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TRANSCRIPT
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N 118
DOCUMENTOS DE TRABAJO
Serie Gestin
ENTERPRISE AND PROCESS ARCHITECTUREPATTERNS
Oscar Barros an dCrist ian Julio
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ENTERPRISE AND PROCESS ARCHITECTURE PATTERNS
Oscar Barros a nd Crist ian Julio
Master in Busine ss Engineering
Depa rtment of Indus tria l Engineer ing, University of Chile
Introduction
For more than 30 years many authors have attempted to synthesize the knowledge about howan enterprise should structure its business processes, the people that execute them, theInformation Systems that support both of these and the IT layer on which such systems
operate, in such a way that they are aligned with the business strategy. This is the challenge ofEnterprise Architecture design, which is the theme of this paper. We will provide a brief reviewof the literature on this subject with an emphasis on more recent proposals and methods that
have been applied in practice. We also select approaches that propose some sort of framework,which provides a general Enterprise Architecture in a given domain that can be reused as abasis for specific designs in such domain. Then we present our proposal for EnterpriseArchitecture design, which is based on general domain models that we call EnterpriseArchitecture Patterns.
The literature on Enterprise Architecture can be classified into professional, produced by
people for direct practical use in businesses, and academic, developed by people inuniversities and other organizations without concern for immediate application.
In the professional literature we have selected the following works:
SCOR, which was originally centered on the supply chain and subsequentlygeneralized to the whole enterprise [15]. This method has been developed by anassociation of companies and basically provides a structured classification or generalarchitecture of all the processes an enterprise of the type in the SCOR domain(enterprises with supply chain) should have. In Figure 1, we show the overall process
structure [15] and, in Figure 2, some details of the Supply Chain SCOR. The methodalso gives , at the lowest level of process definition, metrics to measure performance
and some information about links that connect processes.
APQC, which is also a consortium of companies, including IBM that provides technicalsupport, involved in the developing of general architectures of processes in differentdomains, such as telecommunications, banks, automotive and electric utilities, whichis called a process classification framework [1]. A summary version of such frameworkis given in Figure 3.
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Figure 1. SCOR Models
Figure 2. Supply Chain SCOR
Supplie
rprocesses
P r o d u c t D e s i g n
D C O R
Customerp
rocesses
S u p p l y C h a i n S C O R
S a l e s & S u p p o r t
C C O R
P r o d u c t M a n a g e m e n t
Source
S1 Source
Stocked Products
S2 SourceMTO Products
Resources
Line of Business
Customers
Level 0A Value Chain
With It's SupplyChain(s)
Value Chain: E.g. Consumer PCs
Level 1Processes
and Level 2Variations
Supply ChainProcess
Plan
Return
S3. Source ETO Product
S3.1
ScheduleProduct
Deliveries
S3.2
Receive
Product
S3.3
Verify
Product
S3.4
Transfer
Product
S3.5
AuthorizeSupplier
Payment
Level 3 Activities for a singleLevel 2 Variation: S3
Level 1 Plan andReturn Not Subdividedinto Variations in This
Diagram
Deliver
D1 Deliver
Stocked Products
D2 DeliverMTO Products
D3 DeliverETO Products
Make
M1 Make-to-Stock
M2 Make-to-Order
M3 Engineer-to-OrderS3 Source
ETO Proudcts
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Figure 3. APQC General Framework
FEA, which is an init iative of the government of the USA to provide an Enterprise
Architecture for the whole of the public sector [18]. In Figure 4, the overall
architecture is given and in Figure 5 we show some detail of the business architecture
of FEA.
Figure 4. FEA Overall Architecture
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Figure 5. FEA Business Reference Model
CBM of IBM [13], which is not branded as an Enterprise Architecture but as thestructure of business components an enterprise should have. They have a generalversion, shown in Figure 6, and different versions for several industries. From suchfigure is clear that the components of the structure can be assimilated to a processstructure.
TOGAF, which is a framework for developing an Enterprise Architecture, proposed by
The Open Group and based on an init iat ive of the US DoD [16]. The EnterpriseArchitecture is composed of four architectures: Business, Applications, Data andTechnical, for which an Architecture Development Method (ADM) was proposed, as
shown in Figure 7. We can appreciate that TOGAF is more a methodology than ageneral enterprise architecture. Even though Business Architecture is included inADM, TOGAF is mostly oriented to be used in Information Systems development.
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Figure 6. IBM CBM
Figure 7. TOGAF Architecture Development Method
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We now review a few academic approaches:
MIT s methodology, which links Enterprise Architecture with strategy,
providing a conceptualization of different operating models that determine thearchitecture [14]. The classification of operating models is shown in Figure 8,
from which four types of enterprise structures can be derived: Coordination,Unification, Diversification and Replication. Then depending on the operatingmodel one chooses, a corresponding architecture is selected.
