BPR an der Hochschule Heilbronn | Karteikarten & Zusammenfassungen

Lernmaterialien für BPR an der Hochschule Heilbronn

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Workflow

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Progression of steps (tasks, events, interactions) that

• comprise a work process,
• involve two or more persons, and
• create or add value to the organization's activities.


In a sequential workflow, each step is dependent on occurrence of the previous step; in a parallel workflow, two or more steps can occur concurrently.

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: Process

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Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs.

These outputs then serve as inputs for the next stage until a known goal or end result is reached.

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 Process Owner

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He is responsible for the results of the process.


he can measure the results and assess whether the process is functioning or if the process has a
potential for improvement.

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Process Manager

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He is responsible for the implementation and management of the whole process.

 He is obliged to report performance indicators to the process owner.

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Process Executive

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He is responsible for a work package
/ task and provides regularly status information to the process manager


A process can be divided into various work packages / tasks.

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: Case Manager

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When a process is triggered, e. g. by a client, then a case is born. For each case, there should be a case manager, who is responsible for this special case and helps to fulfil the output for the client.

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Business Process

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A series of logically related activities or tasks (such as planning, production, or sales) performed
together to produce a defined set of results.

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: Reengineering

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Systematic starting over and reinventing the way a firm, or a business process, gets its work done.

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Business Process Reengineering (BPR)

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Act of recreating a business process, often fundamentally, with the goal of improving product output, quality, or reducing costs.

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Parts of BPR

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• analysis and documentation of company workflows / processes,
• finding inefficient processes and
• figuring out ways to eleminate them or
• to change them.

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Business process modelling (BPM)

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is a means of representing the business activities, the information flow and decision logic in
business processes

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Tasks of BPM

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• Externalize the business knowledge with a view to agree and bind all stakeholder in a
representation that is shared within an organization and is reflected in its information systems.
• It can present multiple granularity levels: from simple depiction of the workflow to simulation and execution.
• It addresses complexity by emphasizing on specific aspects and by reusing models.
• It achieves a common understanding of business knowledge between an organization and IT experts and thus drives the design and implementation of software systems.

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Q:

Workflow

A:

Progression of steps (tasks, events, interactions) that

• comprise a work process,
• involve two or more persons, and
• create or add value to the organization's activities.


In a sequential workflow, each step is dependent on occurrence of the previous step; in a parallel workflow, two or more steps can occur concurrently.

Q:

: Process

A:

Sequence of interdependent and linked procedures which, at every stage, consume one or more resources (employee time, energy, machines, money) to convert inputs (data, material, parts, etc.) into outputs.

These outputs then serve as inputs for the next stage until a known goal or end result is reached.

Q:

 Process Owner

A:

He is responsible for the results of the process.


he can measure the results and assess whether the process is functioning or if the process has a
potential for improvement.

Q:

Process Manager

A:

He is responsible for the implementation and management of the whole process.

 He is obliged to report performance indicators to the process owner.

Q:

Process Executive

A:

He is responsible for a work package
/ task and provides regularly status information to the process manager


A process can be divided into various work packages / tasks.

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Q:

: Case Manager

A:

When a process is triggered, e. g. by a client, then a case is born. For each case, there should be a case manager, who is responsible for this special case and helps to fulfil the output for the client.

Q:

Business Process

A:

A series of logically related activities or tasks (such as planning, production, or sales) performed
together to produce a defined set of results.

Q:

: Reengineering

A:

Systematic starting over and reinventing the way a firm, or a business process, gets its work done.

Q:

Business Process Reengineering (BPR)

A:

Act of recreating a business process, often fundamentally, with the goal of improving product output, quality, or reducing costs.

Q:

Parts of BPR

A:

• analysis and documentation of company workflows / processes,
• finding inefficient processes and
• figuring out ways to eleminate them or
• to change them.

Q:

Business process modelling (BPM)

A:

is a means of representing the business activities, the information flow and decision logic in
business processes

Q:

Tasks of BPM

A:

• Externalize the business knowledge with a view to agree and bind all stakeholder in a
representation that is shared within an organization and is reflected in its information systems.
• It can present multiple granularity levels: from simple depiction of the workflow to simulation and execution.
• It addresses complexity by emphasizing on specific aspects and by reusing models.
• It achieves a common understanding of business knowledge between an organization and IT experts and thus drives the design and implementation of software systems.

BPR

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Das sind die beliebtesten StudySmarter Kurse für deinen Studiengang BPR an der Hochschule Heilbronn

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BPL

Universität Oldenburg

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Hochschule Esslingen

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BP

Universität Marburg

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BSP Business School Berlin - Campus Hamburg

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