Bibliografie tematiche / Business Process

Letteratura scientifica selezionata sul tema "Business Process"

Autore: Grafiati
Pubblicato: 4 giugno 2021
Ultima modifica: 8 giugno 2024

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Articoli di riviste sul tema "Business Process"

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Bhaskar, Lal. "Business process reengineering: A process based management tool". Serbian Journal of Management 13, n. 1 (2018): 63–87. http://dx.doi.org/10.5937/sjm13-13188.

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Jia-Xing Wang, Jia-Xing Wang, Si-Bin Gao Jia-Xing Wang, Cong-Er Yuan Si-Bin Gao, Da-Peng Tan Cong-Er Yuan e Jing Fan Da-Peng Tan. "Service Process Improvement Based on Business Process Management". 網際網路技術學刊 22, n. 5 (settembre 2021): 1117–28. http://dx.doi.org/10.53106/160792642021092205015.

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Katarzyna, Budzynska. "Business Process Offshoring in Poland". New Trends and Issues Proceedings on Humanities and Social Sciences 3, n. 4 (22 marzo 2017): 119–28. http://dx.doi.org/10.18844/gjhss.v3i4.1534.

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Vidgen, Richard, e Xiaofeng Wang. "From Business Process Management to Business Process Ecosystem". Journal of Information Technology 21, n. 4 (dicembre 2006): 262–71. http://dx.doi.org/10.1057/palgrave.jit.2000076.

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New technologies, notably service-oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approach to systems development. The evolution of BPM and its associated technologies are explored and then coevolutionary theory is used to understand the business/IT relationship. Specifically, Kauffman's NKC model is applied to a business process ecosystem to bring out the implications of coevolution for the theory and practice of BPM and for the relationship between business and IT. The paper argues that a wider view of the business process ecosystem is needed to take account of the social perspective as well as the human/non-human dimension.
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Richman Miyambu, Gezani, e Solly Matshonisa Seeletse. "Numeric measurement of business process optimization". Environmental Economics 7, n. 4 (9 dicembre 2016): 20–24. http://dx.doi.org/10.21511/ee.07(4).2016.02.

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The paper describes a simple, straightforward method to measure progress of business process optimization (BPO). The aim is to derive measures of the degree of BPO attainment in order to identify future priority focus for ensuing exercises. These measures can help to identify components of business that should be improved towards full optimization of processes in business. In an ideal case of the business containing all the components, a large business scenario is assumed. However, flexibility is permissible when changes are experienced with either some business aspects missing or new ones added. A measure of BPO progress was eventually developed based on these circumstances. A BPO measurement is described for presentation as a percentage or proportion. Keywords: BPE, BPO, change management, measure, risk management, success factor. JEL Classification: C1, C3, C5, C6, O3
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Nadarajah, Devika, e Sharifah Latifah Syed A. Kadir. "Measuring Business Process Management using business process orientation and process improvement initiatives". Business Process Management Journal 22, n. 6 (7 novembre 2016): 1069–78. http://dx.doi.org/10.1108/bpmj-01-2014-0001.

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Purpose Past research examining Business Process Management (BPM) mainly focussed on either process alignment, business process orientation (BPO) or process improvement initiative (PII) constructs. However, based on the definition of BPM by Zairi (1997) and Lee and Dale (1998), BPM comprises all the elements of process alignment, BPO and PII. Hence, the purpose of this paper is to present a total view of measuring BPM through combining BPO and PIIs. Design/methodology/approach Quantitative research technique was applied for this study. The study was carried out in Malaysia. Close-ended survey instrument was administered to a large number of organisations. Findings The findings revealed that the elements of BPM cover both process management as well as process improvements. Originality/value The findings from this study is important for practitioners to regard continuous improvement as a component of BPM practice.
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Elliman, Tony, Tally Hatzakis e Alan Serrano. "Business Process Simulation". International Journal of Enterprise Information Systems 2, n. 3 (luglio 2006): 43–58. http://dx.doi.org/10.4018/jeis.2006070104.

