Digital business engineering : going beyond business models and getting down to digital business processes

Intro -- Frontmatter -- Digital Business Engineering -- Additional vdf-Publications -- Disclaimer -- Preface to the First Edition -- Contents -- List of Figures -- List of Tables -- List of Abbreviations -- Introduction -- Introduction to the Case Study: "Construction Management Ltd." -- 1 Setting a Business Strategy -- 1.1 Learning Objectives -- 1.2 Introduction -- 1.3 An Empirical Consideration -- 1.4 Market-Oriented Versus Resource-Based Organisational Strategy -- 1.5 From Organisational Strategy to Process Organisation -- 1.5.1 Positioning the Organisation in Its Environment -- 1.5.2 Formulating Strategic Goals -- 1.5.3 Creating the Balanced Scorecard (BSC) -- 1.6 Process Perspective in Strategy Implementation -- 1.7 Concretising the Process Organisation -- 1.7.1 Deriving the Value Chain -- 1.7.2 Defining the Process Landscape (Process Map) -- 1.8 Interaction Between Organisational Strategy and Business Processes -- 1.9 Application to Case Study "Construction Management Ltd." -- 1.10 Conclusion -- 1.11 Repetition Questions -- 1.12 Solutions to the Repetition Questions -- 1.13 Literature -- 2 Defining a Business Case -- 2.1 Learning Objectives -- 2.2 Introduction -- 2.3 An Empirical Consideration -- 2.4 Digital Business Engineering as a Driving Subdiscipline of Digital Business Transformation -- 2.4.1 Development of Business Process Engineering -- 2.4.2 Cycle-Based Approach to Digital Business Process Engineering -- 2.5 Benefits for the Business Case -- 2.5.1 Process Performance Validation (PPV) -- 2.5.2 Process Cost Calculation (PCC) -- 2.5.3 Process Knowledge Management (PKM) -- 2.5.4 Process Resource Planning (PRP) -- 2.5.5 Process Flow Automation (PFA) -- 2.5.6 Process Logic Design (PLD) -- 2.6 Application to Case Study "Construction Management Ltd." -- 2.7 Conclusion -- 2.8 Repetition Questions -- 2.9 Solutions to the Repetition Questions