The document provides an overview of business process management (BPM) concepts. It defines BPM as a disciplined approach to identify, design, execute, document, measure, monitor and control automated and non-automated business processes. The document outlines the core concepts of BPM including components like inputs, processes, outputs and participants. It also describes the typical BPM lifecycle of process planning, analysis, design, implementation, monitoring and refinement. Examples of different types of processes are provided. Advanced concepts covered include process ownership, modelling using notations like BPMN, and performance measurement.
The document discusses business process engineering (BPE) and the BPM lifecycle. It describes the iterative and phased activities in the BPM lifecycle including process planning and strategy, analysis of business processes, design and modelling of business processes, process monitoring and controlling, process refinement, and examples of continuous vs ad hoc and simple vs complex processes. The lifecycle aims to align processes with organizational strategies and goals and ensure continuous process improvement.
Introduction to Business Processes - Part Icommandeleven
This document provides an introduction to business process management. It outlines key concepts in business process management including process modeling, analysis, design, performance management and transformation. It discusses drivers for business process management including cost savings, quality improvements and regulatory compliance. It also covers critical success factors, benefits of business process management, and how BPM fits into larger initiatives like ERP deployments.
Introduction to Business Processes - Part IIcommandeleven
This document discusses business processes and business process management. It defines a business as individuals interacting to deliver value to customers, a business process as a set of activities to achieve a goal, and business process management as the disciplined approach to identify, design, execute, measure and control business processes. The document also discusses how business process management requires modeling processes, ongoing measurement, and a significant organizational commitment through new roles and structures.
This strategic whitepaper discusses performance management as a key component of integrated business process management. Performance management enables organizations to understand how well processes are performing, identify areas for improvement, and ensure processes are aligned with strategies, resources, and risk mitigation. The document outlines how to plan performance management by defining key performance indicators, process landscapes, accountability, and risks. It also discusses executing performance management through enterprise modeling, process modeling, and establishing foundational elements like a process repository. The goal is to close the loop in continuous business process improvement through an integrated approach.
Mba 505 business_processes_operations_productivity_strategyChainon
The document provides an overview of an operations management course being taught. It includes the course outline, evaluation methods, textbook information and an introduction to key topics that will be covered such as business processes, value chains, process analysis and process improvement. It also includes examples of organizational charts for different industries.
The document discusses business process engineering (BPE) and the BPM lifecycle. It describes the iterative and phased activities in the BPM lifecycle including process planning and strategy, analysis of business processes, design and modelling of business processes, process monitoring and controlling, process refinement, and examples of continuous vs ad hoc and simple vs complex processes. The lifecycle aims to align processes with organizational strategies and goals and ensure continuous process improvement.
Introduction to Business Processes - Part Icommandeleven
This document provides an introduction to business process management. It outlines key concepts in business process management including process modeling, analysis, design, performance management and transformation. It discusses drivers for business process management including cost savings, quality improvements and regulatory compliance. It also covers critical success factors, benefits of business process management, and how BPM fits into larger initiatives like ERP deployments.
Introduction to Business Processes - Part IIcommandeleven
This document discusses business processes and business process management. It defines a business as individuals interacting to deliver value to customers, a business process as a set of activities to achieve a goal, and business process management as the disciplined approach to identify, design, execute, measure and control business processes. The document also discusses how business process management requires modeling processes, ongoing measurement, and a significant organizational commitment through new roles and structures.
This strategic whitepaper discusses performance management as a key component of integrated business process management. Performance management enables organizations to understand how well processes are performing, identify areas for improvement, and ensure processes are aligned with strategies, resources, and risk mitigation. The document outlines how to plan performance management by defining key performance indicators, process landscapes, accountability, and risks. It also discusses executing performance management through enterprise modeling, process modeling, and establishing foundational elements like a process repository. The goal is to close the loop in continuous business process improvement through an integrated approach.
Mba 505 business_processes_operations_productivity_strategyChainon
The document provides an overview of an operations management course being taught. It includes the course outline, evaluation methods, textbook information and an introduction to key topics that will be covered such as business processes, value chains, process analysis and process improvement. It also includes examples of organizational charts for different industries.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to establish a line of sight from investments to business processes and outcomes to improve performance through enterprise improvement, which takes a collaborative approach across the DOI.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to facilitate effective business transformation across the DOI through enterprise improvement, establishing clear lines of sight from investments to outcomes, and optimizing business processes.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Bpm Implementation Success Criteria And Best PracticeAlan McSweeney
Business process management (BPM) aims to continuously improve business processes to better align an organization with customer needs. It promotes effectiveness, efficiency, innovation, and integration with technology. Successful BPM implementations understand the business architecture, engage stakeholders, take an iterative approach, tackle the right projects, and achieve business results through a series of small successes.
