Ich sitze grad auf der Sowi in der Bibliothek und gehe jetzt nochmal aufs Institut den Leseordner anschauen. Bin dort mit einem Kollegen der auch morgen die Prüfung schreiben wird. Wir haben den Ordner und sitzen im Diss-Zimmer. Danach gehts dann wieder in die Bibliothek zurück!
Mit Davenport vs. Hammer/Champy ist vermutlich die Prozessdefinition gemeint. (siehe dazu wikipedia: http://en.wikipedia.org/wiki/Business_process)
Definition
In the early 1990s, US corporations, and subsequently companies all over the world, started to adopt the concept of reengineering in an attempt to re-achieve the competitiveness that they had lost during the previous decade. A key characteristic of Business Process Reengineering (BPR) is the focus on business processes. Davenport (1993) defines a (business) process as
”a structured, measured set of activities designed to produce a specific output for a particular customer or market. It implies a strong emphasis on how work is done within an organization, in contrast to a product focus’s emphasis on what. A process is thus a specific ordering of work activities across time and space, with a beginning and an end, and clearly defined inputs and outputs: a structure for action. ... Taking a process approach implies adopting the customer’s point of view. Processes are the structure by which an organization does what is necessary to produce value for its customers.”
This definition contains certain characteristics a process must possess. These characteristics are achieved by a focus on the business logic of the process (how work is done), instead of taking a product perspective (what is done). Following Davenports definition of a process we can conclude that a process must have clearly defined boundaries, input and output, that it consists of smaller parts, activities, which are ordered in time and space, that there must be a receiver of the process outcome- a customer - and that the transformation taking place within the process must add customer value.
Hammer & Champy’s (1993) definition can be considered as a subset of Davenport’s. They define a process as
”a collection of activities that takes one or more kinds of input and creates an output that is of value to the customer.”
As we can note, Hammer & Champy have a more transformation oriented perception, and put less emphasis on the structural component–process boundaries and the order of activities in time and space.
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