Figure 8 . Business Operating Models
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ANSI/IEEE 1471-2000, which is a standard to describe the architecture of softwareintensive systems, developed by the IEEE Computer Society [12]. It establishes a
conceptual framework, shown in Figure 7, for talking about architectural issues ofsystems, like the structure of its components, their relationship to each other and tothe environment, and the principles guiding its design or evolution.
Figure 9. IEEE Conceptual Framework
All of the approaches above attempt to describe an enterprise in terms of the structure of theprocess components needed to run a business. Most of them emphasize components
classifications and do not explicitly consider relationships among them. Our experience inEnterprise Architecture and process design is that the most important factor is the design ofthe relationships that coordinate all the components of an architecture and make them performas a system. For such a design is very useful to have a general architecture model thatexplicitly gives the relationships processes and other elements should have. The approach wewill describe below provides such a model of Enterprise Architecture with relationships, whichwe call an Enterprise Architecture Pattern. These patterns have been under development since
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1995, independently of all the methods reviewed above, and several publications in Spanish,
start ing in 1998, have circulated in Latin America [2,3,4,8,9]. Publications in English started in2004 [5,6 ,7,10,11]. Our approach is a mixture of the professional and academic versions, sincealthough it has been developed at a university, it has been applied to hundreds of real life
projects. This has allowed the test ing of the proposed methodology and its continuedimprovement, based on the generated experience.
Basis of our proposal
Our proposal is based on the formalization of knowledge derived from many practical projectsof business design, performed by graduate students of the Master in Business Engineering(MBE) at the University of Chile in collaboration with the most important Chilean firms. By1998 we had posited that all processed performed in an organization are part of one of thefollowing types [2,6,7]:
Macroproces s 1 (Macro1): Collection of processes for the production of the goodsand services the firm offers to its customers , which start s with their requirement sformulation, and finishes with the satisfaction of the requests. We call this
macroprocess Value Chain, adopt ing a definition slightly different than Porter s ,which includes other processes inside it, such as the development of new products
that we include as part of another macroprocess.
Macroprocess 2 (Macro2): Collection of processes for the development of newcapabilities that the firm requires to be competitive, such as new products andservices, including business models; necessary infrastructure to produce and operatethose products, including IT infrastructure; and new business processes to assure
operational effectiveness and value creation for customers, establishing, asconsequence, systems based on proper IT.
Macroprocess 3 (Macro3): Business planning, which contains the collection ofprocesses that are necessary to define the direction of the organization, in the form of
strategies, materialized in plans and programs.
Macroprocess 4 (Macro4): Collection of support processes that manage theresources necessary for the proper operation of the other macroprocesses. Fourversions of these processes can be defined a priori: financial resources, humanresources, infrastructure and materials.
We call these types macroprocesses because they contain many processes, sub processes andactivities that are necessary to produce key products, such as the ones offered to clients,stra tegic plans, new products and so on.
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Recently and independently, several proposals of what we call macroprocesses have been
made, almost identical to ours. For example, a process structure proposed by HP and shownin Figure 10, based on SCOR [15], has the following macroprocesses: Design Chain, s imilar toMacro 2; Business Development, to Macro 3; Enabling Processes, to Macro 4; and Supply
Chain and Customer Chain that together form Macro 1.
Figure 10. HP process structure 1
1 Taken from a presenta tion by Paul Harmon
PlanPlanPlan Plan
Resources
Organization
DesignChain
BusinessDevelopment
Enabling Processes
R3.1
Receive,
Validate &
Approve
R3.2
Assign
Account
Team
R3.4
Obtain
Customer
Needs
R3.5
Establish
Customer
Profile
AmendResearch
Assist
Source
Make
Deliver
Return
Supply
ChainProcess
Design Sell
Customers
Level 3 Subprocesses in Relate to Named Account
Level 1 Processes
Level 4
Activities Specific to Particularprocess and company
R3.3
Define
Engagement
Model
Tables for Each Process and
SubprocessInformation on specific metrics
and best practices to implement
this subprocess
CustomerChain
ReviseAnalyze
Develop
Level 2 Processes: Made to
Stock, Made to Order,
Engineered to Order
Level 2 Processes: Relate to
Intermediary, Relate to Grouped
Account, Relate to Named Account
Level 2 Processes:
Expansion, Extension, and
Creation
Level 2 Processes:
New Technology, New
Product, ProductRevision
R3.6
Publish
Business
Rules
R3.7
Releaseto Sell
Relate
Level 0.OrganizationDivided into 4 MajorDomains
Level 2Variations
Level 3Subprocesses
Metrics and Best Practices forSubprocesses
Integrate Market Contact
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Also the classification proposed by APQC in Figure 3 can be assimilated to our macros in thefollowing way: Develop Vision and Strategy is similar to Macro3; Design and DevelopProducts and Services is part of Macro2; Market and Sell Products and Services, Deliver
Products and Services and Manage Customer Service conform Macro1; and Management andSupport Services is similar to Macro4.