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
BPM Unlocked_ TaskTrain's Role in Elevating Business Process Management Benef...Task Train
In today's fast-paced and competitive business landscape, companies are continually challenged to optimize their processes to meet evolving customer demands and stay ahead of the curve.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
Process Improvement in Software Engineering SE25koolkampus
The document discusses software process improvement. It explains the principles of process improvement and introduces the SEI Capability Maturity Model. It discusses process analysis, modeling, measurement, and classification. It addresses the applicability and limitations of the SEI model and different process choices based on factors like project size.
Enterprise Architecture (EA) can be used as an effective change management agent by providing a consistent description of the business, including processes, services, technology, risks and other important elements. This centralized description in an "Enterprise Repository" enables rapid impact analysis of potential changes. It increases efficiency by sharing best practices, reduces risks through impact assessment, and expedites project management by centralizing important information. An EA approach supports change initiatives through visibility and understanding of the entire organization and how different elements are related.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
The document discusses BPQ Consulting, a company that provides business process improvement services. It states that business processes are critical to executing business strategy effectively. BPQ focuses on improving processes through cross-functional teams and tools like Lean Six Sigma. Specific services mentioned include process documentation, reengineering, outsourcing advisory, and training in process improvement methods. Case studies demonstrate benefits like reduced cycle times, increased efficiencies, and standardized processes.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
The document discusses the benefits of a process-centric organization. It outlines how process-centricity began in the early 1900s and was later popularized by thinkers like Michael Hammer. While many companies have invested in business process reengineering since the 1990s, most have fallen short by not according full organizational legitimacy to process responsibilities. A true process-centric organization structures itself around core processes and process teams rather than functions. It also discusses how to transform an organization to a process-centric model through a four phase process of building capability, increasing service delivery, normalizing operations, and establishing the new status quo. Two case studies provide examples of how process-centric approaches helped organizations achieve market leadership and transform their business models.
THE INTEGRATED WORKSTREAMS FOR BUSINESS AND DIGITAL TRANSFORMATIONKenMartin18
This ONE-PAGE MAGIC illustrates the importance of an integrated approach to business and digital transformation implementation—linking interrelated workstreams, including business process reengineering, organisational change management, organisational design, and enterprise project management to ensure successful transformational implementation.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to establish a line of sight from investments to business processes and outcomes to improve performance through enterprise improvement, which takes a collaborative approach across the DOI.
Department of the Interior’s Methodology for Business Transformation (MBT)Nathaniel Palmer
1. The document summarizes the Department of the Interior's (DOI) methodology for business architecture transformation called the Methodology for Business Transformation (MBT).
2. The MBT is a multi-step process that includes analyzing stakeholders, business processes, current IT systems, and defining target business and technology architectures.
3. The goal is to facilitate effective business transformation across the DOI through enterprise improvement, establishing clear lines of sight from investments to outcomes, and optimizing business processes.
Business process management (BPM) is the discipline of improving a business process from end to end by analyzing it, modelling how it works in different scenarios, executing improvements, monitoring the improved process and continually optimizing it.
Business process management (BPM) involves systematically managing and improving a company's workflow and business processes. The goal of BPM is to reduce errors, improve efficiency and adapt to changes. It involves modeling processes, executing them using software, monitoring performance, and optimizing processes. BPM can improve process quality, operational efficiency, customer satisfaction and business agility. Key aspects of BPM include process design, modeling, execution, monitoring and optimization.
This PowerPoint set includes BPM cycles (Business Process Management), implementation tools, definitions, analyses and assessment templates and many more designs and business elements on process management.
Process management serves to plan, design and implement business processes and to continuously increase business efficiency. Objectives of process management are, for instance, a precise definition of business procedures, cost calculations, better qualities of the end product and other business-oriented optimization components.
This slide show incorporates the following topics: Business Process: Terminology ,Business Process: Management, Business Process: Development , Business Process: Re-Engineering , Strategic Process Analysis , Managing Business Process & Managerial issues in Process Management.
Bpm Implementation Success Criteria And Best PracticeAlan McSweeney
Business process management (BPM) aims to continuously improve business processes to better align an organization with customer needs. It promotes effectiveness, efficiency, innovation, and integration with technology. Successful BPM implementations understand the business architecture, engage stakeholders, take an iterative approach, tackle the right projects, and achieve business results through a series of small successes.
BPM or Business Process Management is a holistic management approach that aligns business processes with customer wants and needs to improve business effectiveness and efficiency. It aims to continuously improve processes through a process optimization process. BPM sees processes as strategic assets that must be understood, managed, and improved to deliver value. It offers an integrated approach to organizational change that is both human and technological.
