The Experts below are selected from a list of 137364 Experts worldwide ranked by ideXlab platform
Hajo A. Reijers - One of the best experts on this subject based on the ideXlab platform.
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Business Process Management Workshops - Social software for modeling business Processes
Business Process Management Workshops, 2008Co-Authors: Agnes Koschmider, Minseok Song, Hajo A. ReijersAbstract:The aim of this paper is to show how the use of social networks may help users to behave as modelers they trust. Users are guided in this respect within the context of an existing Recommendation-Based Process Modeling Support System to which “social” features are added. Two kinds of social networks are used to this end: (1) a social network from a Process model repository and (2) a social network from a recommendation history. The social network from Process models provides an organizational view of business Processes. An example of the information that could be derived from such a network is the average distance between performers who belong to part of business Process that is already modeled and the ones who belong to a Candidate Process. A user can apply this result to complete a Process model in a way that is similar to earlier selected solutions. The social network from recommendation history shows the relationship among modelers who use the recommendation system. From its usage history, social networks can be generated that express the similarity between its nodes (users). Both approaches are presented as effective ways to exploit social relationships in capturing business Processes in conceptual models, one of the key activities in the BPM domain.
Joshua Barnes - One of the best experts on this subject based on the ideXlab platform.
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implementing the ibm rational unified Process and solutions a guide to improving your software development capability and maturity
2007Co-Authors: Joshua BarnesAbstract:The Authoritative, Best-Practice Guide to Improving Development Processes with IBM® Rational Unified Process® (RUP®)This book delivers all the knowledge and insight you need to succeed with the IBM Rational Unified Process and Solutions. Joshua Barnes presents a start-to-finish, best-practice roadmap to the complete implementation cycle of IBM RUPi¾from projecting ROI and making the business case through piloting, implementation, mentoring, and beyond.Drawing on his extensive experience leading large-scale IBM RUP implementations and working with some of the industry's most recognized thought leaders in the Software Engineering Process world, Barnes brings together comprehensive “lessons learned” from both successful and failed projects. You'll learn from real-world case studies, including actual project artifacts.Whether you're an executive, software professional, or consultant, this book will help you continuously improve the maturity of your development Processesi¾and reap the benefits: better quality, faster delivery, and more business value.After reading this book you will be able to i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Get past the myths of software Process improvement to focus on what's truly practical i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Identify and evaluate your best Candidate Process solutions i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Objectively project the ROI achievable with IBM R UP and IBM Rational solutions i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Develop funding models, business cases, and executive support i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Recruit, staff, organize, and motivate your implementation team i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Plan for effective integration, Process alignment, and change management i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Choose the right pilots, learn the right lessons, and develop effective adoption models i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Move quickly to successful program-level implementation i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Set maturity level goals for Process and tool utilization i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Map “End States” for both quantity and quality i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Plan for training and mentoringi¾and understand the distinct role of each i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Keep the momentum going after your implementation is completeLink to www.upmentors.com, where you can download actual sample implementation documentsi¾not just templates!www.ibmpressbooks.comPreface xviiAcknowledgments xxiiiAbout the Author xxvChapter 1: Evaluating Process Solutions 1Chapter 2: Your First Steps Toward Implementing RUP and IBM Rational Solutions 17Chapter 3: Assessing Your Organization and Building Your Business Case for Organizational Change 29Chapter 4: Implementation Team 49Chapter 5: Setting Up Pre-Integrated and Process-Aligned Tooling 67Chapter 6: Implementation Approach 75Chapter 7: Transitioning to a Program Approach 99Chapter 8: Funding Model 117Chapter 9: Training and Mentoring Models 131Chapter 10: Is Your Implementation Complete? 149Appendix 1: Executive ROI Overview 155Appendix 2: Detailed Appendix for Executive ROI Overview 159Appendix 3: Maturity Level Goalsi¾Sample Tasks 167Index 175
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implementing the ibm rational unified Process and solutions a guide to improving your software development capability and maturity
