This document provides an overview of business process modeling and the Business Process Modeling and Notation (BPMN) standard. It discusses what business processes are and why they are important to model. The key elements of a BPMN process model are presented, including activities, events, gateways, sequence flows, start and end events. Examples of process models in BPMN are shown for an order-to-cash process and handling down payments. The document also discusses conceptual vs executable process models and different purposes of process modeling.
Client Onboarding: Effectively Managing the Client LifecycleDoxim Inc.
The document discusses choosing an automated client onboarding solution. It recommends buying rather than building a solution, as building in-house often costs more than expected. When choosing a solution, firms should consider whether it will be SaaS-based or on-site, how to integrate it with back-office systems, and whether it allows for configuration and incremental growth. Mobile and e-signature capabilities are also important to meet client needs and drive efficiencies. Automating high-volume account types first provides the best return on investment.
[Process Day 2011] Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
This document summarizes a presentation by Alec Sharp on engaging executives in business process management. Some key points from the presentation include:
1) Executives may not view process management favorably and see it as a threat. Stories and examples can help engage them more than claims of cost savings.
2) Promoting process management based only on claims of reduced costs and improved efficiency may not be effective since all disciplines make similar claims.
3) Starting process initiatives from the middle levels of an organization, rather than the top, can gain more traction initially before bringing executives on board.
4) Processes need to be clearly defined and understood across an organization, as different roles see them differently, and this
Process Day 2010 - Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
The document summarizes a presentation about engaging executives on business process management. It discusses common fears executives have about process and provides strategies for gaining their support. Specifically, it recommends starting initiatives from the middle levels rather than the top, using compelling examples and stories, and focusing on a few key points for executives like having a clear definition of processes and ensuring performance measures align with process goals. It also emphasizes that processes need an owner to resolve conflicts between functional goals.
Including ecommerce in your business model landmannEric Landmann
Forward Fest 2020 presentation on including ecommerce in your business model, including information for startups and well-established companies, B2B or B2C
Applying Robotic Process Automation in Banking: Innovations in Finance and Riskaccenture
Robotics is quickly gaining traction in banks to automate their everyday finance and risk processes. Accenture's presentation covers the impact of Robotic Process Automation (RPA) on a bank's finance and risk function. Read Philippe Guyonnet’s blog to learn more about RPA in banking and finance and risk innovation:http://bit.ly/2dprACR
The document discusses business process modelling. It provides examples of common business processes like order-to-cash and fault-to-resolution. It describes the core elements of a process as activities, events, business objects, and actors. It explains the different perspectives of a process model including control flow, data, and resources. Process modelling is presented as an important part of business process management.
The document describes the order to cash (OTC) process, including taking customer orders, fulfilling orders, shipping, generating invoices, and collecting payments. It discusses the key sub-processes, purpose, process flow, and how improving OTC is a strategic priority for companies. The OTC process touches many departments and applications within a company.
5 Secret Weapons Of A Great Salesforce ArchitectSebastian Wagner
The document provides an overview of 5 secret weapons that can be used by great architects:
1. Business capability mapping - A model that describes the business capabilities and how they map to technology systems.
2. Business process deep dive - Analyzing business processes in detail to understand all relevant aspects.
3. Business entity model - A logical model that documents business entities and their relationships.
4. GAP analysis - Assessing how requirements can be met by a solution and addressing gaps.
5. Systems thinking - Looking at solutions as interconnected systems and understanding implications of design choices. Examples and benefits are provided for each weapon.
Client Onboarding: Effectively Managing the Client LifecycleDoxim Inc.
The document discusses choosing an automated client onboarding solution. It recommends buying rather than building a solution, as building in-house often costs more than expected. When choosing a solution, firms should consider whether it will be SaaS-based or on-site, how to integrate it with back-office systems, and whether it allows for configuration and incremental growth. Mobile and e-signature capabilities are also important to meet client needs and drive efficiencies. Automating high-volume account types first provides the best return on investment.
[Process Day 2011] Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
This document summarizes a presentation by Alec Sharp on engaging executives in business process management. Some key points from the presentation include:
1) Executives may not view process management favorably and see it as a threat. Stories and examples can help engage them more than claims of cost savings.
2) Promoting process management based only on claims of reduced costs and improved efficiency may not be effective since all disciplines make similar claims.
3) Starting process initiatives from the middle levels of an organization, rather than the top, can gain more traction initially before bringing executives on board.
