| Edition |
Second edition. |
| Description |
1 online resource |
|
text txt rdacontent |
|
computer c rdamedia |
|
online resource cr rdacarrier |
| Note |
Vendor-supplied metadata. |
| Summary |
OCEB-2 Certification Guide, Second Edition has been updated to cover the new version 2 of the BPMN standard and delivers expert insight into BPM from one of the developers of the OCEB Fundamental exam, offering full coverage of the exam material for both the business and technical tracks. The first study guide to prepare candidates to take and pass the OCEB Fundamental exam, it explains and builds on basic concepts, focusing on key areas and testing knowledge of all critical topics with sample questions and detailed answers. Suitable for practitioners and those newer to the field, this book provides a solid grounding in business process management based on the authors' own extensive BPM consulting experience.Completely updated with the latest material that one needs to pass the OCEB-2 and BPMN CertificationIncludes sample test questions in each chapter with all answers in the appendixExpert authors provide a solid overview of business process management (BPM). |
| Contents |
Front Cover -- OCEB 2 Certification Guide: Business Process Management -- Fundamental Level -- Copyright -- Contents -- About the Authors -- Foreword -- Preface -- Chapter 1: Getting Started -- 1.1. Sense and Nonsense of Certifications -- Types of Tests -- Measuring Knowledge -- Forgetting Knowledge -- Knowledge versus Skills -- Demand -- Increasing the Value -- Supervisors -- Commerce -- 1.2. The OCEB2 Certification Program -- Goal -- Developers -- Contents -- Certificates -- 1.2.1. OCEB2 Fundamental -- Business Goals -- Business Processes -- BPM -- BMM -- BPMN -- Frameworks -- 1.2.2. OCEB2 Business Intermediate -- 1.2.3. OCEB Business Advanced -- 1.2.4. OCEB Technical Intermediate -- 1.2.5. OCEB Technical Advanced -- 1.3. Object Management Group -- Members -- Meetings -- Certifications -- 1.4. Certification Process -- Coverage Map -- Experience -- Registration -- Exam -- Multiple-Choice Tests -- 90 Questions in 90+30 Minutes -- Test Questions -- Surveillance -- Certificate -- Fail and Repeat: Retention Period -- Knowledge Transfer -- 1.4.1. Case Study -- 1.4.2. Thank You! -- Thank You, OMG! -- Thank You, oose! -- Thank You, Publisher! -- Thank You, Reviewer! -- Additional References -- Chapter 2: Basic Principles of Business Management -- 2.1. Business Functions, Markets, and Strategies -- 2.1.1. Typical Business Functions -- Business Function versus Department -- Core and Support Functions -- Human Resources -- 2.1.2. Managers and Their Competencies -- Manager Delegate -- Seven Manager Competencies -- 2.1.3. Business Strategies -- The Strategy is the Means to an End -- 2.1.4. Strategy Development -- Business Strategy Steps -- 2.1.5. Porters Five Forces -- Market Structure -- Porter's Five Forces -- 2.1.6. STEP Analysis -- STEP=PEST -- Ready-Made System -- 2.1.7. Market Segmentation -- Isemarkt in Hamburg. |
|
Division Strategies for Market Segments -- Market Niches -- 2.1.8. SWOT Analysis -- Derive Strengths and Weaknesses -- Four Combinations -- 2.2. Marketing, Added Value, and Project Management -- Marketing Designs the Value Chain -- 2.2.1. Marketing -- Forms of Marketing -- Reactive and Proactive -- 2.2.2. Process Elements of Marketing -- Marketing≠Brochures and TradeFairs -- 2.2.3. Value Chain -- Primary and Supporting Processes -- 2.2.4. Projects -- 2.2.5. Project Management -- 2.3. Efforts and Key Figures -- 2.3.1. Cost Types -- Fixed, Variable, and Overhead Costs -- 2.3.2. Financial Key Figures -- Working Capital -- Return on Investment -- 2.4. Analysis Methods -- Techniques for Decision-Making -- 2.4.1. Break-Even Analysis -- Break-Even Point -- 2.4.2. Crossover Analysis -- Porsche is More Expensive than Smart -- Diesel versus Gas -- 2.4.3. Decision Trees -- Study or Earn Money? -- 2.4.4. Scheduling and Resource Planning -- 2.5. Sample Questions -- Chapter 