The Role of Process Support Equipment

2006 ◽  
pp. 287-298
Keyword(s):  
Process Support

Object-Aware Business Processes

2011 ◽  
Vol 2 (2) ◽  
pp. 19-46 ◽  
Author(s):  
Vera Künzle ◽  
Barbara Weber ◽  
Manfred Reichert
Keyword(s):  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Data Driven ◽  
Process Support ◽  
Management Technology ◽  
It Support ◽  
Business Objects ◽  
Knowledge Intensive

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

Business Process Management Systems for Supporting Individual and Group Decision Making

2011 ◽  
pp. 61-68
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

Designing a School Learning Development Environment: Technological Aspects

2021 ◽  
pp. 37-44
Author(s):  
V. Nikolaev
Keyword(s):  
Technological Development ◽  
Educational Process ◽  
Teaching Staff ◽  
Development Environment ◽  
Process Support ◽  
Content Acquisition ◽  
New Type ◽  
School Learning ◽  
Learning Development

Nowadays modern education system is at a stage of active transformation. The transition from the old school model to a new one under conditions of uncertainty and rapid changes experienced by all areas in the real world (VUCA-world) calls for revising the role of education and requires new approaches in order to improve the interaction of participants involved in the educational process (teacher and students). The specific of such interaction is to shape a set of cultural techniques which include thinking, multi-positional communication and practical actions. The article presents some aspects of designing a new type of school learning environment, namely, learning and technological development environment. The results of the project activities carried out by the teaching staff of the Educational Complex "Nasha Shkola" (Novosibirsk) whose responsibility was to create such environment is the development of special models. Models represented in this paper deal with the technology of the learning situation construction and they are considered as normative and technological units of educational content acquisition with focus on the teacher’s role as well as on the organization, complex testing and the technology correction which can be done through inter-positional spaces of educational process support.

Business Process Management Systems for Supporting Individual and Group Decision Making

2011 ◽  
pp. 1429-1437
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

Business Process Management Systems for Supporting Individual and Group Decision Making

2009 ◽  
pp. 983-991
Author(s):  
Amit V. Deokar ◽  
Omar F. El-Gayar
Keyword(s):  
Decision Making ◽  
Business Process ◽  
Business Process Management ◽  
Process Management ◽  
Organizational Processes ◽  
Key Technology ◽  
Process Support ◽  
It Systems ◽  
Collaborative Decision

The complexities involved in managing intrafunctional as well as interfunctional activities have triggered many organizations to deploy large information technology (IT) systems such as ERP and CRM. While such systems have focused mainly on providing solutions to problems such as enterprise-wide application integration and customer driven revenue management, one of the prime issues of managing coordination among activities in organizational processes has not gained adequate attention and support. Business process management (BPM) systems have emerged as a key technology primarily in the past two decades with a goal of providing process support to organizations and supporting better decision making. This article focuses on highlighting this role of BPM systems while discussing some of the recent advances and approaches from a decision making standpoint, both for supporting individual and collaborative decision making activities.

scholarly journals Rola programu PHARE w rozwoju przedsiębiorczości w Polsce w latach 1989-2004

2006 ◽  
Vol 2 ◽  
pp. 48-54
Author(s):  
Jakub Sosin
Keyword(s):  
Eastern Europe ◽  
Middle Eastern ◽  
Integration Process ◽  
Short Term ◽  
Eu Integration ◽  
Process Support ◽  
Balkan Countries ◽  
The Subject ◽  
The Eu

The article shows the role of the PHARE programme in the development of enterprise in Poland 1989-2004. The programme was introduced in 1989 as the EU help, first only for Poland and Hungary, hence the name built of the first letters of the full English name „PolandHungary Assistance to Restructuring their Economies”. In 1990 countries like Albania, Romania, Estonia, Lithuania and Latvia joined the programme. Till 2000 seventeen countries in our region benefited from the programme. The programme was divided into some stages: 1989-1991 short-term help, 1991-1994 training and consultancy, 1994-1997 investment support, from 1998 till joining the EU integration process support. It is Poland that has got the most funds from the programme so far (21% of the PHARE budget, till 2000). For the years 2000-2006 a programme called PHARE 2 was created. Ten countries from the middle-eastern Europe benefit from the programme, also the countries that were candidates and from 1st May, 2004 are members of the EU as well as some Balkan countries. This programme had four editions: PHARE 2000, PHARE 2001, PHARE 2002, PHARE 2003 and, depend on the subject of help, appeared under different names. PHARE programme is very wide and diverse. It was evolving during its realization. Funds from many of its components helped to develop enterprise in Poland, directly and indirectly.

Object-Aware Business Processes

2013 ◽  
pp. 1-29
Author(s):  
Vera Künzle ◽  
Barbara Weber ◽  
Manfred Reichert
Keyword(s):  
Process Modeling ◽  
Process Management ◽  
Business Processes ◽  
Data Driven ◽  
Process Support ◽  
Management Technology ◽  
It Support ◽  
Business Objects ◽  
Knowledge Intensive

Despite the increasing maturity of process management technology not all business processes are adequately supported by it. Support for unstructured and knowledge-intensive processes is missing, especially since they cannot be straight-jacketed into predefined activities. A common characteristic of these processes is the role of business objects and data as drivers for process modeling and enactment. This paper elicits fundamental requirements for effectively supporting such object-aware processes; i.e., their modeling, execution, and monitoring. Imperative, declarative, and data-driven process support approaches are evaluated and how well they support object-aware processes are investigated. A tight integration of process and data as major steps towards further maturation of process management technology is considered.

Role of dactinomycin in the improved survival of children with Wilms' tumor

JAMA ◽  
1966 ◽  
Vol 195 (12) ◽  
pp. 1005-1009 ◽  
Author(s):  
D. J. Fernbach
Keyword(s):  
Wilms Tumor
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