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Baporikar, Neeta. "Business Process Management". International Journal of Productivity Management and Assessment Technologies 4, n. 2 (luglio 2016): 49–62. http://dx.doi.org/10.4018/ijpmat.2016070104.

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In today's business environment it is impossible for one or one group of people to fully know or understand all the dynamics associated with the operational business processes within an organization. This is why it is essential that companies map, monitor, analyze and collaborate on process knowledge and management improvement. It is here that organizations are looking towards Business Process Management (BPM), which would help to maximize the bottom-line impact of process improvement efforts through effective communication. It supports all elements of business processes - from modeling and documentation, communicating, measurement and analysis, to continuous process management and improvement. BPM is the orchestration of various business systems into identifiable and controllable systems. This paper through in depth literature review and keen observation attempts to look at what BPM means, what it includes and how it would be strategically advantageous if the organizations adopt it.
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Ziegel, Eric R., e Robert Camp. "Business Process Benchmarking". Technometrics 38, n. 2 (maggio 1996): 193. http://dx.doi.org/10.2307/1270437.

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Guha, Subashish, William J. Kettinger e James T. C. Teng. "BUSINESS PROCESS REENGINEERING". Information Systems Management 10, n. 3 (gennaio 1993): 13–22. http://dx.doi.org/10.1080/10580539308906939.

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Tesi sul tema "Business Process"

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Svatoš, Oleg. "Business Process Modeling: Process Events and States". Doctoral thesis, Vysoká škola ekonomická v Praze, 2005. http://www.nusl.cz/ntk/nusl-110447.

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This thesis focuses on modeling of business processes which are very sensitive on correct capturing of process details characterized as process events and states. At the beginning of the analysis are the process events and states classified into three types: activity related, object related and time related. Each type is analyzed in detail and there are formulated states and their transitions that form a lifecycle of each individual type of the process state. There are discussed contemporary process modeling languages starting from the very popular to relatively less known, all representing slightly different approach towards process modeling. The analysis of process events and states shows that the contemporary process modeling languages cover the defined lifecycles only partially. There are picked three popular process modeling languages and put through a test case, which is based on Czech regulation of a building process. This test case allows us to review their capabilities to capture the process events including the ways how they get along with their only partial support. Upon analysis of process events and states and the unsatisfying results of the con-temporary process modeling languages in the test case, there is introduced a new process modeling language which, as demonstrated, is capable of capturing many of the process events and states in the test case in much simpler and precise way that the three reviewed process modeling languages were able to.
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Miloš, Martin. "Využití agentů při modelování business procesů". Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-19055.

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This diploma thesis deals with the usage of agents in business process modelling. The aim is to identify possible uses in the problem area and to evaluate their potential. Intended usage is analysed on the basis of the objectives of process modelling. Described in detail, it focuses on potential application of agents in a process modelling itself, in deploying executable and flexible processes, process improvements and finally in dynamic planning. A further objective is to provide an overview of current research and literature in problem area. To fulfil the goal available literature is analysed and basis approaches are demonstrated in case study. Paper does not address the implementation of multi-agent systems (MAS). Following introduction reader is guided though basic elements of the processes and their modelling, concept of agents and modelling of MAS. As a process modelling notation BPMN in planned 2.0 release was selected. Next section is devoted to the usage of agents. The last part of the work is a case study discussing the possibilities of agents application in company operating public car auctions. In addition the process model (BPMN) transformation to agent model is presented and further developed as a interconnection between process modelling and agent-based systems. Combination of agent approach with business rules and hybrid simulation are proposed as the most promising usages.
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Doskočilová, Veronika. "Využití agentů v business procesech". Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-124783.

