Handbook on Parallel and Distributed Processing

✍ Scribed by Blazewicz, J;Blazewicz, J

• Publisher: Springer
• Year: 1999
• Tongue: English
• Leaves: 636
• Series: International Handbooks on Information Systems
• Category: Library

✦ Synopsis

In this volume authors of academia and practice provide practitioners, scientists and graduate students with a good overview of basic methods and paradigms, as well as important issues and trends across the broad spectrum of parallel and distributed processing. In particular, the book covers fundamental topics such as efficient parallel algorithms, languages for parallel processing, parallel operating systems, architecture of parallel and distributed systems, management of resources, tools for parallel computing, parallel database systems and multimedia object servers, and networking aspects of distributed and parallel computing. Three chapters are dedicated to applications: parallel and distributed scientific computing, high-performance computing in molecular sciences, and multimedia applications for parallel and distributed systems. Summing up, the Handbook is indispensable for academics and professionals who are interested in learning the leading experts view of the topic.

✦ Table of Contents

Foreword......Page 8
How to Read this Handbook......Page 12
Contents......Page 14
Contributors......Page 18
Strategic Alignment......Page 21
1 Introduction......Page 25
2.1 Today´s Reality......Page 26
2.2 The Outside-in Perspective: The One that Counts......Page 27
2.3 Methodology Implications......Page 28
3 An Integrative Model from Drivers Through Aligned Capability......Page 30
3.1.2 Strategic Concepts......Page 32
3.1.4 External Assessments......Page 34
Value Proposition......Page 35
3.1.6 Documenting the Strategic Intent......Page 36
3.2.1 Purpose of the Activity......Page 37
3.2.2 The Stakeholder Business Context......Page 38
3.2.4 Stakeholder Expectations and Goals......Page 39
3.2.6 Critical Success Factors (CSFs) and Required Capability for Relationship Success......Page 40
3.4.1 Purpose of the Activity......Page 41
3.4.2 Lifecycle Approach to Building the Architecture......Page 43
Generic Enterprise Models......Page 44
Process, Lifecycle, and Value Chain Models......Page 45
3.5.1 Purpose of the Activity......Page 46
Top Down and Horizontal Perspectives......Page 47
3.6.1 Purpose of the Activity......Page 48
3.7.1 Purpose of the Activity......Page 51
The Process/Stakeholder Performance Gap Matrix......Page 52
Pain and Gain......Page 53
3.8.1 Purpose of the Activity......Page 54
4 Conclusion......Page 55
References......Page 56
1 Management of Process Excellence (MPE) Requirements and Approach......Page 59
2 Innovation: Key Target of MPE......Page 64
3 Information Technology Enabling the Execution of MPE......Page 67
4 Business Process Governance for MPE......Page 71
References......Page 75
1 Processes as Intangible Assets (Process Capital´´)......Page 77<br> 2.1 Overview......Page 80<br> 2.2 Core Competencies in Process Capital......Page 81<br> 2.3 Strategy Implementation Using Process Capital......Page 82<br> 3.1 Overview......Page 84<br> 3.2 Anchoring Process Capitals in the Strategy......Page 85<br> 3.3 Building up Process Capital......Page 86<br> 3.4 Managing Process Capital......Page 87<br> 4.1 Example of Lufthansa´s Process Capital......Page 88<br> 4.2 Strategy Implementation at Lufthansa Based on Process Capital......Page 89<br> 4.2.3 Operations......Page 90<br> References......Page 91<br> 1 Introduction......Page 93<br> 2.1 Background......Page 95<br> 2.2 A Framework for Behavior Classification and Modeling......Page 96<br> 2.3 Application of the Framework......Page 101<br> 2.3.1 Integration of Behavioral Descriptions......Page 103<br> 2.4 Process Architecture Analysis......Page 104<br> 2.5 Process Architecture Development......Page 106<br> 