2007Co-Authors: Joshua BarnesAbstract:The Authoritative, Best-Practice Guide to Improving Development Processes with IBM® Rational Unified Process® (RUP®)This book delivers all the knowledge and insight you need to succeed with the IBM Rational Unified Process and Solutions. Joshua Barnes presents a start-to-finish, best-practice roadmap to the complete implementation cycle of IBM RUPi¾from projecting ROI and making the business case through piloting, implementation, mentoring, and beyond.Drawing on his extensive experience leading large-scale IBM RUP implementations and working with some of the industry's most recognized thought leaders in the Software Engineering Process world, Barnes brings together comprehensive “lessons learned” from both successful and failed projects. You'll learn from real-world case studies, including actual project artifacts.Whether you're an executive, software professional, or consultant, this book will help you continuously improve the maturity of your development Processesi¾and reap the benefits: better quality, faster delivery, and more business value.After reading this book you will be able to i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Get past the myths of software Process improvement to focus on what's truly practical i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Identify and evaluate your best Candidate Process solutions i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Objectively project the ROI achievable with IBM R UP and IBM Rational solutions i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Develop funding models, business cases, and executive support i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Recruit, staff, organize, and motivate your implementation team i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Plan for effective integration, Process alignment, and change management i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Choose the right pilots, learn the right lessons, and develop effective adoption models i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Move quickly to successful program-level implementation i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Set maturity level goals for Process and tool utilization i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Map “End States” for both quantity and quality i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Plan for training and mentoringi¾and understand the distinct role of each i¾·i¾ i¾ i¾ i¾ i¾ i¾ i¾ Keep the momentum going after your implementation is completeLink to www.upmentors.com, where you can download actual sample implementation documentsi¾not just templates!www.ibmpressbooks.comPreface xviiAcknowledgments xxiiiAbout the Author xxvChapter 1: Evaluating Process Solutions 1Chapter 2: Your First Steps Toward Implementing RUP and IBM Rational Solutions 17Chapter 3: Assessing Your Organization and Building Your Business Case for Organizational Change 29Chapter 4: Implementation Team 49Chapter 5: Setting Up Pre-Integrated and Process-Aligned Tooling 67Chapter 6: Implementation Approach 75Chapter 7: Transitioning to a Program Approach 99Chapter 8: Funding Model 117Chapter 9: Training and Mentoring Models 131Chapter 10: Is Your Implementation Complete? 149Appendix 1: Executive ROI Overview 155Appendix 2: Detailed Appendix for Executive ROI Overview 159Appendix 3: Maturity Level Goalsi¾Sample Tasks 167Index 175
Agnes Koschmider - One of the best experts on this subject based on the ideXlab platform.
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Business Process Management Workshops - Social software for modeling business Processes
Business Process Management Workshops, 2008Co-Authors: Agnes Koschmider, Minseok Song, Hajo A. ReijersAbstract:The aim of this paper is to show how the use of social networks may help users to behave as modelers they trust. Users are guided in this respect within the context of an existing Recommendation-Based Process Modeling Support System to which “social” features are added. Two kinds of social networks are used to this end: (1) a social network from a Process model repository and (2) a social network from a recommendation history. The social network from Process models provides an organizational view of business Processes. An example of the information that could be derived from such a network is the average distance between performers who belong to part of business Process that is already modeled and the ones who belong to a Candidate Process. A user can apply this result to complete a Process model in a way that is similar to earlier selected solutions. The social network from recommendation history shows the relationship among modelers who use the recommendation system. From its usage history, social networks can be generated that express the similarity between its nodes (users). Both approaches are presented as effective ways to exploit social relationships in capturing business Processes in conceptual models, one of the key activities in the BPM domain.
Gil Y Melmed - One of the best experts on this subject based on the ideXlab platform.
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quality indicators for inflammatory bowel disease development of Process and outcome measures
Inflammatory Bowel Diseases, 2013Co-Authors: Gil Y Melmed, Corey A Siegel, Brennan M R Spiegel, John I Allen, Robert R Cima, Jeanfrederic Colombel, Themistocles Dassopoulos, Lee A DensonAbstract:Abstract Variation in adherence to management guidelines for inflammatory bowel disease (IBD) suggests variable quality of care. Quality indicators (QIs) can be developed to measure the structure, Processes, and outcomes of health care delivery. The RAND/UCLA appropriateness method was used to develop a set of Process and outcome QIs to define quality of care for IBD. Guidelines and position papers for IBD published from 2006 to 2011 were reviewed for potential QIs, which were rated by a multidisciplinary panel. Potential Process and outcome QIs were discussed at 3 moderated in-person meetings, with pre-meeting and post-meeting confidential electronic voting. Panelists rated the validity and feasibility of QIs on a 1 through 9 scale; disagreement was assessed using a validated index. QIs rated above 8 were selected for the final set. More than 500 potential Process QIs were extracted from guidelines. Following ratings and discussion by the first panel, 35 Process QIs were selected for literature review. After the second panel, 10 Process QIs were included in the final set. Candidate outcome QIs were then derived from physician, nurse, and patient input and ratings, in addition to outcomes associated with Candidate Process QIs. None of the top QIs exhibited disagreement. A set of QIs for IBD was developed with expert interpretation of the literature and multidisciplinary input. Outcome QIs focused largely on remission and quality of life, whereas Process QIs were aimed at therapeutic optimization and patient safety. Evaluation of these QIs in clinical practice is needed to assess the correlation of performance on Process QIs with performance on outcome QIs.