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This work deals with the possibilities of using agents and multiagent systems in the areas of business process management and business process modeling. The aim of the theoretical part is to describe the theory of artificial agents, to assess the benefits of this approach and to describe current applications of MAS in BPM. In the theoretical part I also describe the issue of management and business process modeling and methodology MMABP. The aim of the analytical part is to summarize the possibilities of using MAS in BPM in the situations where business processes are already described and modeled and in the situations where there are no such descripctions nor models yet . In this part I also want to introduce my theory of agent-process, which is the possibility of looking at processes as autonomous agents. This theory is presented in practical demonstrations and examples by using the TROPOS methodology, and this theory is supported by references from the areas of agent and business process modeling.
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Kvist, Henrik, e Henning Bakke. "Business Process Design". Thesis, Blekinge Tekniska Högskola, Institutionen för maskinteknik, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-4645.

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The constant changes in governmental and customer requirements are forcing organizations to adapt in today’s dynamic market. Challenges such as international competition, increased cost pressure and efficient resource allocation are just a few examples of what organizations currently are facing. The need of managing business processes has become evident, as processes describes how well the organization is operating. Processes are no longer seen as just a tool, but as a way to visualize and standardize the organization in order to decrease variation and waste. With limited resources, ABB HVC has been working with business processes for over 20 years without any major influence since the competition has not required it. During the last three years the focus has shifted and business processes are now a hot topic. A stance has been taken and ABB HVC is now aiming to become a process-oriented organization. To become a process-oriented organization, ABB HVC needs a solid foundation built around processes. This project aims to satisfy a part of that foundation by designing a process for the technology department. As the technology department currently lacks a defined process, they cannot in a clear and visual way describe how they operate. Most of the time spent during this project, was focused on designing a functional process and to identify options for development. The research type of this project is a change focused research with an action research strategy. The selected approach is a design research methodology with qualitative data collection. In order to gather all the required information to complete the task, a literature review and an empirical analysis of ABB HVC were conducted. The result of this project was a process map describing the workflow and interactions of the technology department. An implementation plan, tools and suggested improvements have also been included in the report to provide the technology department with a strategy in how to continue the process work.
Ständiga förändringar och krav från myndigheter och kunder tvingar organisationer att anpassa sig till dagens dynamiska marknad. Utmaningar som internationell konkurrens, ökat kostnadstryckt och en effektiv resursfördelning är bara några exempel på vad organisationer för närvarande står inför. Behovet av att hantera affärsprocesser har blivit uppenbart eftersom processerna beskriver hur väl organisationen fungerar. Processer ses inte längre som bara ett verktyg, utan som ett sätt att visualisera och standardisera organisationen för att minska variation och slöseri. Med begränsade resurser har ABB HVC arbetat med affärsprocesser i över 20 år utan någon större påverkan för att konkurrensen inte har krävt det. Under de senaste tre åren har fokus skiftat och affärsprocesser är nu ett hett samtalsämne. En ställning har tagits och ABB HVC siktar nu på att bli en processorienterad organisation. För att bli en processorienterad organisation behöver ABB HVC en stabil grund uppbyggd kring processer. Detta projekt syftar till att tillfredsställa en del av denna grund genom att utforma en process för teknikavdelningen. Eftersom teknikavdelningen idag saknar en definierad process kan de inte tydligt beskriva hur de arbetar. Merparten av tiden spenderat under detta projekt var inriktad på att utforma en fungerande process och att identifiera alternativ för utveckling. Forskningstypen för detta projekt är en förändringsfokuserad forskning med en aktionsforskningsstrategi. Det valda tillvägagångssättet är att använda design research metodiken med kvalitativ datainsamling. För att samla in all den information som krävts för att slutföra uppgiften, har en litteraturstudie och en empirisk analys av ABB HVC utförts. Resultatet av detta projekt var en processkarta som beskriver arbetsflödet och interaktionerna för teknikavdelningen. En genomförandeplan, verktyg och förslag på förbättringar har också tagits med i rapporten för att ge teknikavdelningen en strategi för hur man ska fortsätta processarbetet.
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Zdražil, Ondřej. "Business Process Engineering". Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-3221.