4) Processes need to be clearly defined and understood across an organization, as different roles see them differently, and this
Process Day 2010 - Alec Sharp – Making Process Real Engaging the CXOs RecursoEloGroup
The document summarizes a presentation about engaging executives on business process management. It discusses common fears executives have about process and provides strategies for gaining their support. Specifically, it recommends starting initiatives from the middle levels rather than the top, using compelling examples and stories, and focusing on a few key points for executives like having a clear definition of processes and ensuring performance measures align with process goals. It also emphasizes that processes need an owner to resolve conflicts between functional goals.
Including ecommerce in your business model landmannEric Landmann
Forward Fest 2020 presentation on including ecommerce in your business model, including information for startups and well-established companies, B2B or B2C
Applying Robotic Process Automation in Banking: Innovations in Finance and Riskaccenture
Robotics is quickly gaining traction in banks to automate their everyday finance and risk processes. Accenture's presentation covers the impact of Robotic Process Automation (RPA) on a bank's finance and risk function. Read Philippe Guyonnet’s blog to learn more about RPA in banking and finance and risk innovation:http://bit.ly/2dprACR
The document discusses business process modelling. It provides examples of common business processes like order-to-cash and fault-to-resolution. It describes the core elements of a process as activities, events, business objects, and actors. It explains the different perspectives of a process model including control flow, data, and resources. Process modelling is presented as an important part of business process management.
The document describes the order to cash (OTC) process, including taking customer orders, fulfilling orders, shipping, generating invoices, and collecting payments. It discusses the key sub-processes, purpose, process flow, and how improving OTC is a strategic priority for companies. The OTC process touches many departments and applications within a company.
5 Secret Weapons Of A Great Salesforce ArchitectSebastian Wagner
The document provides an overview of 5 secret weapons that can be used by great architects:
1. Business capability mapping - A model that describes the business capabilities and how they map to technology systems.
2. Business process deep dive - Analyzing business processes in detail to understand all relevant aspects.
3. Business entity model - A logical model that documents business entities and their relationships.
4. GAP analysis - Assessing how requirements can be met by a solution and addressing gaps.
5. Systems thinking - Looking at solutions as interconnected systems and understanding implications of design choices. Examples and benefits are provided for each weapon.
The document discusses the role of business process management (BPM) in enabling organizational paradigm shifts from reactive to proactive, inward to outward, and low-value to high-value. It provides case studies on using BPM to automate supplier invoice processing, improve sales and distribution workflows using IoT, and leverage robotic process automation to reduce costs. The presentation covers key BPM concepts like data capturing, parameterization, process triggers, and how technologies like artificial intelligence can optimize process rules based on analytics.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Efficient and effective transaction monitoring is an essential part of staying in compliance with various AML regulations around the world. However, as your transaction volume increases, manual transaction monitoring will no longer cut it. Learn how to:
Build an effective automated transaction monitoring system
Deal with alerts in a timely manner
Utilize industry best practices
How RPA improves financial KPIs - DocProcessDocProcess
DocProcess is a cloud finance and accounting automation solution based on Robotic Process Automation and eInvoicing. Designed for enterprises, SSCs and BPOs. Our solution, DocXchange helps companies automate their Accounts Payable and Accounts Receivable operations with robots in the cloud (RaaS).
The document describes the cycle of continuous business change and improvement, which includes deciding strategy, modeling the business, changing the business, operating the business, and analyzing the business. It provides details on business modeling activities like identifying business terms, processes, data models, risks, and metrics. It emphasizes the importance of knowledge in managing change effectively through techniques like capturing business stories and scenarios.
UNDRSTND Group - ABBYY Technical Summit Oct 2017 - Martyn Christian KeynoteMartyn Christian
Keynote for ABBYY Tech Summit - October 2017 in San Diego, CA.
Industry & Technology trends in digital content, process automation and capture markets and the move to digital transformation solutions
THE CIO PLAYBOOK NINE STEPS CIOS MUST TAKE FOR SUCCESSFUL DIVESTITUREAbhishek Sood
The document provides a 9-step playbook for CIOs to ensure successful IT divestitures. It begins with conducting a thorough review of the transition services agreement to understand requirements. A cross-functional team is then formed to manage the IT aspects. A top-down, process-centric approach is recommended over a bottom-up data focus. Automated tools and methodologies are emphasized to reduce risks and costs. Testing is iterative to identify issues early. The post-delivery transition is also planned to support requirements after handover. Danger signs of past failed divestitures are outlined to avoid.