BPM Unlocked_ TaskTrain's Role in Elevating Business Process Management Benef...Task Train
In today's fast-paced and competitive business landscape, companies are continually challenged to optimize their processes to meet evolving customer demands and stay ahead of the curve.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
Process Improvement in Software Engineering SE25koolkampus
The document discusses software process improvement. It explains the principles of process improvement and introduces the SEI Capability Maturity Model. It discusses process analysis, modeling, measurement, and classification. It addresses the applicability and limitations of the SEI model and different process choices based on factors like project size.
Enterprise Architecture (EA) can be used as an effective change management agent by providing a consistent description of the business, including processes, services, technology, risks and other important elements. This centralized description in an "Enterprise Repository" enables rapid impact analysis of potential changes. It increases efficiency by sharing best practices, reduces risks through impact assessment, and expedites project management by centralizing important information. An EA approach supports change initiatives through visibility and understanding of the entire organization and how different elements are related.
Business process reengineering module 1POOJA UDAYAN
Business processes are collections of activities that take inputs and create outputs of value to customers. Business process management involves modeling, automating, executing, controlling, measuring, and optimizing business processes. The goals of business process management are to improve processes, gain control over workflows, and optimize processes to create an efficient organization. Business process reengineering takes a radical approach to redesign processes from scratch in order to achieve dramatic improvements in areas like costs, quality, and cycle times.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several professional certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles managing quality and process excellence teams. He has a background in finance and business management.
Vipin Rana is seeking a position that allows him to apply his knowledge and skills as part of a team focused on organizational growth. He has over 10 years of experience in process improvement and holds several certifications including Lean Six Sigma Black Belt. Currently working as a Business Transformation Manager at Sutherland Global Services, his responsibilities include identifying process improvement opportunities, designing and implementing automation solutions, and continuous process optimization. Prior experience includes roles focused on quality management, process reengineering, and leading teams. He has a background in finance and business management.
The document discusses BPQ Consulting, a company that provides business process improvement services. It states that business processes are critical to executing business strategy effectively. BPQ focuses on improving processes through cross-functional teams and tools like Lean Six Sigma. Specific services mentioned include process documentation, reengineering, outsourcing advisory, and training in process improvement methods. Case studies demonstrate benefits like reduced cycle times, increased efficiencies, and standardized processes.
Transforming An Organisations IT Service ManagementMichael Moyal
This short case study illustrates how we helped a multi-national organisation transform its IT Service Management (ITSM) capabilities in only eight weeks utilising the our BPMA (Business Process Modelling and Analysis) methodology and the Process Master tool
The document discusses the benefits of a process-centric organization. It outlines how process-centricity began in the early 1900s and was later popularized by thinkers like Michael Hammer. While many companies have invested in business process reengineering since the 1990s, most have fallen short by not according full organizational legitimacy to process responsibilities. A true process-centric organization structures itself around core processes and process teams rather than functions. It also discusses how to transform an organization to a process-centric model through a four phase process of building capability, increasing service delivery, normalizing operations, and establishing the new status quo. Two case studies provide examples of how process-centric approaches helped organizations achieve market leadership and transform their business models.
THE INTEGRATED WORKSTREAMS FOR BUSINESS AND DIGITAL TRANSFORMATIONKenMartin18
This ONE-PAGE MAGIC illustrates the importance of an integrated approach to business and digital transformation implementation—linking interrelated workstreams, including business process reengineering, organisational change management, organisational design, and enterprise project management to ensure successful transformational implementation.
Este documento describe las fórmulas y funciones básicas en hojas de cálculo. Las fórmulas son expresiones alfanuméricas que realizan cálculos matemáticos utilizando operandos y operadores para obtener un resultado. Las funciones son fórmulas predefinidas que realizan cálculos de manera más eficiente. El documento explica los conceptos clave de operando, operador, tipos de operadores, pasos para crear fórmulas, elementos de una función y la diferencia entre funciones y fórmulas.
editores de texto.neln sistemas de basesssuser948499
Este documento presenta un andamio de conocimiento sobre editores de texto. Explica que un editor de texto es un programa que permite crear y editar documentos. Describe diferentes tipos de editores como Bloc de Notas, Wordpad, Writer y Microsoft Word. Detalla algunas funciones básicas de un editor como abrir, guardar y cerrar documentos, así como opciones de impresión. El documento finaliza con un breve ejercicio práctico sobre el uso de estas herramientas.
Este documento introduce los conceptos básicos de páginas web estáticas y dinámicas. Las páginas estáticas se crean con HTML y pueden incluir hojas de estilo CSS. Las páginas dinámicas requieren lenguajes de programación como JavaScript, PHP, ASP, JSP y permiten interactividad, procesamiento del lado del servidor y acceso a bases de datos. Cada tecnología tiene ventajas y desventajas dependiendo del proyecto.