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V této diplomové práci se zabývám problematikou návrhu business architektury s důrazem na možnost její implementace v reálném tržním subjektu. Práce obsahuje teoretickou část, která poskytuje metodická východiska, a část praktickou, ve které nejprve konstruuji vlastní metodiku návrhu a podle této metodiky pak provádím návrh business architektury subjektu realitního trhu za využití nástroje ProVison. Součástí práce jsou grafické výstupy a jejich popis.
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Li, Xu. "Business process integration". [S.l. : s.n.], 2004. http://www.bsz-bw.de/cgi-bin/xvms.cgi?SWB11163824.

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Hejtman, Jan. "Zlepšování procesů hospodaření s vodou". Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2009. http://www.nusl.cz/ntk/nusl-228631.

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The aim of this thesis is a lay of the business processes in Vodárenska akciová společnost, a.s. In theoretical part of the thesis are describe characteristics, mapping and modeling of processes in this company. In practical part are mapping processes, which this company make in order for their customers and daily processes, whereby sustains own infrastructure.
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Zhao, Yue. "Individual Business Initiation Process and Business Dynamics". Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-183287.

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Many relationship-based studies focus on how businesses are maintained and developed. However, little attention focused on individuals as business initiators and the consequent processes. This study will bridge this gap. A theoretical model with two cases will answer two questions    -How individuals initiate business through personal network? -What is the consequent process?   The studies demonstrate that individual do play a very important role when initiating a new business and they set in motion relationship-building processes that change the network structure.   The contribution for research and management is clear. The netentrepruer is a new ‘actor’ and can be useful in future studies of business networks. Management can usefully become conscious of the possibilities they have in studying their network contacts before initiating new businesses. Managers should utilize managing individual’s networks as new competition strategies. This will modify the view of management strategy and also contribute to theory building.
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Warwick, Jerry L. "Business process redesign : design the improved process /". Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from the National Technical Information Service, 1993. http://handle.dtic.mil/100.2/ADA274947.

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Thesis (M.S. in Information Technology Management) Naval Postgraduate School, September 1993.
Thesis advisor(s): Haga, William James ; Euske, Kenneth J. "September 1993." Bibliography: p. 142-144. Also available online.
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Rodriguez, Hermosa Carlos Dario. "Exploiting Business Process Knowledge for Process Improvement". Doctoral thesis, University of Trento, 2013. http://eprints-phd.biblio.unitn.it/912/1/PhD-Dissertation-Carlos-Rodriguez.pdf.

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Processes are omnipresent in humans’ everyday activities: withdrawals from an ATM, loan requests from a bank, renewals of driver’s licenses, purchases of goods from online retail systems. In particular, the business domain has strongly embraced processes as an instrument to help in the organization of business operations, leading to so-called business processes. A business process is a set of logically-related tasks performed to achieve a defined business outcome. Business processes have a big impact on the achievement of business goals and they are widely acknowledged as one of the more important assets of any organization next to the organization’s customer basis and, more recently, data. Thus, there is a high interest in keeping business processes performing at their best and improving those that do not perform well. Nowadays, business processes are supported by a wide range of enabling technologies, including Web services and business process engines, which enable the (partial)automation of processes. Information systems supporting the execution of processes typically store a wealth of process knowledge that includes process models, process progression information and business data. The availability of such process knowledge gives unprecedented opportunities to get insight into business processes, which leads to the question of how to exploit this knowledge for facilitating the improvement of processes. In order to answer this question, we propose to exploit process knowledge from two different but complementary perspectives. In the first one, we take the process execution perspective and leverage on process execution data generated by information systems to analyze and understand the actual behavior of executed processes. In the second one, we take the process design perspective and propose to extract process model patterns from existing models for reuse in the design of processes. The final goal of this thesis is to facilitate process improvement by exploiting existing process knowledge not only for gaining insight into and understanding of processes but also for reusing the resulting knowledge in the improvement thereof. We have successfully applied our approaches in the context of service-based business processes and assisted dataflow-based mashup development. In the former, we validated our approach through a end-user study of the usability and understandability of our approach and tools, while in the latter the evaluations were performed through experiments run on a dataset of models from the mashup tool Yahoo! Pipes.
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Libri sul tema "Business Process"

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Business Process Orientation. London: Taylor and Francis, 2001.

