SqEME is an open standard for developing a processed-centred architecture of an enterprise. It may be reproduced freely by any organization wishing to use it to develop a governance structure on the quality of their business processes. SqEME Process Management is a method that facilitates discussion of the design of the organization, in a subtle but unambiguous way. Processes have to hold a prominent place in observing organizations: how are the different parts of the organization tuned to each other and how does adequate communication take place? SqEME as a methodology views processes from four different perspectives. SqEME calls these 'windows', by means of which one seeks for the Constitution, Chemistry, Correspondence and Construction of the enterprise. SqEME is the result of more than twenty years experience with the management of business processes within various organizations. SqEME has been applied successfully in industry (chemistry, automotive, construction, paper), in the business sector (IT service, healthcare), in the non-profit sector, and in public companies such as the Prosecution Counsel, County Councils and local authorities. This book is particularly aimed at professionals who are involved in the change process within process-driven organizations. Anyone wishing to familiarize themselves with process-centred thinking will be pleased to find that this book adopts an innovative, yet practice-proven approach. The SqEME Foundation is a platform for discussing the method and its application, where insights into the basic assumptions and backgrounds are shared: www.sqeme.org.

Inhalt

About the SqEME Foundation IX
Trademarks XI
Acknowledgements XIII
Introduction XV
1 Developments 1
1.1 The Inheritance of One Hundred Years of Functional School 1
1.2 The Transition to an Information Society 3
1.3 Developments in ICT and Organizations 6
1.4 Out of Control 9
2 Methodology 13
2.1 Mental Model 13
2.2 Principles 15
2.3 SqEME® and EFQM 19
2.4 SqEME® for architecting the enterprise 22
3 Process Management and the SqEME® Approach 25
3.1 Process Management, Working ON the Organization 25
3.2 Processes, the Verbs of the Organization 26
3.3 Describing Processes 27
3.4 Working on the Development of the Organization 29
3.5 Architectural Approach: Language and Signs 30
3.6 Conventions for Language and Signs 31
4 Constitution 35
4.1 Developing a description of the Enterprise Architecture 37
4.2 Describing Key Result Areas 37
4.3 The concept of Key Result Area, Activity and Process 42
4.4 Developing the Understanding of the Constitution of the Enterprise 43
4.5 Reference Model for the enterprise 48
4.6 Tips & Tricks for the Constitution window 50
4.7 Process Accountability in this window 54
5 Chemistry 55
5.1 Specifying of Messages 57
5.2 Taking into Account the Preconditions 60
5.3 Universal Data Element Framework (UDEF) 63
5.4 Tips & Tricks for the Chemistry window 64
5.5 Process Accountability in this window 65
6 Construction 67
6.1 Types of Actors in an Organization 68
6.2 Providing resources 73
6.3 Tips & Tricks for the Construction window 74
6.4 Process Accountability in this window 76
7 Correspondence 79
7.1 Describing Processes 81
7.2 Performance Indicators 88
7.3 Tips & Tricks for the Correspondence window 90
7.4 Process Accountability in this window 92
8 Process Accountability 95
8.1 From Processes as a Project to Process Management 95
8.2 Where People Work, Processes are Managed 97
8.3 There are Various Styles of Process Management 99
8.4 It is a Choice to Formalize Process Accountability 99
8.5 Accountability for Processes is Arranged Differently Than for Results 101
8.6 The Scope of a Process owner 103
8.7 Process roles With a Different Scope 106
8.8 The Focus of a Process owner 107
8.9 Special Attention for the 'Process Auditor' 108
9 A Tool for a Process Driven Approach 111
9.1 The Organization Wants to be Certified 111
9.2 The Organization Wants to Realize an Improvement 112
9.3 The Organization Wants More Attention for Continuous Improvement 114
9.4 The Organization Wants to Reorganize 116
9.5 The Organization Wants to Record the Know-how of the Employees 118
9.6 The Organization Wants to be More 'In Control' 120
9.7 The Organization Wants to Cooperate Better with its Supply Chain Partners 121
9.8 The Organization Wants to Renew its ICT 122
9.9 The Organization Wants to Reengineer Their Business Processes 127
10 The SqEME Approach and the Harsh Realities of Life 129
10.1 Encore with Points of Attention 129
10.2 Use of Supporting Software 136
Appendix I SqEME Objects and Relationships 139
Appendix II SqEME Examples 141
Referenced documents 151