El documento describe los pasos para determinar e instalar un sistema operativo según las necesidades del cliente, incluyendo conocer los requisitos del hardware y software, particionar y formatear el disco duro, e instalar y configurar el sistema operativo seleccionado.
mongodb.base de datis noo relacionles frssuser948499
MongoDB es un sistema de base de datos NoSQL orientado a documentos. Almacena datos en formato BSON de manera similar a JSON pero más eficiente. Los datos se almacenan en colecciones que contienen documentos con esquemas dinámicos, a diferencia de las tablas de las bases de datos relacionales. MongoDB permite realizar operaciones como insertar, buscar, actualizar y eliminar documentos de manera flexible.
Este documento describe ORM (Object-Relational Mapping), que permite mapear objetos de programación a tablas de una base de datos relacional. Explica que un ORM gestiona la conversión entre lenguaje de programación y base de datos, permitiendo el uso de métodos y propiedades en lugar de consultas SQL. También menciona algunos ORM populares como Hibernate, Entity Framework, Doctrine y SQLAlchemy, y describe brevemente sus características.
Este documento proporciona una introducción a OBS Studio, un software gratuito y de código abierto para grabar o transmitir en streaming clases u otros contenidos. Explica los módulos básicos de OBS, incluyendo la interfaz, las fuentes multimedia, la edición de audio y video, y la transmisión en vivo. También analiza herramientas avanzadas como filtros, plugins y atajos de teclado para mejorar la experiencia de usuario.
introducion a sistemas de bases de datosssuser948499
El documento presenta una introducción a los sistemas de bases de datos. Explica que los sistemas de bases de datos surgieron para resolver los problemas de los sistemas de archivos, como la redundancia de datos y la dificultad de integrar información de diferentes archivos. Luego describe los componentes clave de un sistema de gestión de bases de datos, incluyendo el lenguaje de definición de datos, lenguaje de manipulación de datos, optimizador de consultas y manejo de transacciones. Finalmente, resalta algunas ventajas de los sistemas de bases de datos
instalacion de linux ububtu 10.10 gestiossuser948499
Este documento describe los pasos para instalar Ubuntu 10.10 y configurar varias funciones, incluyendo la instalación de una impresora, configuración de sonido y red, administración de usuarios, firewall y paquetes. También explica cómo instalar LAMP usando XAMPP en 8 pasos: descarga, instalación, inicialización, pruebas. Concluye que Ubuntu puede usarse como servidor aunque no es el más popular, y que las configuraciones gráficas agilizan los procesos en comparación con versiones anteriores.
seguridad de las aplicaciones web en el internetssuser948499
Este documento discute la seguridad en aplicaciones web. Aborda temas como la seguridad en el cliente, el servidor, la aplicación y la comunicación. En la introducción, describe las aplicaciones web, los niveles de seguridad necesarios, y las principales amenazas como la entrada no validada y el control de acceso roto.
modulo tres capas redes tecnologia interssuser948499
El documento describe el modelo de arquitectura de tres capas, el cual separa una aplicación en capas de presentación, lógica de negocio y datos. La capa de presentación contiene la interfaz de usuario, la capa lógica de negocio encapsula las reglas del negocio, y la capa de datos se comunica con la base de datos. Esto permite mayor independencia entre las capas y mejor reutilización y escalabilidad del software.
Gestion y manejo de bases de datos II 24ssuser948499
Este documento contiene 18 preguntas sobre conceptos básicos de bases de datos como los tipos de bases de datos, datos relacionales y no relacionales, jerarquías, bases de datos distribuidas, mapeo ORM, inteligencia de negocios, herramientas de minería de datos, claves primarias y foráneas, normalización, almacenamiento, frameworks, seguridad, MongoDB, NoSQL y diseños de bases de datos para sistemas de boletos aéreos y hospitales.
presentacion d actividad opara bases de datosssuser948499
La actividad consiste en crear una base de datos para almacenar las notas de varios estudiantes por materia, la cual deberá ser probada en 20 minutos insertando datos para comprobar su funcionamiento.
Este documento trata sobre la evolución de las aplicaciones web. Explica los tipos de aplicaciones según su accesibilidad y relación con el usuario, así como los conceptos de Web 1.0, Web 2.0 y Web 3.0. También describe el desarrollo de aplicaciones web, los servicios web y la instalación de un servidor web, base de datos y lenguaje de programación PHP.
gestión y manejo de bases de datos basicssuser948499
El documento habla sobre los gestores o manejadores de bases de datos, comparando sus ventajas y desventajas. Se pide generar un documento sobre este tema, enfocándose en proveer una guía comparativa de los diferentes manejadores de bases de datos.