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Scholz-Reiter, Bernd. Business Process Modelling. Berlin, Heidelberg: Springer Berlin Heidelberg, 1996.

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Kumar, Akhil. Business Process Management. First Edition. | New York: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315646749.

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Polyvyanyy, Artem, Moe Thandar Wynn, Amy Van Looy e Manfred Reichert, a cura di. Business Process Management. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85469-0.

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Di Ciccio, Claudio, Remco Dijkman, Adela del Río Ortega e Stefanie Rinderle-Ma, a cura di. Business Process Management. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-16103-2.

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Engelmann, Thomas. Business Process Reengineering. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-663-08300-9.

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ter Hofstede, Arthur. Business Process Management. A cura di Wil M. P. van der Aalst e Mathias Weske. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/3-540-44895-0.

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Scheer, August-Wilhelm. Business Process Engineering. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-79142-0.

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Sharma, Chitra. Business Process Transformation. New Delhi: Springer India, 2015. http://dx.doi.org/10.1007/978-81-322-2349-8.

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Carmona, Josep, Gregor Engels e Akhil Kumar, a cura di. Business Process Management. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-65000-5.

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Capitoli di libri sul tema "Business Process"

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Damij, Nadja, e Talib Damij. "Business Process". In Progress in IS, 7–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-36639-0_2.

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Beheshti, Seyed-Mehdi-Reza, Boualem Benatallah, Sherif Sakr, Daniela Grigori, Hamid Reza Motahari-Nezhad, Moshe Chai Barukh, Ahmed Gater e Seung Hwan Ryu. "Business Process Paradigms". In Process Analytics, 19–60. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-25037-3_2.

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Mohapatra, Sanjay. "Business Process Management (Process Life Cycle, Process Maturity)". In Business Process Reengineering, 69–94. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_4.

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Beheshti, Seyed-Mehdi-Reza, Boualem Benatallah, Sherif Sakr, Daniela Grigori, Hamid Reza Motahari-Nezhad, Moshe Chai Barukh, Ahmed Gater e Seung Hwan Ryu. "Business Process Data Analysis". In Process Analytics, 107–34. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-25037-3_5.

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Neumann, Stefan, Michael Rosemann e Ansgar Schwegmann. "Simulation of Business Processes". In Process Management, 373–87. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15190-3_13.

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vom Brocke, Jan, e Heinz Lothar Grob. "Profitability of Business Processes". In Process Management, 421–46. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-15190-3_15.

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Draheim, Dirk. "Business Process Excellence". In Business Process Technology, 11–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-01588-5_2.

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Kumar, Akhil. "Business Process Security". In Business Process Management, 157–81. First Edition. | New York: Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315646749-8.

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Mohapatra, Sanjay. "Business Process Modelling". In Business Process Reengineering, 117–47. Boston, MA: Springer US, 2012. http://dx.doi.org/10.1007/978-1-4614-6067-1_6.

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Draheim, Dirk. "Decomposing Business Processes". In Business Process Technology, 119–60. Berlin, Heidelberg: Springer Berlin Heidelberg, 2010. http://dx.doi.org/10.1007/978-3-642-01588-5_5.

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Atti di convegni sul tema "Business Process"

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"From Business Process Modelling to Business Process Automation". In 1st International Workshop on Computer Supported Activity Coordination. SciTePress - Science and and Technology Publications, 2004. http://dx.doi.org/10.5220/0002679401980210.

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Gonçalves, Rute. "Business process management as continuous improvement in business process". In The 6th International Scientific Conference "Business and Management 2010". Vilnius, Lithuania: Vilnius Gediminas Technical University Publishing House Technika, 2010. http://dx.doi.org/10.3846/bm.2010.010.

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Decreus, Ken, e Geert Poels. "Putting Business into Business Process Models". In 2008 32nd Annual IEEE International Computer Software and Applications Conference. IEEE, 2008. http://dx.doi.org/10.1109/compsac.2008.110.