3 Conclusion and Future Work......Page 109<br> References......Page 111<br> Taxonomy of Business Process Management Approaches......Page 113<br> 1 Introduction and Motivation......Page 114<br> 2.1 Design Research for Information Systems......Page 115<br> 2.2 Representation of Situational Aspects in SME......Page 116<br> 2.3 Method Fragments as Building Blocks in SME......Page 117<br> 3 Empirical Study on Business Process Management Approaches......Page 118<br> 3.1 Data Set and Course of Analysis......Page 119<br> 3.2 BPM Design Factors......Page 120<br> 3.3 BPM Realization Approaches......Page 122<br> 3.4 BPM Project Types......Page 124<br> 4 Exemplary Adaptation of theProcess Innovation´´ Method......Page 125
4.2 Situation-Specific Embodiments of the Method......Page 126
5 Conclusion and Outlook......Page 129
References......Page 131
1 Measurement as Part of Operational Process Controlling......Page 135
2.1 Concepts for Performance Measurement......Page 137
2.2 Process Performance Measurement Based on Indicators, Measures, and Figures......Page 139
2.3 Measurements to Determine Process Performance......Page 140
2.4 Frameworks for Measuring Process Performance......Page 142
3 Development of a Company-Specific Process Performance Measurement System......Page 146
3.1 Setting the Process Objectives......Page 147
3.2 Identifying Critical Process Success Factors......Page 149
3.3 Deriving Performance Indicators, Measures, and Figures......Page 151
References......Page 153
1 Introduction......Page 157
2 Sources for Process Analytics Data......Page 158
3 A Source Format for Process Events......Page 160
4 Process Metrics......Page 163
5 Quality Criteria for Process Metrics......Page 165
6 Historical Process Analysis......Page 168
7 Real-Time Process Analysis......Page 169
8.1 Simulation......Page 170
8.2 Data Mining......Page 174
References......Page 176
1 Introduction......Page 179
2 Scenario and Background......Page 181
3 Methodology for Compliance Management......Page 183
3.1 Control Directory Management......Page 184
3.3 Modeling Controls......Page 185
3.4 Process Model Enrichment......Page 186
3.6 Compliance Monitoring......Page 187
4 State of the Art......Page 188
4.1 Modeling Controls......Page 189
4.3 Summary......Page 191
5 Discussion and Outlook......Page 192
References......Page 193
1 Introduction and Background......Page 197
2 Introducing the Case Organization......Page 199
3.1 High Level Overview of the Business Value Scoring Tool......Page 202
3.2.1 Dimensions of Measurement......Page 203
3.2.2 Outcomes and Scores for Each Dimension......Page 204
3.2.3 Choice of Evaluation Perspective......Page 205
3.2.5 Formula Manipulation......Page 206
4 Testing and Implementing the Tool......Page 208
5 Tool Adoptability and Application......Page 210
6 Conclusion......Page 212
Appendix1: QIC Organizational Chart......Page 213
Appendix2: Business Value Score Tool Elements......Page 214
References......Page 215
Governance......Page 217
1 Introduction......Page 220
2.1 Management Hierarchies and Business Processes......Page 222
2.2 Lateral Relations and Process Organization Mechanisms of Business Process Governance......Page 225
2.3 Tradeoffs in Organizational Design and Business Process Governance......Page 227
3.1 Process Coordination Units: The Example of Duke Power......Page 233
3.2 Process Organization: The Example of Texas Instruments......Page 235
3.3 Process Unit: The Example of Shared Services at Procter and Gamble......Page 236
4 Governing Processes that Cross Organizational Lines......Page 237
4.1 Multiple Mechanisms for Inter-Organizational Process Governance: The Example of San Mateo County EMS......Page 238
4.2 Multiple Mechanisms for Inter-Organizational Process Governance: The Supply Chain Management Example......Page 239
References......Page 240
1 Introduction......Page 243