El documento proporciona consejos para trabajar desde casa durante la pandemia de COVID-19. Recomienda mantener una rutina, no usar tiempo extra para trabajar, utilizar el chat de video, tomar descansos y moverse.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
6th International Conference on Machine Learning & Applications (CMLA 2024)ClaraZara1
6th International Conference on Machine Learning & Applications (CMLA 2024) will provide an excellent international forum for sharing knowledge and results in theory, methodology and applications of on Machine Learning & Applications.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
Adaptive synchronous sliding control for a robot manipulator based on neural ...IJECEIAES
Robot manipulators have become important equipment in production lines, medical fields, and transportation. Improving the quality of trajectory tracking for
robot hands is always an attractive topic in the research community. This is a
challenging problem because robot manipulators are complex nonlinear systems
and are often subject to fluctuations in loads and external disturbances. This
article proposes an adaptive synchronous sliding control scheme to improve trajectory tracking performance for a robot manipulator. The proposed controller
ensures that the positions of the joints track the desired trajectory, synchronize
the errors, and significantly reduces chattering. First, the synchronous tracking
errors and synchronous sliding surfaces are presented. Second, the synchronous
tracking error dynamics are determined. Third, a robust adaptive control law is
designed,the unknown components of the model are estimated online by the neural network, and the parameters of the switching elements are selected by fuzzy
logic. The built algorithm ensures that the tracking and approximation errors
are ultimately uniformly bounded (UUB). Finally, the effectiveness of the constructed algorithm is demonstrated through simulation and experimental results.
Simulation and experimental results show that the proposed controller is effective with small synchronous tracking errors, and the chattering phenomenon is
significantly reduced.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
2. Information
Instructor:
Assist. Prof. Maria-Iuliana Dascalu, PhD, FILS-UPB
Contact address:
maria.dascalu@upb.ro
The course material will be available on:
www.mariaiulianadascalu.com/teaching
Schedule:
Friday, 9th of May, 18-21, room 2103
Saturday, 16th of May, 9-18 , room 2017
Sunday, 17th of May, 9-18 , room 2017
Grading:
10%: written exam (18 multiple-choice qs and an open qs), 24th of
May, 9-9.50 , room 2017
20%: research presentation on a given subject (in teams) in-class
on Sunday, 17th of May
70%: project presentation (in teams), 24th of May, 10-12
3.
4.
5.
6.
7. The bottom line is…
Clean kitchen does not necessarily produce tasty food, but
we’d rather eat a so-so tasty food from a clean kitchen.
Good processes does not necessarily develop quality
software, but
we’d rather fly in Airbus with a software from a well-known
company than a small software development house.
So, there is a need for quality processes, since they decrease
the risk of companies producing low quality products.
Process management ensure qualitative processes.
8. Outline
Definitions
Core concepts and their descriptions
Components
Lifecycle
Examples
Advanced concepts
9. Definitions (1)
Business = person/ corporation engaged in commerce,
manufacturing, or a service; profit-seeking enterprise
(people/teams are involved for a specific outcome; refers to individuals, interacting together, to perform a set of
activities to deliver value to customers and a return on investment to the stakeholders)
Process= a systematic series of actions directed to
some end; a continuous set of actions, operations or
series of changes taking place in a definite manner
Management = the act or manner of managing; handling,
direction or control; executive ability; the person or
persons controlling and directing the affairs of a business
or institution (it requires handling exceptions, providing directions, controlling variables to achieve
desirable outcomes; it requires skills and involves people and executives)
11. Definitions (3)
Business Process Management:
Disciplined approach to identify, design, execute, document,measure, monitor
and control both automated and nonautomated business processes to achieve
consistent, targeted results aligned with an organisation’s strategic goals
Involves the deliberate, collaborative and increasingly technology aided
definition, improvement, innovation and management of end-to-end business
processes that drive business results, create value and enable an organisation
to meet its business objectives with more agility
Enables an enterprise to align its business processes to its business strategy,
leading to effective overall company performance through improvements of
specific work activities either within a specific department, across the enterprise
or between organisations
(Association of Business Process Management Professionals-ABPMP)
12. Outline
Definitions
Core concepts and their descriptions
Components
Lifecycle
Examples
Advanced concepts
13. Core Concepts •The defining
characteristic of
process vs. project
is repeatability vs.
uniqueness.
•Process is a
repetitive collection
of interrelated tasks
aimed at achieving a
certain goal.
•Project is a unique
endeavour with a
beginning and an
end undertaken to
achieve a goal.