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Gassen, Jonas Bulegon, Jan Mendling, Lucinéia Heloisa Thom e José Palazzo M. de Oliveira. "Business process modeling". In SIGDOC '14: The 32nd ACM International Conference on the Design of Communication. New York, NY, USA: ACM, 2014. http://dx.doi.org/10.1145/2666216.2666217.

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Edoun, E. I., G. Bakam Fotso e C. Mbohwa. "Business Process Reengineering". In the 2018 International Conference. New York, New York, USA: ACM Press, 2018. http://dx.doi.org/10.1145/3230348.3230377.

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Reggio, Gianna, Maurizio Leotta, Filippo Ricca e Egidio Astesiano. "Business process modelling". In the Second Edition of the International Workshop. New York, New York, USA: ACM Press, 2012. http://dx.doi.org/10.1145/2424563.2424574.

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Tumay, Kerim. "Business process simulation". In the 28th conference. New York, New York, USA: ACM Press, 1996. http://dx.doi.org/10.1145/256562.256581.

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8

Iden, Jon. "Business process reengineering". In conference. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/224019.224027.

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9

Tumay, Kerim. "Business process simulation". In the 27th conference. New York, New York, USA: ACM Press, 1995. http://dx.doi.org/10.1145/224401.224421.

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10

Aguilar, Marc, Tankred Rautert e Alexander J. G. Pater. "Business process simulation". In the 31st conference. New York, New York, USA: ACM Press, 1999. http://dx.doi.org/10.1145/324898.325282.

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Rapporti di organizzazioni sul tema "Business Process"

1

Seybold, Patricia. Beware of Business Process Management. Boston, MA: Patricia Seybold Group, maggio 2003. http://dx.doi.org/10.1571/psgp5-8-03cc.

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2

Barkow, Ingo, William Block, Jay Greenfield, Arofan Gregory, Marcel Hebing, Larry Hoyle e Wolfgang Zenk-Moltgen. Generic Longitudinal Business Process Model. Inter-university Consortium for Political and Social Research (ICPSR), 2013. http://dx.doi.org/10.3886/ddilongitudinal05.

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3

Wanner, Richard T., e Joseph Franceschi. Business Process Reengineering for Quality Improvement. Fort Belvoir, VA: Defense Technical Information Center, luglio 1995. http://dx.doi.org/10.21236/ada310561.

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4

Jones, Lawrence R., e Jerry L. McCaffery. Budgeting and Acquisition Business Process Reform. Fort Belvoir, VA: Defense Technical Information Center, novembre 2007. http://dx.doi.org/10.21236/ada633869.

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5

Michelson, Brenda. Business Process Execution Language (BPEL) Primer. Boston, MA: Patricia Seybold Group, settembre 2005. http://dx.doi.org/10.1571/bda9-8-05cc.

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6

Maranec, R., J. Romito e D. Norem. Functional Process Improvement Business Requirements Definition Workshop. Fort Belvoir, VA: Defense Technical Information Center, luglio 1993. http://dx.doi.org/10.21236/ada267917.

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7

Hermanson, M. L. Deficiency tracking system, conceptual business process requirements. Office of Scientific and Technical Information (OSTI), aprile 1997. http://dx.doi.org/10.2172/16895.

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8

CORPS OF ENGINEERS WASHINGTON DC. Management: U.S. Army Corps of Engineers Business Process. Fort Belvoir, VA: Defense Technical Information Center, agosto 2001. http://dx.doi.org/10.21236/ada403044.

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9

Marshak, Ronni. Axentis Enterprise: Business Process Software for Managing Compliance. Boston, MA: Patricia Seybold Group, novembre 2002. http://dx.doi.org/10.1571/pp11-7-02cc.

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10

Seybold, Patricia. The Next Big Thing: Adaptive Business Process Management. Boston, MA: Patricia Seybold Group, ottobre 2002. http://dx.doi.org/10.1571/psgp10-11-02cc.

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