2 Research......Page 245
3 Obstacles......Page 247
3.1 Reference Models Lack Cross-Functionality......Page 248
3.2 Improvement Method Deployment......Page 249
3.3 Process Maturity......Page 250
4 BPM Governance Principles and Practices......Page 252
5 Management Accountability......Page 253
6 Measuring Performance......Page 254
7 Process Management Plan......Page 255
References......Page 257
1 Introduction......Page 259
2 The Process of Business Process Management......Page 261
2.1 Business Process Strategy Phase......Page 262
2.2 Business Process Design Phase......Page 264
2.3 Business Process Implementation Phase......Page 266
2.4 Business Process Controlling Phase......Page 268
3 Main Elements of a Holistic BPM Approach......Page 269
4 Services and Responsibilities of a BPM Center of Excellence......Page 271
4.1 BPM Leadership......Page 272
4.2 Regulatory Framework......Page 275
4.3 Project Support......Page 277
5 Roles Within a BPM Organization......Page 278
6 Conclusion: How to Establish a Holistic BPM Approach Within an Organization......Page 283
References......Page 284
1 Typical Stages of Business Process Management Adoption......Page 287
2 The Business Process Management Service Portfolio......Page 289
3.1 Business Process Management Maturity Assessment......Page 291
3.3 Process Modeling......Page 292
3.4 Library Management......Page 293
3.6 Designing Process-Aware Information Systems......Page 294
3.9 Management of Business Process Management Projects......Page 295
3.12 Process Performance Measurement......Page 296
3.14 Process (Management) Education/Training......Page 297
4 Case Study......Page 298
5 Patterns in Business Process Management Center of Excellence Service Portfolios......Page 299
References......Page 303
1 Introduction......Page 305
2 The BPM CoE´s Three Main Capabilities......Page 306
2.1 Diffusion of BPM Culture......Page 307
2.2 Creation of Convergence Among BPM Initiatives......Page 308
2.3 Internal Consulting Orientation......Page 310
3.1 Organization´s Main Characteristics and its History of BPM Initiatives......Page 311
3.2.2 BPM Services and Governance Design......Page 313
3.2.3 CoE´s Internal Routines, Methods and Tools Design......Page 315
3.2.6 Implementation Design......Page 316
3.3.1 CoE´s Insertion in the Organizational Structure......Page 317
3.3.2 BPM Services and Governance Design......Page 318
3.3.6 Implementation Design......Page 319
3.4 BPM CoE´s Implementation Analysis......Page 320
3.5 Synthesis of Lessons Learnt and Tendencies of Evolution......Page 321
4 Final Conclusions......Page 322
References......Page 325
1 Standardization Dilemma......Page 327
1.1 Defining Variation......Page 329
2.1 Attraction of the Global......Page 330
2.3 Balancing Act......Page 331
3.1 Reasons for Variations......Page 333
3.2 Costs of Variation......Page 334
4 Resolving the Dilemma......Page 336
4.1 Global BPM Framework......Page 337
4.2 Development and Management......Page 338
4.3 Balancing Global and Local......Page 339
4.4 Global BPM......Page 340
4.5 Local BPM......Page 341
5.1 Achieving Standardization......Page 342
6 Summary......Page 345
References......Page 346
1 Introduction......Page 349
2 Business Process Outsourcing: A Closer Look......Page 351
3 Business Process Management Framework for Analysis......Page 353
4 Case Study......Page 354
4.1.1 Process Details......Page 355
4.1.2 Challenges/Interesting Aspects......Page 356
4.1.5 Process Improvement......Page 357
4.1.7 Impact of the Business Process Management Initiative......Page 359
4.2.1 Process Details......Page 360
4.2.3 Process Requirements......Page 361
4.2.5 Process Improvements......Page 362
4.3 Business Process Outsourcing Relationship 3: Stabilizing for Predictability......Page 363
4.3.3 Process Requirements......Page 364
4.3.6 Critical Success Factors......Page 365
4.4.2 Business Process Management Lifecycle......Page 366