14. Management Discipline and Enabling
Technologies
Enabling technology is meaningless without the management
disciplines and processes for exploiting the technology
Vendors have created application suites which help enable
organisations to better manage their business processes
Tools to visually design and model business processes
Simulate and test business processes, automate, control and
measure business processes
Provide feedback and reporting on process performance
Some vendors have combined these into integrated business
process management suites
15. Addresses End-To-End Work
Business functions are typically defined by a group
of activities related by a particular skill or goal such
(i.e. sales, finance, manufacturing)
Business processes focus on the end-to-end work,
i.e., tasks and activities, across functional
boundaries to deliver customer value
Business processes have defined inputs and
outputs and functions have not
16. Ongoing Management of Processes
BPM involves a permanent ongoing
organisational commitment to managing the
organisations processes
Includes:
Modelling
Analysis
Process design
Performance measurement
17. Modelling, Analysis, Design and
Measurement of Processes
Practice of BPM requires the measurement and
supervision of process performance
Setting process performance goals
Measuring actual performance, the efficiency of the business
processes (“doing the thing right“)
Reviewing the effectiveness of business processes (“doing the
right thing“)
Providing information, insight and feedback to other primary
activities such as process analysis, design and transformation
Gather information at key points in the process to
support decisions regarding cost or timing
18. Organisational Commitment
Management of end-to-end business process crosses organisational
boundaries
New roles and responsibilities are introduced, such as process
owners, designers and architects
Individuals responsible for end-to-end process design must interact
with traditional functionally based managers
New governance structures need to be introduced which may change
the way organisations make decisions and allocate resources
Practice of BPM requires a significant organisational commitment:
without organisational commitment, the practice and benefits of BPM
is unlikely to mature within an organisation
• Without supporting leadership, values, beliefs and culture, BPM is
unlikely to successfully take hold within an organisation
19. BPM Technology
BPM is a technology enabled and supported management discipline
Wide range of technologies available to support the planning, design,
analysis, operation and monitoring of business processes
Application suites available which help enable organisations to better
manage their business processes
BPM systems must be able to integrate with legacy systems in order to
control work and get information or measure performance
Common framework for how these technologies are deployed is most
often referred to as a Service Oriented Architecture (SOA)
20. Outline
Definitions
Core concepts and their descriptions
Components
Lifecycle
Examples
Advanced concepts
21. Components
A management approach to continuously
improve processes and archive
organizational objectives through a set of
methodologies and technologies
People and processes are a key part
22. Input
•An input can be a form, a document, an image, an approval from a person
(employee/customer/ manager can trigger an event), data, alert, mail from a
person or a system.
24. Process Activities
Types:
Value Added - contribute to the process output in a
positive way
Handoff - pass control of the process to another
department or organisation
Control - assure that the processes behave within
desired tolerances or specify a validity checkpoint
Examples:
Planning & strategy
Analysis
Design & modeling
Implementation
Monitoring & controlling
Refinement
29. Process Planning and Strategy
Sets the strategy and direction for the BPM
process
Plan starts with an understanding of organisational
strategies and goals
Provides a foundation for a holistic BPM approach to
ensure the alignment with organisational strategy and
the integration of strategy, people, processes and
systems across functional boundaries
Identifies appropriate BPM organisational roles and
responsibilities, executive sponsorship, goals and
expected performances measures and methodologies
30. Analysis of Business Processes
Takes information from strategic plans,
process models, performance
measurements, changes in the environment
and other factors in order to fully understand
the business processes in the context of the
overall organisation
31. Design and Modelling of Business
Processes
Document the sequence of activities, including the
design of what work is performed, at what time, in
what location, by what process actors using what
methodology
Defines what the organisation wants the process to
be and answers the what, when, where, who and
how questions of how end-to-end work is executed
Ensures that the proper management controls and
metrics are in place for compliance and performance
measurement
32. Process Monitoring and Controlling
Continuous measuring and monitoring of business
processes provides the information necessary to
adjust resources in order to meet process objectives
Measuring and monitoring also provides critical
process performance information through key
measurements related to goals and value to the
organisation
Analysis of process performance information can
result in improvement, redesign or reengineering
activates
33. Process Refinement
Implements the output of the iterative
analysis and design cycle
Addresses organisational change
management challenges
Aimed at continuous improvement and
process optimisation
34. Outline
Definitions
Core concepts and their descriptions
Components
Lifecycle
Examples
Advanced concepts
36. Simple vs. Complex: number of steps, number of
participants, number of people/systems involved, number of exceptions
37. Other examples…
Management processes:
used to measure, monitor and control business activities
ensure that a primary or supporting process meets operational,
financial, regulatory and legal goals
Primary (core) processes:
end-to-end, cross-functional processes which directly deliver value
represent the essential activities an organisation performs to fulfill its
