UID:
almahu_9948026658202882
Format:
1 online resource (98 p.)
Edition:
1st edition
ISBN:
0-12-801040-1
Content:
Process Modeling Style focuses on other aspects of process modeling beyond notation that are very important to practitioners. Many people who model processes focus on the specific notation used to create their drawings. While that is important, there are many other aspects to modeling, such as naming, creating identifiers, descriptions, interfaces, patterns, and creating useful process documentation. Experience author John Long focuses on those non-notational aspects of modeling, which practitioners will find invaluable. Gives solid advice for creating roles, work
Note:
Description based upon print version of record.
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Front Cover; Process Modeling Style; Copyright Page; Dedication and Thanks; Author's Information; Contents; Abstract; Introduction; I.1 Why a Style Book on Process Modeling?; I.2 A Lot of People Just Are Not "Process People"; I.3 The Need for Style; I.4 The Need for Accuracy and Detail; I.5 Toward a Process Architecture; I.6 What This Book Is Not; 1 Eight of the Biggest Process Modeling Problems; 1.1 Not Focusing on the Diagrams; 1.2 Only Focusing on the Workflow Diagrams; 1.3 Ignoring the Process Architecture; 1.4 Ignoring Process Interfaces; 1.5 Inconsistent or Nonstandard Notation
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1.6 Making Overly Complicated Workflows1.7 Focusing on Jobs, Not Roles; 1.8 Fuzzy Work Products; 2 Selecting a Notation; 2.1 The Right Notation for You; 2.2 Flowcharts; 2.3 Business Process Modeling Notation; 2.4 Line of Visibility Enterprise Modeling; 2.5 Use Cases; 2.6 UML; 2.7 IDEF0; 3 Process Modeling Goals; 3.1 Purpose; 3.2 Scope; 3.3 Depth; 3.4 Degree of Automation; 4 Defining Processes and Process Elements; 4.1 Process; 4.2 Activity; 4.3 Task; 4.4 Procedure; 4.5 Role; 4.6 Work Product; 5 Process Structure; 5.1 Workflow Decomposition; 5.2 The Components of a Workflow Diagram
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5.3 The Value of Swim Lanes5.4 Horizontal Versus Vertical Workflows; 5.5 Grouping Processes; 5.6 Elemental Processes; 5.7 Scenarios; 5.8 Workflow Patterns; 6 How to Fix a Bad Workflow; 6.1 Uncoil Snaky Workflows; 6.2 Unravel Confusing Logic; 6.3 Use Consistent Notation; 6.4 Use Consistent Naming; 7 Naming Conventions; 7.1 Use a Consistent Naming Style; 7.2 All Names Should Be Unique; 7.3 Use Verbs and Nouns in a Consistent Way; 7.4 Naming Processes; 7.5 Naming Activities and Tasks; 7.6 Naming Work Products; 7.7 Naming Roles; 8 Identifier Conventions; 8.1 What Is an Identifier (ID)?
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8.2 Why Identifiers Are Important8.3 Work Product Identifiers; 8.4 Role Identifiers; 9 Workflow Connections and Relationships; 9.1 Workflow Connections; 9.2 Connections to or from Other Workflows; 9.3 Connections Within the Same Workflow; 9.4 Connections to or from Start and Stop Nodes; 9.5 Process Relationships; 9.6 Work Products; 9.7 Artifacts; 9.8 Deliverables; 9.9 Inputs, Outputs, and Controls; 9.10 Container Work Products; 10 Roles; 10.1 What Roles Are; 10.2 What Roles Are Not; 10.3 Role Relationships with Work Products; 10.4 Role Involvement with Processes; 11 Useful Process Documents
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11.1 Process Catalog11.2 Role Catalog; 11.3 Work Product Catalog; 11.4 Process Interface Matrix; 11.5 Work Product Participation Matrix; 12 Tools; 12.1 Drawing Tools; 12.2 Modeling Tools; 12.3 Simulation Tools; 12.4 Publishing Tools; 12.5 Reviewing Tools; 12.6 Execution Tools; 13 Conclusion: Which Style Elements Are Right for Your Team?; Appendix: Using Process Standards; A.1 ISO 9001; A.2 ISO 33000 and ISO IEC 15504; A.2.1 Process Context; A.2.2 Base Practices; A.2.3 Interfaces
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English
Additional Edition:
ISBN 0-12-800959-4
Language:
English