As an Admin, everyday we get requests from users, executives, and stakeholders about what they want you to do to make their jobs easier using Salesforce. It is our job to dig deeper into their request and figure out if what they say they want is actually what the business needs to succeed.
The document discusses how small and medium enterprises (SMEs) can become fully digital. It argues that the realities of the modern world like speed, scale, and transparency can only be handled through digital means. It provides a ladder for SMEs to progress from implicit to explicit to executable business processes. This involves transforming from informal illustrations to formal models with common notations, patterns and simulations, then implementing processes using BPM suites and automation. The document advocates advancing SMEs to view themselves as a system of interlinked processes across functions. Ultimately, SMEs should aim to make all business artifacts digital-first by fully describing and coordinating work as business activities and processes.
This document discusses how visual knowledge management can improve customer service by streamlining agent training and standardizing processes. It recommends a 5-step approach: 1) categorizing call types and mapping initial workflows; 2) linking knowledge articles to call types; 3) integrating systems into workflows; 4) mapping full workflows including variations; 5) testing workflows with agents. Customers saw benefits like reduced training time, increased efficiency and consistency, and improved customer satisfaction. Visual knowledge management engages agents and leads to better customer and employee experiences.
Document Management Options for Abila MIPNet at Work
The webinar provided an overview of document management options for Abila MIP Fund Accounting, including the Microix add-on modules. Microix enhances MIP with a purchase request, purchase order, and invoice approval workflow, and can establish budget encumbrances. The webinar covered evaluating options, implementing a new system, and testing with end users. Questions were invited at the end.
Shameel Ahamad M A is an SAP SD consultant with over 4 years of experience implementing various SAP SD business processes. He has extensive experience with master data setup, sales order processing, consignment processes, IDOC processing, interfaces, and the order to cash cycle. Some of his clients include British American Tobacco, Apple, and internal projects for Wipro. He has expertise in SAP SD, CRM, and basic ABAP skills.
End-To-End Digitalisation of a Sales Process for Retail BanksCedric Coiquaud
Case Study of projects around Digitalisation of Sales Processes within a major Retail Bank. Feedback on the positive impact in both Customer Experience & Operationnal Excellence !
- Electronic Signature
- m-Payments
12 minutes end-to-end for Customer + 18 minutes end-to-end for Back-Office study = Current Account opened in less than a half hour.
#ElectronicSignature #Digital #Bank #Acquisition #Process
The document summarizes an initiative by UBS Italia to reduce the time taken to open new bank accounts from 13 days to less than 10 days. Key steps taken included developing a new application based on Metastorm's BPM software, optical archiving, and integrating various tools like the CRM, validation, and core banking systems. This led to a 55% reduction in account opening time and significant improvements in process efficiency and data quality.
introduction to E-commerce, Electronic commerce, EDI, CS802E,
e-commerce ,edi ,electronic data interchange ,traditional commerce ,buyer and seller ,origin of e-commerce ,business process ,impact of e-commerce ,value chain analysis ,company value chain ,case studies on e-commerce ,advantages of e-commerce ,disadvantages of e-commerce
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
DocLink Document Management - Benefits of Smart FormsNet at Work
The webinar discussed DocLink's smart forms feature for document management. Smart forms allow users to create forms for common business processes like expense reports and purchase orders that streamline data entry and routing. Information from forms can be captured and attached to related documents. Examples were provided of how smart forms could be used for processes like expense reporting, credit card reconciliation, and onboarding. Attendees were invited to ask questions.
Fast-Track Your O2C Cycle With AR Automation - Techwave.pdfAnil
Sales, supply chain, and compliance aspects make the initial cash cycle a reasonably complex process. AR automation is one way by which organizations can shorten the cash conversion cycle and improve operational excellence. It also allows financial executives to build a solid foundation for a holistic, sustainable O2C process.
Traditional-Based Learning Vs Program-Based Learning.pptxssuser0d0f881
Traditional-based learning focuses on the teacher as the primary source of knowledge through lectures and standardized curriculum. Students play a passive role absorbing information. The structure provides limited flexibility. In contrast, program-based learning shifts the focus to student-centered and self-directed active learning through a flexible personalized curriculum tailored to individual needs and interests.