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quality indicators for inflammatory bowel disease development of Process and outcome measures
Inflammatory Bowel Diseases, 2013Co-Authors: Gil Y Melmed, Corey A Siegel, Brennan M R Spiegel, John I Allen, Robert R Cima, Jeanfrederic Colombel, Themistocles Dassopoulos, Lee A DensonAbstract:Introduction Variation in adherence to management guidelines for inflammatory bowel disease (IBD) suggests variable quality of care. Quality indicators (QIs) can be developed to measure the structure, Processes, and outcomes of health care delivery. The RAND/UCLA appropriateness method was used to develop a set of Process and outcome QIs to define quality of care for IBD. Methods Guidelines and position papers for IBD published from 2006 to 2011 were reviewed for potential QIs, which were rated by a multidisciplinary panel. Potential Process and outcome QIs were discussed at 3 moderated in-person meetings, with pre-meeting and post-meeting confidential electronic voting. Panelists rated the validity and feasibility of QIs on a 1 through 9 scale; disagreement was assessed using a validated index. QIs rated above 8 were selected for the final set. Results More than 500 potential Process QIs were extracted from guidelines. Following ratings and discussion by the first panel, 35 Process QIs were selected for literature review. After the second panel, 10 Process QIs were included in the final set. Candidate outcome QIs were then derived from physician, nurse, and patient input and ratings, in addition to outcomes associated with Candidate Process QIs. None of the top QIs exhibited disagreement. Conclusions A set of QIs for IBD was developed with expert interpretation of the literature and multidisciplinary input. Outcome QIs focused largely on remission and quality of life, whereas Process QIs were aimed at therapeutic optimization and patient safety. Evaluation of these QIs in clinical practice is needed to assess the correlation of performance on Process QIs with performance on outcome QIs.
Martin Westlake - One of the best experts on this subject based on the ideXlab platform.
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Chronicle of an Election Foretold: The Longer-Term Trends Leading to the ‘Spitzenkandidaten’ Procedure and the Election of Jean-Claude Juncker as European Commission President
SSRN Electronic Journal, 2016Co-Authors: Martin WestlakeAbstract:By focusing on the near-term campaign in the 2014 European elections analysts have tended to over-look a series of longer-term trends that were jointly and inexorably leading to the Spitzenkandidaten (lead Candidate) Process and to some at least of the subsequent structural reforms to the Commission. The paper argues that those longer-term trends continue and that the (s)election of Jean-Claude Juncker as President of the European Commission and the structural reforms he subsequently introduced are better understood as steps in ongoing Processes rather than fresh departures. Thus, what will happen in 2019 will have been conditioned not only by 2014, but also by previous elections and previous developments, as considered in this paper.
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Chronicle of an Election Foretold:The Longer-Term Trends leading to the‘Spitzenkandidaten’ procedure and theElection of Jean-Claude Juncker as EuropeanCommission President. LEQS Discussion Paper No. 102/2016 January 2016
2016Co-Authors: Martin WestlakeAbstract:By focusing on the near-term campaign in the 2014 European elections analysts have tended to over-look a series of longer-term trends that were jointly and inexorably leading to the Spitzenkandidaten (lead Candidate) Process and to some at least of the subsequent structural reforms to the Commission. The paper argues that those longer-term trends continue and that the (s)election of Jean-Claude Juncker as President of the European Commission and the structural reforms he subsequently introduced are better understood as steps in ongoing Processes rather than fresh departures. Thus, what will happen in 2019 will have been conditioned not only by 2014, but also by previous elections and previous developments, as considered in this paper.
