driven Redesign<br/>Processes and Packages<br/>A Closer Look at SAP<br/>Implementing an ERP-Driven Design<br/>Case Study: Nestlé USA Installs SAP<br/>Chapter 13: Software Development<br/>A Little Software History<br/>Application Development<br/>The Requirements Interface<br/>Software Analysis and UML<br/>UML and Business Process Modeling<br/>The Model Driven Architecture<br/>Software Languages, UML Modeling Tools, and CASE<br/>Process Architectures and Software Architectures<br/>IDEF<br/>RM-ODP<br/>XML Business Process Languages<br/>The Capability Maturity Model<br/>PART VI: THE E-BUSINESS CHALLENGE<br/>Chapter 14: E-Business: Portals and Customer-Oriented Applications<br/>E-Business Applications<br/>A Customer Focus<br/>Web Sites and Portals<br/>Analyzing Customer-Oriented Processes<br/>Customer-Oriented E-Business Redesign<br/>Chapter 15: Supplier and Internally Oriented E-Business Applications<br/>Supplier-Oriented E-Business Redesign<br/>How Do Companies Structure Supply Chain Applications?<br/>E-Business Marketplaces<br/>Directly Linked Supply Chain Systems<br/>The Supply Chain Council's SCOR Approach<br/>Internally Oriented E-Business Redesign<br/>An E-Business Is a Network<br/>VII: PUTTING IT ALL TOGETHER<br/>Chapter 16: The Ergonomic Systems Case Study<br/>Ergonomic Systems, Inc<br/>An E-Business Strategy<br/>Phase 1: Planning for the Redesign of the Order Process<br/>Phase 2: Analyzing the Current Order Fulfillment Process<br/>Phase 3: Designing the New Order Process<br/>Phase 4: Resource Development<br/>Phase 5: The New Order Process Goes On-Line<br/>Chapter 17: Software Tools for Business Process Development<br/>Chapter 18: Conclusions and Recommendations<br/>Glossary<br/>Notes and References<br/>Bibliography<br/>Index
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Tipo de ítem Koha Libro
Esquema de clasificación Clasificación Decinal Universal
952 ## - Información del item y localización (Koha)
Estado
Estado de conservación
Tipo de préstamo Préstamo
Biblioteca Facultad Regional Santa Fe - Biblioteca "Rector Comodoro Ing. Jorge Omar Conca"
-- Facultad Regional Santa Fe - Biblioteca "Rector Comodoro Ing. Jorge Omar Conca"
Fecha de adquisición 2018-02-02
Número de inventario 8729
ST completa de Koha 658.016.7 H228
Código de barras 8729
Precio efectivo a partir de 2018-02-02
Tipo de ítem Koha Libro
245 10 - Mención de título
Título Business process change :

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