The document discusses the role of business process management (BPM) in enabling organizational paradigm shifts from reactive to proactive, inward to outward, and low-value to high-value. It provides case studies on using BPM to automate supplier invoice processing, improve sales and distribution workflows using IoT, and leverage robotic process automation to reduce costs. The presentation covers key BPM concepts like data capturing, parameterization, process triggers, and how technologies like artificial intelligence can optimize process rules based on analytics.
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Efficient and effective transaction monitoring is an essential part of staying in compliance with various AML regulations around the world. However, as your transaction volume increases, manual transaction monitoring will no longer cut it. Learn how to:
Build an effective automated transaction monitoring system
Deal with alerts in a timely manner
Utilize industry best practices
How RPA improves financial KPIs - DocProcessDocProcess
DocProcess is a cloud finance and accounting automation solution based on Robotic Process Automation and eInvoicing. Designed for enterprises, SSCs and BPOs. Our solution, DocXchange helps companies automate their Accounts Payable and Accounts Receivable operations with robots in the cloud (RaaS).
The document describes the cycle of continuous business change and improvement, which includes deciding strategy, modeling the business, changing the business, operating the business, and analyzing the business. It provides details on business modeling activities like identifying business terms, processes, data models, risks, and metrics. It emphasizes the importance of knowledge in managing change effectively through techniques like capturing business stories and scenarios.
UNDRSTND Group - ABBYY Technical Summit Oct 2017 - Martyn Christian KeynoteMartyn Christian
Keynote for ABBYY Tech Summit - October 2017 in San Diego, CA.
Industry & Technology trends in digital content, process automation and capture markets and the move to digital transformation solutions
THE CIO PLAYBOOK NINE STEPS CIOS MUST TAKE FOR SUCCESSFUL DIVESTITUREAbhishek Sood
The document provides a 9-step playbook for CIOs to ensure successful IT divestitures. It begins with conducting a thorough review of the transition services agreement to understand requirements. A cross-functional team is then formed to manage the IT aspects. A top-down, process-centric approach is recommended over a bottom-up data focus. Automated tools and methodologies are emphasized to reduce risks and costs. Testing is iterative to identify issues early. The post-delivery transition is also planned to support requirements after handover. Danger signs of past failed divestitures are outlined to avoid.
As an Admin, everyday we get requests from users, executives, and stakeholders about what they want you to do to make their jobs easier using Salesforce. It is our job to dig deeper into their request and figure out if what they say they want is actually what the business needs to succeed.
The document discusses how small and medium enterprises (SMEs) can become fully digital. It argues that the realities of the modern world like speed, scale, and transparency can only be handled through digital means. It provides a ladder for SMEs to progress from implicit to explicit to executable business processes. This involves transforming from informal illustrations to formal models with common notations, patterns and simulations, then implementing processes using BPM suites and automation. The document advocates advancing SMEs to view themselves as a system of interlinked processes across functions. Ultimately, SMEs should aim to make all business artifacts digital-first by fully describing and coordinating work as business activities and processes.
This document discusses how visual knowledge management can improve customer service by streamlining agent training and standardizing processes. It recommends a 5-step approach: 1) categorizing call types and mapping initial workflows; 2) linking knowledge articles to call types; 3) integrating systems into workflows; 4) mapping full workflows including variations; 5) testing workflows with agents. Customers saw benefits like reduced training time, increased efficiency and consistency, and improved customer satisfaction. Visual knowledge management engages agents and leads to better customer and employee experiences.
Document Management Options for Abila MIPNet at Work
The webinar provided an overview of document management options for Abila MIP Fund Accounting, including the Microix add-on modules. Microix enhances MIP with a purchase request, purchase order, and invoice approval workflow, and can establish budget encumbrances. The webinar covered evaluating options, implementing a new system, and testing with end users. Questions were invited at the end.
Shameel Ahamad M A is an SAP SD consultant with over 4 years of experience implementing various SAP SD business processes. He has extensive experience with master data setup, sales order processing, consignment processes, IDOC processing, interfaces, and the order to cash cycle. Some of his clients include British American Tobacco, Apple, and internal projects for Wipro. He has expertise in SAP SD, CRM, and basic ABAP skills.
End-To-End Digitalisation of a Sales Process for Retail BanksCedric Coiquaud
Case Study of projects around Digitalisation of Sales Processes within a major Retail Bank. Feedback on the positive impact in both Customer Experience & Operationnal Excellence !