mission
Support processes:
support primary processes, often by managing resources and/or
infrastructure required by primary processes
not directly deliver value (does not mean that they are unimportant to
an organisation); e.g. information technology management and human
resource management
39. Outline
Definitions
Core concepts and their descriptions
Components
Lifecycle
Examples
Advanced concepts
40. Advanced Concepts
1. Process Ownership
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Measurement
6. Process Transformation
7. Process Implementation
8. Process Quality
9. Process Management Organisation
10. Enterprise Process Management
11. Process Management Technology
42. Process Ownership
Successful BPM implementations recognise that the
role of a process owner is critical
Process owner is responsible for the entire end-to-
end process across functional departments
Success of this role depends on the authority the
individual has to control the budget and make
decisions that effect the development, maintenance
and improvement of the business process
45. Process Diagrams, Maps and Models
Diagrams:
Process diagram often depicts simple notation of the basic
workflow of a process
Depicts the major elements of a process flow, but omits the minor
details which are not necessary for understanding the overall flow
of work
Maps:
More precision than a diagram
More detail about process and important relationships to other
elements such as performers (actors), events, results
Provide a comprehensive view of all of the major components of
the process
Models:
Represents the performance of what is being modelled
Needs greater precision, data about the process and about the
factors that affect its performance
Often done using tools that provide simulation and reporting
capability to analyse and understand the process
46. Process Attributes and Characteristics
describe the properties, behaviour, purpose and
other elements of the process
are captured in a tool in order to organise, analyse
and manage an organisation’s portfolio of processes
examples:
Inputs/Outputs, Events/Results, Value Add,
Roles/Organisations, Data/Information, Probabilities,
Queuing, Transmission Time, Wait Time, Arrival
Patterns/Distributions, Costs (indirect and direct), Entry
Rules, Exit Rules, Branching Rules, Join Rules,
Work/Handling Time, Batching, Servers (number of people
available to perform tasks)
47. Purpose of Process Modelling (1)
A model is rarely a complete and full representation
of the actual process
Objective is to create a representation of the
process that describes it accurately and sufficiently
for the task at hand
Models are simplified representations that facilitate
understanding of that which is being studied and
making decisions about it
48. Purpose of Process Modelling (2)
Focus on representing those attributes of the process that support continued
analysis from one or more perspectives
Understanding the business process through the creation of the model
Creating a visible representation and establishing a commonly shared
rerspective
Process models are the primary means for
Measuring performance against standards
Determining opportunities for change
Expressing the desired end state preceding a change effort
Benefits of Modelling:
Models are relatively fast, easy and inexpensive to complete
Models are easy to understand (when compared to other forms of documentation)
Models provide a baseline for measurement
Models facilitate process simulation and impact analysis
49. Modelling Standards and Notations
Range of number of modelling and notational standards and
Techniques
Models provide a language for describing and communicating as-is and
to-be process information
Like all new languages must be learned
Examples:
Business Process Modelling Notation (BPMN)
Flow Charting
Event Process Chain (EPC)
Value Chain
Unified Modelling Language (UML)
IDEF-0 (Integration Definition for Function Modelling)
LOVEM-E (Line of Visibility Engineering Method - Enhanced)
SIPOC (Supplier, Input, Process, Output and Customer)
Systems Dynamics
Value Stream Mapping
50. Business Process Modelling Notation
(BPMN)
Widely used and supported standard for business
process modelling
Provides a graphical notation for specifying business
processes in a Business Process Diagram (BPD)
Uses a flowcharting technique similar to activity
diagrams from Unified Modelling Language (UML)
Can output BPMN to Business Process Execution
Language (BPEL)
Standard executable language for specifying interactions
with Web Services
Emerging standard
52. BPMN – Events: denote something that happens
Classifications: Catching – triggered by external event or Throwing – generating an output
Types: Start Event - acts as a trigger for the process, End Event - represents the result of a process,
Intermediate Event - represents something that happen between the start and end events
BPMN – Activities: describe the kind of work that must be done
Types: Task - represents a single unit of work that is not or cannot be broken down to a further level of
business process detail, Sub-Process - used to hide or reveal additional levels of business process
detail, Transaction - a form of sub-process in which all contained activities must be treated as a whole
BPMN – Gateway: determines forking and merging of paths depending on the conditions expressed
BPMN – Flow objects are connected to each other using connecting objects.
Types: Sequence Flow - shows in which order the activities will be performed, Message Flow - shows
what messages flow across organisational boundaries, Association - associate an Artefact to a Flow
Object and can indicate directionality
BPMN - Swim Lanes: visual mechanism of organising and categorising activities, based on cross
functional flowcharting
Types: Pool - represents major participants in a process and contains one or more lanes, Lane - used
to organise and categorise activities within a pool according to function or role
BPMN – Artefacts: used to bring some more information into the model/diagram
Types: Data Objects - show the data is required or produced in an activity, Group - used to group
different activities but does not affect the flow in the diagram, Annotation - used to provide the
model/diagram with understandable details
53.
54.
