Corporate Performance Management: Strategische Planung durch ganzheitliche Unternehmenskennzahlen

Strategic Monitoring and Alignment to Achieve Business Process Best Practices

“…It is obviously that these aspects are very technically/analytically oriented and lack a strategic methodological framework. In [1] and [5] elements of strategic oriented process monitoring can be found, whereas the focus is still set on a very operative (workflow execution) information.…”

“…[8] Referring to existing approaches and architectures that cover business-activity and data-driven monitoring (e.g. corporate performance measurement [6] and workflow-based monitoring and controlling systems [15], [13], [5] as well as therefore designed serviceoriented architectures [1]) it seems that mainly strategy-driven theories offer the possibility to a holistic integration into a company-wide, strategybased management system, due to their higher level of abstraction. Key elements of strategy-driven process design and monitoring are process maps that can be structured according to different criteria (relevance, time sequence, business or technical context, etc.)…”

“…Business process aggregation levels [8] Only a few papers can be found [5], that goals and indicators for different perspectives (e.g. market, finances and processes), interdependent by causal calculation-chains [3], are included in corporate performance management.…”

“…As the strategic level represents a selection of relevant goals and criteria, a closer view ("drill down") is done by focusing on tactic information. As it is motivated to establish a comprehensive process driven monitoring and controlling system [5] [8], relevant information for indicators will be gathered by the integration of datawarehouse functionalities that are build up on runtime and audit data. This proceeding, as well as the obligatory transformation of business process paths [7] [4] to workflow/execution paths is presented in the left side of Figure 4.…”