- Electronic Signature
- m-Payments
12 minutes end-to-end for Customer + 18 minutes end-to-end for Back-Office study = Current Account opened in less than a half hour.
#ElectronicSignature #Digital #Bank #Acquisition #Process
The document summarizes an initiative by UBS Italia to reduce the time taken to open new bank accounts from 13 days to less than 10 days. Key steps taken included developing a new application based on Metastorm's BPM software, optical archiving, and integrating various tools like the CRM, validation, and core banking systems. This led to a 55% reduction in account opening time and significant improvements in process efficiency and data quality.
introduction to E-commerce, Electronic commerce, EDI, CS802E,
e-commerce ,edi ,electronic data interchange ,traditional commerce ,buyer and seller ,origin of e-commerce ,business process ,impact of e-commerce ,value chain analysis ,company value chain ,case studies on e-commerce ,advantages of e-commerce ,disadvantages of e-commerce
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
DocLink Document Management - Benefits of Smart FormsNet at Work
The webinar discussed DocLink's smart forms feature for document management. Smart forms allow users to create forms for common business processes like expense reports and purchase orders that streamline data entry and routing. Information from forms can be captured and attached to related documents. Examples were provided of how smart forms could be used for processes like expense reporting, credit card reconciliation, and onboarding. Attendees were invited to ask questions.
Fast-Track Your O2C Cycle With AR Automation - Techwave.pdfAnil
Sales, supply chain, and compliance aspects make the initial cash cycle a reasonably complex process. AR automation is one way by which organizations can shorten the cash conversion cycle and improve operational excellence. It also allows financial executives to build a solid foundation for a holistic, sustainable O2C process.
Traditional-Based Learning Vs Program-Based Learning.pptxssuser0d0f881
Traditional-based learning focuses on the teacher as the primary source of knowledge through lectures and standardized curriculum. Students play a passive role absorbing information. The structure provides limited flexibility. In contrast, program-based learning shifts the focus to student-centered and self-directed active learning through a flexible personalized curriculum tailored to individual needs and interests.
Information and documentation, Records management, Concepts and principles.pptxssuser0d0f881
The document provides an overview of ISO 15489, which defines concepts and principles for records management. It discusses key aspects of records management including the records lifecycle of creation, maintenance, and disposition. It also defines what constitutes a record and a document, and outlines the importance of effective records management for organizations. Records management ensures records and information are captured and accessible to meet legal and operational needs.
Service-oriented architecture (SOA) is a method of software development that ...ssuser0d0f881
The document discusses processes in service-oriented architecture (SOA). It explains that in SOA, a service unit is not a single process but a bundle of processes that provide access to its capabilities in different ways. Processes support message exchange between service units, which is required for loose coupling. The integration of service units typically involves relationships between business processes. A process begins and ends within its service unit so the service unit manager maintains control. Capabilities delegated to other service units are invoked through requests to those other service units.
PRECISE SPECIFICATION OF BUSINESS DECISIONS AND BUSINESS RULESssuser0d0f881
The document discusses the Decision Model and Notation (DMN) standard which provides constructs for modeling organizational decisions. DMN allows decisions to be depicted in diagrams, defined by business analysts, and optionally automated. It spans both decision requirements modeling using a Decision Requirements Graph and decision logic modeling using a FEEL language to define decision tables and logic. DMN can be used to model human decision making, requirements for automated decisions, and implementing automated decision systems.
The document discusses business process improvement which involves identifying, analyzing, and improving existing business processes. It describes the BPM lifecycle including discovery, analysis, redesign, implementation, and monitoring & controlling phases. The main goals of process improvement are to minimize errors, speed processing, reduce costs, and improve output quality and productivity. Process improvement methods like Six Sigma (DMAIC and DMADV) and Total Quality Management are discussed. Implementing process monitoring allows companies to detect problems early and respond quickly.
There are seven steps to connecting decisions modeled in DMN to business processes modeled in BPMN: 1) identify and develop the high-level business process, 2) identify decisions, 3) develop the decision model, 4) identify the data model, 5) map each decision to the business process, 6) detail the decision logic, and 7) use assignment values from decisions to direct the business process flow. Decisions can trigger and control multiple aspects of business processes, though not all business rules are decisions that are formally modeled.
The document discusses business event modeling and event thinking as an alternative to traditional process modeling. It focuses on modeling non-process elements like external events, states, decisions, and activities, rather than pre-planned process sequences. Examples of business events include customer orders and payments as well as supplier deliveries and invoices. The document also distinguishes between simple event processing, which involves extracting, transforming and loading data, and complex event processing, which can detect organized events directed through decisions without a predefined process.