55. References
Association of Business Process Management Professionals
(ABPMP) Business Process Management Common Body of
Knowledge (CBOK)
Alan McSweeney, “Introduction to Business Process
Management”, 2010
M. Staron, W. Meding, “Ensuring Reliability of Information
Provided by Measurement Systems”, Ericsson
M. Staron, “Software Leadership and Quality Assurance”,
Gothenburg University, 2010
Editor's Notes
process is a defined set of activities or behaviours performed by humans or machines to achieve one or more goal
triggered by specific events and have one or more outcome that may result in the termination of the process or a handoff to another process
composed of a collection of interrelated tasks or activities which solve a particular issue
• BPM addresses end-to-end work and distinguishes between sets of subprocesses, tasks, activities and functions
• BPM requires a significant organisational commitment, often introducing new roles, responsibilities and structures to traditional functionally oriented organisations
• BPM is technology enabled with tools for visual modelling, simulation, automation, integration, control and monitoring of business processes and the information systems which support these processes
Most large organisations have a significant investment into a number of legacy systems:
Designed to support specific functions
A BPMS must be able to integrate with legacy systems in order to control work, get information or measure performance
Common framework for how these technologies are deployed is most often referred to as a Service Oriented Architecture (SOA)
Set of activities involved in creating representations of an existing (as-is) or proposed (to-be) business process
• Provides an end-to-end perspective of an organisations primary, supporting and management processes
• Modelling is a means to an end and not an end in itself
− You model to get results and reach conclusions
Flow charting: simple type of diagram that represents a process, showing the steps as boxes of various kinds and their order by connecting these with arrows
Swim lanes: an addition to the boxes and arrows process flow view of flow-charting that show how the work flows across organisational units or is handed-off from one role to another
Overall process is divided into lanes, with one lane for each person, group or subprocess.
Processes and decisions are grouped by placing them in lanes.
Event process chain (EPC): an ordered graph of events and functions
An EPC provides various connectors that allow alternative and parallel execution of processes
EPC method was developed within the framework of ARIS (BPM toolset)
Value chain:is used to demonstrate a single continuous flow from left to right of the sub-processes that directly contribute to producing value for the organisation’s customers
Chain of activities gives the products more added value than the sum of added values of all activities
Unified Modelling Language (UML) activity diagrams
IDEF-0: developed by the US Air Force for documenting manufacturing processes; part of the IDEF family of modelling languages in software engineering:
IDEF0 produces a function model that is structured representation of the functions, activities or processes
IDEF1 produces an information model that represents structure and semantics of information
IDEF2 produces a dynamics model that represents time-varying behavioural characteristics
LOVEM-E was developed as part of IBM’s Business Process Reengineering Methodology
SIPOC - style of process documentation used in Six Sigma
Systems Dynamics - approach to understanding the behaviour of complex systems over time; Deals with internal feedback loops and time delays that affect the behaviour of the entire system
Systems Dynamics models are “activity on arrow” diagrams rather than “activity on node” diagrams
Pentru a ilustra modul în care se aplică BPMN în cadrul unui scenariu de business complet, se va analiza următoarea situaţie: se face o cerere de concediu de către un angajat către superiorul său ierarhic, care aprobă sau nu cererea. Actorii implicaţi în proces sunt angajatul, superiorul ierarhic şi sistemul.
Setul de activităţi este definit de: (a) angajatul solicită concediu şi îşi notifică superiorul; (b) superiorul ierarhic procesează cererea, decide dacă o aprobă sau nu şi îl notifică pe angajat; (c) sistemul respinge automat cererea, în cazul în care superiorul nu răspunde în timp de o zi. BPD-ul este creat prin intermediul unui pool cu două lane-uri, unul pentru angajat şi celălalt pentru superiorul ierarhic. Următorul pas este plasarea elementelor BPMN pe BPD: evenimentele de start, atât pentru angajat cât şi pentru superiorul ierarhic, activităţile, evenimentele de stop.
Modelarea achiziţionării unui produs
Un alt proces este modelat în figura de mai jos. Situaţia este una clasică: clientul doreşte să comande prânzul. Sunt modelate interacţiunile dintre client şi casier, casier şi bucătar, bucătar şi curier. Actorii implicaţi sunt: clientul, casierul, bucătarul şi curierul. Setul de activităţi este definit de: (a) clientul alege prânzul şi comandă, plăteşte şi mănâncă comanda primită; în cazul în care nu primeşte ce a comandat după 60 minute, clientul ii va cere explicaţii casierului; (b) casierul primeşte comanda şi are rolul de a oferi explicaţii clientului dacă acesta le cere; (c) bucătarul pregăteste comanda; (d) curierul livrează prânzul şi primeşte plata. BPD-ul este creat prin intermediul unui lane separat pentru client şi al unui pool cu trei lane-uri pentru casier, bucătar, respectiv curier.