Driven by the need for global excellence and customer value, agility and innovation have become imperative for business. However, most business process engineering and information system approaches address only operational efficiency and economics. This unique book closes this gap. It shows professionals how innovation can be systematized with patterns of information. The book explains how business processes and information systems can be tightly aligned and how they can be developed to automatically adapt to change. This practical resource helps practitioners design business processes and systems that are both agile and adaptable, coordinate integration of information across supply chains, reduce time-to-market, and improve computer aided systems engineering tools.
Author(s): Amit Mitra, Amar Gupta
Year: 2005
Language: English
Pages: 416
Agile Systems with Reusable Patterns of Business Knowledge......Page 1
Contents......Page 7
Foreword xi......Page 10
Preface......Page 11
Acknowledgments xvii......Page 15
Prologue xix......Page 17
Part 1: Patterns of Business—Reusable Components of Knowledge 1......Page 30
1 On Components and the Nature of Reality: Introduction to the Metaworld 3......Page 31
1.1 The Nature of Knowledge 5......Page 33
1.2 Modeling the Real World 9......Page 37
1.3.1 Objects, Relationships, Processes, and Events 11......Page 39
1.3.2 Perception and Information, Naturally Speaking: 1.3.2 Domains, Units of Measure, and Formats 13......Page 41
1.4 Meta-Objects, Subtypes, and Inheritance 29......Page 57
1.5 Meta-Objects and the Natural Repository of Knowledge 31......Page 59
1.6 The Problem of Perspective 35......Page 63
2 The Universal Perspective: Scope of Business 45......Page 73
2.1 Universal Perspective, Universal Pattern 46......Page 74
2.1.1 Stock Themes of Business—Polymorphisms of 1.3.2 Fundamental Objects 51......Page 79
2.1.2 Stock Themes of Business—Relationships and 1.3.2 Rules of Engagement 164......Page 192
2.2 The Universal Perspective—Its Use and Abuse 214......Page 242
2.2.3 Reusable Components and Validation of Business Processes 215......Page 243
2.2.5 Enterprise Resource Planning and Supply Chain Management 216......Page 244
2.2.7 Customization Facility 217......Page 245
2.2.9 Database Integration and Data Normalization 218......Page 246
2.2.11 Causal Analysis and Knowledge Management 219......Page 247
2.2.12 Improved and Integrated Business Process Engineering 2.2.12 (CAPE) and Systems Engineering (CASE) Tools 220......Page 248
2.2.14 Prototyping and Continuous Improvement 221......Page 249
2.2.15 Software Product Design 222......Page 250
2.3 Work Breakdown Structure 223......Page 251
2.4 The Repository of Shared Knowledge 224......Page 252
3 The Knowledge Machine: A Vision of the Future 229......Page 256
Part 2: The Book of Change 237......Page 263
4 On the Nature of Change and Winged Pigs 239......Page 264
4.1 The Technology Dimension 240......Page 265
4.2 The Process Dimension 242......Page 267
4.4 Why Change? 244......Page 269
5 Managing Emotions Unleashed by Change 247......Page 271
5.1 Preparing for Change 248......Page 272
5.2 Implementing Change 252......Page 276
5.3 Determination—A Fork in the Road: Fruition or Failure? 253......Page 277
5.4 Fruition and Continuing Improvement 255......Page 279
6.1 Developing and Keeping Organizational Capability 259......Page 282
6.2 Structure of the CMM® 262......Page 285
6.3 CMM® Level 2: Consistent Repeatability—KPAs, Goals, 6.3 and Activities 267......Page 290
6.4 CMM® Level 3: Standardized Best Practices Deployed 6.3 and in Use—KPAs, Goals, and Activities 281......Page 304
6.5 CMM® Level 4: Quantitative Standards and Controls 6.3 in Place—KPAs, Goals, and Activities 285......Page 308
6.6 CMM® Level 5: Continuous Process Improvement 6.3 in Place—KPAs, Goals, and Activities 296......Page 319
6.7 Gaps and Red Tape in the CMM® 301......Page 324
6.7.1 Continuously Improving and Adapting the CMM® 310......Page 333
6.8 Chief Information Officer, Chief Knowledge Officer, or 6.8 Chief Process Officer? 312......Page 335
6.9 The Journey’s End 313......Page 336
Epilogue 315......Page 338
Notes 319......Page 342
References 353......Page 375
About the Authors 377......Page 399
Index 379......Page 401