3: Basic Principles of Business Processes -- 3.1. What is a Business Process? -- Question -- Answer: Real Life -- Answer: OCEB2 -- Definitions of Authors -- Definitions in Standards -- Similarities and Differences -- 3.2. Characteristics of a Business Process -- Complexity -- Major Doesn't Mean Complex -- Flexibility as a Success Factor -- Active Business Process Management -- Role -- Process Steps -- Process Topology -- Horizontal versus Vertical -- Process Goal -- 3.3. Discovering Business Processes -- From Implicit to Explicit -- Basis -- Business Process Analysis -- BPA Process -- Roles -- Approach -- Centralized -- Distributed -- Top-Down -- Bottom-Up -- Structured -- Free Form -- Orthogonal Approaches -- 3.4. Degrees of Abstraction of Process Descriptions -- Descriptive -- Analytical -- Executable -- Private Business Process -- Public Business Process -- Collaborative Business Process. |
|
Mixing Aspects -- 3.5. Sample Questions -- Chapter 4: Basic Principles of Business Process Management -- 4.1. What is Business Process Management? -- Origin -- TQM -- Definition -- BPR -- Radical Approach -- Leaps Instead of Steps -- Hammer and Champy -- BPM -- Processes Are Assets -- Processes Should Be Managed -- Processes Should Be Continuously Improved -- IT Is an Essential Enabler -- Practices -- Organization Structure -- Process Owner -- Bottom-Up Support -- IT -- Business Partners -- Training and Improvement -- Bonus and Awards -- Leaps Instead of Steps -- Pressure on Enterprises -- 4.2. Process-Focused Organization -- Process-Focused -- Culture -- Concepts -- Structure -- Technology -- 4.3. Business Process Management Suites -- 4.4. Designing Executable Process Models -- Digression SOA -- 4.5. Sample Questions -- Chapter 5: Business Modeling -- 5.1. The Business Motivation Model -- No Notation for BMM -- BMM Area -- 5.1.1. Complete BMM Overview -- End -- Means -- Influencers -- External Information -- Non-OMG Standards Are Permitted Too -- 5.1.2. Scalability of BMM -- Decomposable Areas -- 5.2. The Enterprise's End -- 5.2.1. Vision -- UML for the Metamodel -- Different Meanings of Vision -- Good Example of Vision -- 5.2.2. Goals and Objectives -- Goals Should be Measurable -- Objectives Quantify Goals -- 5.2.3. Desired Result -- "Some kind of" Superordinate -- 5.3. Means to an End -- Passing the Time -- Separation of Concerns -- 5.3.1. Mission -- Mission Makes Vision Operative -- Mission Statement -- Wording Pattern -- 5.3.2. Strategy and Tactic -- Strategy versus Tactic -- Strategies Channel Efforts -- Strategy Examples -- 5.3.3. Business Principles and Business Rules -- Directives, Business Policies, or Business Rules -- Enforcement Level -- Examples for Directives -- 5.4. Influencer -- Enterprises Subject to Influences. |
|
Influences Justify the End and Means -- Influencers Are Always Neutral -- 5.4.1. SWOT Assessment -- Evaluate Nuclear Disaster -- 5.4.2. External and Internal Influencers -- 5.5. Assessments -- Assessments Assess Influencers -- Assessments as the Connecting Link -- SWOT -- SWOT as an Assessment Category -- 5.6. OrganizationUnit -- Logical Links -- Digression Zachman Framework -- 5.7. Levels of Abstraction in Modeling -- 5.7.1. The Art of Abstraction -- Getting Concrete at an Abstract Level -- Abstract Models Should Look Nice -- 5.7.2. Static and Dynamic Models -- Skeleton=Static -- Processes=Dynamic -- 5.7.3. Systems Thinking -- Google Earth -- Everything is a System -- 5.7.4. Syntax, Notation, and Semantics -- Developing Your Own BMM Notation -- Semantics -- 5.8. Sample Questions -- Chapter 6: Modeling Business Processes Using BPMN -- 6.1. Who or What is BPMN? -- History of BPMN -- Goals of BPMN -- Not in the Focus -- 6.2. In a Nutshell: An Introduction to BPMN -- Process -- Comment -- Start Event -- Token -- Parallel Gateway -- End Event -- Exclusive Gateway -- Conditional Sequence Flow -- Default Flow -- Hierarchization of Processes -- Data Objects -- State -- Pool -- Message Flows -- Lane -- 6.3. Token -- Simulating Flow Scenarios -- Virtual Marble -- 6.4. Sequence Flow -- Two Rules for the Sequence Flow -- Conditional Sequence Flow -- Default Sequence Flow -- OR Semantics -- 6.5. Activities -- 6.5.1. Activity: Task, Subprocess, Processes -- Subprocess -- Expanded Subprocess -- Collapsed Subprocess -- No Pools and Lanes, "None" Start Event -- Call -- 6.5.2. ActivityTypes -- "What You ShouldKnow" -- 6.5.2.1. Definitions and Descriptions -- Loops -- Attributes Permitted -- Ad-hoc Subprocess -- 6.5.3. Behavior Types of Tasks -- Task Types -- 6.6. Gateways -- 6.6.1. Exclusive Gateways -- Decision -- No Mutually Exclusive Conditions. |
|
6.6.1.1. Data-Based Exclusive Gateway -- Two Equivalent Symbols -- 6.6.1.2. Event-Based Exclusive Gateway -- Response to Various Events -- 6.6.2. Parallel Gateways -- Splitting -- Synchronization -- 6.6.2.1. Parallel Box -- Abbreviated Form -- "Error-Prone Constructs" -- 6.6.3. Inclusive Gateway -- Decision -- 6.6.3.1. Inclusive Decision or Conditional Sequence Flow -- 6.6.4. Complex Gateway -- 6.7. Events -- Multiple Start Events -- Multiple End Events -- Flows With Start and End Event -- "All or Nothing!" -- Throw and Catch Events -- Throw Event -- Catch Event -- Intermediate Event in the Sequence Flow -- Intermediate Event on the Boundary of an Activity -- "Similar or Identical?" -- 6.7.1. Triggers -- 6.7.1.1. Timer -- 6.7.1.2. Message -- 6.7.1.3. Terminate -- End Event Without Event Type -- 6.7.1.4. Error and Escalation Events -- 6.7.1.5. Signal Events -- 6.7.1.6. Condition Events -- 6.7.1.7. Link Intermediate Events -- Other Event Types -- 6.8. Swimlanes and Message Flows -- 6.8.1. Pool -- Black Box -- 6.8.2. Lane -- 6.8.3. Message Flows -- Message Flow versus Sequence Flow -- Connection Rules -- 6.9. Artifacts and Data Objects -- Additional Information -- 6.9.1. Group -- 6.9.2. Comment -- 6.9.3. Association -- 6.9.4. Data Objects -- Connect With Data Associations -- 6.10. Sample Questions -- Chapter 7: Frameworks -- Overview -- Terms -- 7.1. Definitions -- 7.2. Process Frameworks -- 7.2.1. APQC Process Classification Framework -- Origin -- PCF -- 7.2.2. SCOR Model -- Origin -- Standard Descriptions -- Processes -- Contents -- 7.2.3. Value Reference Model -- Origin -- Strategic -- Tactical -- Operational -- 7.3. Quality Frameworks -- 7.3.1. Basic Principles and Concepts -- What is Quality? -- Process Improvement -- Measure and Visualize -- Heat Map -- 7.3.2. Business Process Maturity Model -- Origin -- Watts Humphrey -- Maturity Levels. |
| Subject |
Business consultants -- Certification.
|
|
Electronic data processing personnel -- Certification.
|
|
Industrial management -- Examinations -- Study guides.
|
|
Management information systems -- Examinations -- Study guides.
|
|
Gestion d'entreprise -- Examens -- Guides de l'étudiant.
|
|
Systèmes d'information de gestion -- Examens -- Guides de l'étudiant.
|
|
BUSINESS & ECONOMICS -- Industrial Management.
|
|
BUSINESS & ECONOMICS -- Management.
|
|
BUSINESS & ECONOMICS -- Management Science.
|
|
BUSINESS & ECONOMICS -- Organizational Behavior.
|
|
Business consultants -- Certification
|
|
Electronic data processing personnel -- Certification
|
|
Industrial management -- Examinations
|
| Genre/Form |
Electronic books.
|
|
examination study guides.
|
|
Study guides
|
|
Study guides.
|
|
Guides de l'étudiant.
|
| Added Author |
Weiss, Christian, author.
|
|
Grass, Andrea R., author.
|
|
Duggen, Kim Nena, author.
|
| Added Title |
Object management group certified expert in business process management certification guide |
| Other Form: |
Print version : 9780128053522 |
| ISBN |
9780128109847 (electronic bk.) |
|
012810984X (electronic bk.) |
|
9780128053522 (electronic bk.) |
|
0128053526 (electronic bk.) |
|
9781280582387 (MyiLibrary) |
|
1280582383 (MyiLibrary) |
| Standard No. |
9780128109847 |
|
AU@ 000058870997 |
|
AU@ 000067096771 |
|
AU@ 000068845937 |
|
CHBIS 011069456 |
|
CHNEW 001013706 |
|
CHVBK 499772415 |
|
GBVCP 879420995 |
|
UKMGB 017957918 |