This document discusses complex gateways and error handling in business processes. It describes the different types of gateways - AND, XOR, OR - and how they handle multiple incoming and outgoing branches. It also explains how complex gateways can implement custom rules. The document then covers error events, which stop a process branch, and escalation events, which can throw events to handle a condition outside normal flow or continue processing without stopping. It provides examples of using complex gateways and handling exceptions.
The document discusses different types of events in BPMN modeling including throwing and catching events, message events, timer events, conditional events, and signal events. Specifically:
- Throwing events trigger conditions and catching events receive thrown conditions. Message events use filled icons for throwing and unfilled icons for catching.
- There are important rules for modeling message events including start message events exclusively receiving messages, end message events exclusively sending messages, and intermediate events can send or receive messages.
- Timer events include start and intermediate events and express time intervals or wait times. Conditional events are more sophisticated than timer or message events and assume an active system to trigger conditions.
- Signal events use triangles inside circles and allow broadcasting
This document discusses different types of activities, tasks, and events in business process modeling and notation (BPMN). It describes specific task types, looping and multiple instance subprocesses, looping without a looping subprocess, and advanced event types like message events. The figures show examples of connections between BPMN processes and decision modeling notation (DMN), use cases for activity types, looping subprocesses, and looping using upstream sequence flow.
This document provides an overview of business process modeling notation (BPMN) and decision modeling notation (DMN) concepts. It discusses how BPMN is used to model business processes and manage process instances, while DMN is used to document and implement business decisions and rules. The document outlines the basic elements of BPMN, such as tasks, subprocesses, and message flows, and the basic elements of DMN, such as the rule task. It also describes process flows and the phases of activities in BPMN models.
Use strong, unique passwords for all accounts and enable two-factor authentication to protect personal data like names, phone numbers, credit card details and passport IDs. Store sensitive files in secure cloud services instead of local devices. Verify any unusual requests and avoid sharing login credentials to prevent identity theft when personal information falls into the wrong hands.
This document discusses business process monitoring and mining. It introduces different types of process dashboards for operational, tactical, and strategic monitoring. It then covers process mining, including automated process discovery from event logs, commonly used process mining tools, and how to generate and analyze process maps from event logs. Key process mining techniques discussed are conformance checking, performance analysis, and variants analysis to understand differences between processes. Exercises are provided to help apply these techniques using a process mining tool.
This chapter discusses turning conceptual process models into executable models through a five-step method: 1) identify automation boundaries, 2) review manual tasks, 3) complete the process model, 4) refine the granularity, and 5) specify execution properties. It also introduces complementary standards like CMMN for unordered tasks and DMN for business rules that can be used to complete the transformation. The goal is to make abstract models more structured and technically-oriented for use in process-aware information systems.
This document provides an overview of a step-by-step method for transforming a conceptual business process model into an executable process model that can be implemented in a business process management system (BPMS). It discusses four main steps: 1) Identifying the automation boundaries by specifying whether each task is automated, a user task, or manual; 2) Reviewing manual tasks and finding ways to support them through IT; 3) Completing the process model by adding exception handlers and specifying business objects; and 4) Adjusting task granularity by aggregating consecutive tasks assigned to the same resource or refining tasks that are too coarse-grained. The document uses a running example of a customer, supplier, and seller process to illustrate applying
This chapter discusses process-aware information systems that support process automation. It explains business process management systems (BPMSs) which are domain-agnostic systems that can achieve process automation through components like an execution engine, process modeling tool, and administration/monitoring tools. The chapter covers some advantages of introducing a BPMS like workload reduction and execution transparency, as well as challenges including technical integration challenges and organizational resistance to change.
This document discusses quantitative process analysis techniques. It begins by explaining why flow analysis alone is not sufficient and how queuing analysis and simulation can address its limitations by considering waiting times due to resource contention. It then provides an overview of key concepts in queuing theory such as utilization, waiting time, and Little's Law. The document also introduces common probability distributions used in queuing analysis and simulation like the Poisson process and negative exponential distribution. It presents an example queuing analysis of an emergency room and demonstrates how additional doctors could reduce waiting times. Finally, it discusses process simulation methodology and tools that can be used to model processes and analyze performance under different scenarios.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.