Create (Identify, Define and Improve Processes)......Page 367
Align (Link Processes to IT Systems)......Page 368
4.4.4 Business Process Management Governance, People, and Infrastructure......Page 369
Process and Technology Infrastructure......Page 370
5 Conclusions......Page 372
References......Page 373
1 Introduction......Page 375
3 Strategic Alignment of the Business-Driven Approach......Page 376
4 Technical and Organizational Issues Involved in Using a Corporate Process Modeling and Documentation System......Page 381
5 Governmental Issues of Setting the Right Structures......Page 383
6 Finding a Stepwise Approach to Process Improvement......Page 385
References......Page 387
1.1 Problem Identification and Motivation......Page 389
1.2 Design Science as the Overall Approach of Research......Page 391
2.1 Preliminary Considerations......Page 392
2.2 BPM in the Context of the 48-h-Service Promise......Page 393
2.3 BPM Maturity for the Fulfillment of the 48-h-Service Promise......Page 396
2.4 Specifics of Business Process Management in Public Administration......Page 398
2.4.1 Factor: Strategic Alignment......Page 399
2.4.3 Factor: Methods......Page 400
2.4.5 Factor: People......Page 401
3 Known Maturity Models for BPM and Public Administration......Page 402
4 Design and Development......Page 405
5 Demonstration and Evaluation......Page 410
6 Summary and Outlook......Page 413
References......Page 414
People and Culture......Page 417
1 Introduction and Background......Page 421
2 Business Process Management Expertise Model......Page 424
2.1.1 Living System Construct......Page 426
2.1.2 Knowledge Construct......Page 428
2.1.3 Behavioral Characteristics Construct......Page 430
2.1.4 Context Construct......Page 432
2.2 Dynamic Nature of the Model......Page 433
2.2.2 Learning......Page 434
3 Model Applicability......Page 435
4 Summary......Page 436
References......Page 437
1 Introduction......Page 443
2 Understanding the Role of Business Process Analyst in Current Business Process Management Practice......Page 445
3 Business Process Analyst Curriculum Description......Page 449
3.1 Course Descriptions......Page 450
3.1.1 Business Process Modeling, Analysis, and Design......Page 453
3.1.2 Additional Advanced Courses and Proposed Tracks......Page 459
4 Limitations and Discussion......Page 460
References......Page 461
1 Introduction......Page 463
2 Human Interaction Management......Page 466
3 Goal-Oriented Organization Design......Page 471
4 Respond to Request for Proposal......Page 473
4.1 Roles......Page 475
4.3 Collaborative Transactions......Page 476
5 Development of Branding Package......Page 477
6 Conclusion......Page 479
References......Page 481
1 Introduction......Page 483
2.1.1 The Business Model......Page 486
2.1.4 The Model Processing......Page 487
2.2 Knowledge Engineering for BP-Framework......Page 488
2.2.2 Model-Based Approach for KE in BP-Framework......Page 489
2.3 Conceptual Integration of KE and BP-Framework......Page 490
2.3.2 KE in BP-Framework Using the Meta Model Approach......Page 491
2.4 Solutions for KE in BP-Framework......Page 492
3.1.1 The BP-Management Method......Page 494
3.1.2 Knowledge Intensive Actions in the BP-Method......Page 495
3.2 KE Solutions for BP-Management Method......Page 496
4.1 Knowledge Techniques and Solutions for BP-Deployment......Page 498
5.1 Conceptual KE and BPM Alignment......Page 500
5.2 Technical KE and BPM Alignment......Page 501
References......Page 503
1 Introduction......Page 507
2 Prerequisites for Modeling Business Process Driven Organizational Change......Page 511
2.1 Influencing Factors on Organizational Change......Page 512
2.2 Approach for Describing Change Projects......Page 515
2.2.1 Case Study: Implementation of the Customer Service Idea Within an IT Organization; Part One: Description of the Change P.......Page 517
