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Titlebook: S-BPM Illustrated; A Storybook about Bu Albert Fleischmann,Stefan Raß,Robert Singer Book‘‘‘‘‘‘‘‘ 2013 The Editor(s) (if applicable) and the

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,The Problem – Part II,started by telling them: ″Okay, lets get started again. I really want to do one more process today so I can consider it productive.″ ″Okay″, John replied, ″but what do you want to do?″ ″You know, I have been thinking about that during lunch″, Norma started. ″We now have our process and all is very w
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,The Solution – Part II, agreement has to be communicated to the order processing department which checks the changes with the ERP system. For instance, switching orders could be a problem if it leads to violating a customers due date, as this may result in compensation payments. Also, if a change in orders occurs, the cha
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,Transition – Part II,are also convinced by the S-BPM concept″, John answered. ″I do admit that I didn’t fully grasp the concept of it. But the results speak for themselves!″ Peter replied. Although they tried to explain the concept to him again, he was just missing the introduction the consultants gave at the very begin
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,The Problem – Part III,How come you are still with us?″ Peter answered: ″Well, after witnessing that S-BPM stuff yesterday, I really want to see the outcome of this project.″ Then Al took the floor: ″So, now that we are together again, I think we can start with our second day. I must say that I really like what we accompl
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,The Solution – Part III,rs are involved and able to communicate with each other. There is not much new internal behavior in there - the challenge is to merge two different scenarios into one. This will involve some copy paste from the previous models, including a remodeling of the operations manager, who now has to perform
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,Transition – Part III,Yes.″, Norma continued, ″This process is amazing! I know I probably already said that about the previous processes. Maybe I am easy to impress. But hey, I could totally imagine using this one in production!″
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