Business process modeling: Difference between revisions

Revision as of 11:29, 23 October 2024

Revision as of 15:25, 10 November 2024

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M. Rosemann, A. Schwegmann, and P. Delfmann also see disadvantages in the ''concept of views'': "It is conceivable to create information models for each perspective separately and thus partially redundantly. However, redundancies always mean increased maintenance effort and jeopardize the consistency of the models."<ref name="ROSEMANN">Michael Rosemann, Ansgar Schwegmann and Patrick Delfmann: ''Vorbereitung der Prozessmodellierung'' in Jörg Becker, Martin Kugler and Michael Rosemamm (publisher): ''Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung'', 2nd corrected and expanded edition, Springer, Berlin/Heidelberg/New York 2002, ISBN 978-3-540-00107-2</ref> ^{(Chapter 3.2.1 Relevant perspectives on process models) ← automatic translation from German}

According to Andreas Gadatsch, business ''business process modeling'' is understood as a part of ''business process management'' alongside ''process definition'' and ''process management''.<ref name="GADATSCH" /> ^{(Chapter 1.1 Process management) ← automatic translation from German}

Business process modeling is also a central aspect of holistic company mapping - which also deals with the mapping of the [[Mission statement|corporate mission statement]], corporate policy/[[corporate governance]], organizational structure, process organization, [[enterprise architecture|application architecture]], regulations and interest groups as well as the [[Market (economics)|market]].