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Process modeling style /
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 namin...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam :
Morgan Kaufmann,
2014.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Long, John O., |e author. | |
| 245 | 1 | 0 | |a Process modeling style / |c John Long. |
| 264 | 1 | |a Amsterdam : |b Morgan Kaufmann, |c 2014. | |
| 300 | |a 1 online resource | ||
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| 520 | |a 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 products, and processesInstucts on how to organize and structure the parts of a processGives examples of documents you should use to define a set of processes. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Ch. 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 -- 1.6. Making Overly Complicated Workflows -- 1.7. Focusing on Jobs, Not Roles -- 1.8. Fuzzy Work Products -- ch. 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. IDEFO -- ch. 3 Process Modeling Goals -- 3.1. Purpose -- 3.2. Scope -- 3.3. Depth -- 3.4. Degree of Automation -- ch. 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 -- ch. 5 Process Structure -- 5.1. Workflow Decomposition -- 5.2. The Components of a Workflow Diagram -- 5.3. The Value of Swim Lanes. | |
| 505 | 8 | |a 5.4. Horizontal Versus Vertical Workflows -- 5.5. Grouping Processes -- 5.6. Elemental Processes -- 5.7. Scenarios -- 5.8. Workflow Patterns -- ch. 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 -- ch. 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 -- ch. 8 Identifier Conventions -- 8.1. What Is an Identifier (ID)? -- 8.2. Why Identifiers Are Important -- 8.3. Work Product Identifiers -- 8.4. Role Identifiers -- ch. 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. | |
| 505 | 8 | |a 9.6. Work Products -- 9.7. Artifacts -- 9.8. Deliverables -- 9.9. Inputs, Outputs, and Controls -- 9.10. Container Work Products -- ch. 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 -- ch. 11 Useful Process Documents -- 11.1. Process Catalog -- 11.2. Role Catalog -- 11.3. Work Product Catalog -- 11.4. Process Interface Matrix -- 11.5. Work Product Participation Matrix -- ch. 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 -- ch. 13 Conclusion: Which Style Elements Are Right for Your Team? | |
| 542 | |f Copyright ©: Elsevier Science & Technology |g 2014 | ||
| 650 | 0 | |a Process control. | |
| 650 | 1 | 2 | |a Computer Simulation |0 (DNLM)D003198 |
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| 650 | 6 | |a Simulation par ordinateur. |0 (CaQQLa)201-0016791 | |
| 650 | 7 | |a simulation. |2 aat |0 (CStmoGRI)aat300237969 | |
| 650 | 7 | |a COMPUTERS |x Computer Literacy. |2 bisacsh | |
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| 650 | 7 | |a COMPUTERS |x Data Processing. |2 bisacsh | |
| 650 | 7 | |a COMPUTERS |x Hardware |x General. |2 bisacsh | |
| 650 | 7 | |a COMPUTERS |x Information Technology. |2 bisacsh | |
| 650 | 7 | |a COMPUTERS |x Machine Theory. |2 bisacsh | |
| 650 | 7 | |a COMPUTERS |x Reference. |2 bisacsh | |
| 650 | 7 | |a Process control |2 fast |0 (OCoLC)fst01078020 | |
| 776 | 0 | 8 | |i Print version: |a Long, John O. |t Process modeling style |z 9780128009598 |w (OCoLC)870646379 |
| 856 | 4 | 0 | |u https://sciencedirect.uam.elogim.com/science/book/9780128009598 |z Texto completo |