2.3 Responsiveness to Change: An Explanatory Model......Page 519
3 Change Method Engineering: Method Construction for Organizational Change......Page 523
3.1 Basics of Method Construction......Page 524
3.2.1 Analysis......Page 526
3.2.3 Sequencing......Page 528
3.2.4 Case Study: Implementation of the Customer Service Idea Within an IT Organization; Part Three: Extract of the Results of.......Page 529
3.3 Management Process for Change Method Engineering......Page 530
4 Conclusion......Page 531
References......Page 532
1 Introduction......Page 535
2 The Case of Visual Effects (VFX) Production......Page 537
3.1 The Dynamics of Creativity-intensive Processes......Page 539
3.2 Structure versus Pockets of Creativity......Page 540
4 Roles in Creativity-intensive Processes......Page 543
4.1 Artists......Page 544
4.2 Creative Supervisors......Page 545
5 Managing Creativity-intensive Processes: Creativity-aware Business Process Management......Page 546
5.1 Understanding and Refining the Requirements......Page 547
5.2 Doing Work......Page 548
5.2.2 Allocating Resources......Page 549
5.3 Evaluation of the (Intermediate) Creative Product......Page 550
5.3.2 Ongoing Communication/Showing Work in Progress......Page 551
5.4.2 Groupware......Page 552
5.4.4 Asset Management Systems......Page 553
5.4.5 Workflow Technology......Page 554
5.6 Measuring Creativity-intensive Processes......Page 555
6 Conclusions......Page 556
References......Page 557
1 Introduction......Page 559
2.1 Introducing the Hilti Business Model......Page 561
2.1.1 Purpose and Values......Page 562
2.1.2 Our Culture Journey......Page 563
2.1.4 Processes......Page 564
2.1.5 Outcome......Page 565
2.2.1 Realizing a Corporate Culture: Taking Efforts for Values......Page 566
2.2.2 Maintaining the Corporate Culture: Making Values Relevant......Page 567
2.3 Implications for Hilti IT: A Business-Driven IT-Strategy......Page 568
2.3.3 Impact on the IT-Organization......Page 569
3.1.1 IT Becomes Global......Page 570
3.1.2 IT Supports Sales......Page 571
3.2.1 Organizational Issues: Restructuring Hilti IT......Page 572
3.3 The Role of Culture: Assessing the Cultural Leverage......Page 573
4 Conclusion......Page 576
References......Page 577
1 Introduction......Page 579
1.2 BPM as a Lifecycle Approach......Page 580
1.3 BPM as an Organizational Approach......Page 581
1.4 Distinguishing a Lifecycle from an Organizational Approach......Page 582
2.1 BPM Within Company Q......Page 583
3 Developing a BPM Capability Framework......Page 585
4.1 BPM Communication......Page 586
4.2 BPM Strategy Selection and Implementation......Page 587
4.3 Internal BPM Consulting Engagements......Page 588
5.2 Improved Strategic Planning and Strategy Deployment......Page 589
5.4 Increased Recognition in BPM Community......Page 590
6.1 Changes in Business Model......Page 591
6.2 Changes in Organizational Structure......Page 592
6.3.1 Strategic Alignment......Page 593
6.3.3 Methods......Page 594
6.3.6 Culture......Page 595
References......Page 596
Dr. Wasana Bandara......Page 599
Jyoti M. Bhat......Page 600
Markus Brenner......Page 601
Roger Burlton......Page 602
Jim Champy......Page 603
David Court......Page 604
Dr. Tonia de Bruin......Page 605
Jude Fernandez......Page 606
Sukriti Goel......Page 607
Keith Harrison-Broninski......Page 608
Alexandra Kokkonen......Page 609
Leandro Jesus......Page 610
Daniel Karrer......Page 611
Bo sterberg Kristensen......Page 612
Dr. Yvonne Lederer Antonucci......Page 613
Prof. Dr. M. Lynne Markus......Page 614
Dr.-Ing Stefan Novotny......Page 615
Nicholas Rohmann......Page 616
Dr. Shazia Sadiq......Page 617
Dr. Stefan Seidel......Page 618
Katherine Shortland......Page 619
Christian Sonnenberg......Page 620
Christine Stephenson......Page 621
Prof. Dr. Jan vom Brocke......Page 622
Dr. Robert Woitsch......Page 623
Jrg Zwicker......Page 624
Index......Page 627