Our approach and proposals such as SCOR, APQC and eTOM [17] have in common that theyprovide reference models and general process structures, in given domains, as a startingpoint to des ign the processes of a particular case. However, and as it was mentioned before,
the main difference between our proposal and other approaches lies in the explicitspecification of the relationships among the processes, at different levels of detail, that
allows to show with more realism and precision how the process model is expected to work inpractice.
For each of the macroprocesses defined above we have developed detailed process patterns,which give, in several levels of detail, the processes, sub processes and activities they shouldexecute in order to produce the required product. Patterns are normative in that they includewhat it is recommended as best practices and what we have found that works in reality. Theyalso include the relationships that should exist among processes , sub processes and activities.These patterns have been documented in several books (in Spanish) [3,4] and papers (inEnglish) [5,6,7,10,11]. They have been validat ed in hundreds of practical projects, where they
have been used as a starting point to perform process redesign. This has allowed to graduallyimprove these patterns with the experience of more than ten years of projects [8,9].
The four macroprocess patterns can be combined into different structures depending of thebusiness type. We call these structures Enterprise Process Patterns and we will detail thembelow.
Now an Enterprise Process Pattern is part of an Enterprise Architecture Pattern that can bemodeled, in the style of ANSI/IEEE 1471-200 0 , as in Figure 11. In some of th e designs of theprocesses in an architecture, the relationships of such model are made explicit, which we will
illustrate when we explain different Enterprise Process Patterns and apply them to do design inspecific cases.
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Figure 11. Class model for Enterprise Architecture
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Process Architecture Pat terns
The basis for any architecture pattern are the relationships among the macroprocesses definedabove, since any process st ructure, according to our premise, is a combination of such macros.
At the most basic level the general structure of relationships among these processes, which weproposed in 1998 [2], is the one shown in Figure 12. All the architecture patterns we definebelow are based on this general structure, which shows the interaction of the differentmacroprocesses with markets, customers and suppliers by means of information flows and theinternal flows, such as Plans coming from Macro3 that direct the behavior of the othermacroprocesses; Needs that request Resources to Macro4; flow of Resources and feedbackflows of Ideas and Results to monitor processes and initiate new plans in Macro3 and change incapabilities in Macro2.
Since our patterns model business practice, they must represent different business structuresor business architectures as they are also called. For this we define structure types as follows:
Businesses with just one value chain of the Macro1 type.
Businesses with several value chains each of which operates independently(Diversificat ion of Figure 8).
Businesses that have several value chains, each of which operates independently butmay share some supporting central services, such as business planning (Macro3),
product design (Macro2) and financial, IT and human resources services (Macro1); theymay also use instances of centrally defined processes in their operat ions (Coordinationand Replication of Figure 8).
Businesses that have several value chains, which share several of their internalprocesses and that also share supporting central services (Unification of Figure 8).
These Process Architecture Patterns types are shown graphically in Figure 13, where werepresent, in a simplified way, the structure of the basic pattern of Figure 12, which isintegrated in such patterns . These types can be mixed to form many other structures; for
example, an architecture that is partially of the Diversification type but have some businessthat follow the Unification type.
Each of these structures will have different architecture patterns, some of which we will detailbelow. But the interesting thing is that they all can be derived from the basic structure we
presented at the beginning of this section.
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Figure 12. Basic Process Architecture Pattern
Enterprise
Business
Planning
(Macro 3)
New Capabilities
Development(Macro 2)
Value Chain(Macro 1)
Support ResourceManagement
(Financial, HR,
Infrastructure)(Macro 4)
Needs
NewCapabilities
Ideas and
Results
Resources
Ideas and
Results
Market
Suppliers
Inputs and
other Resources
Customer
Requirements
Market Market
Customer
Products or
Services
Plans
Market
Information
Resources Resources
Information
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Figure 13. Process Architecture Patterns Types
Share of ServicesNofValue
Chains
1
N
__ __
None Central Services Internal Services
Diversification (Figure 8) Coordination and Replication (Figure 8) Unification (Figure 8)
Macro 3
Macro 2
Macro 1
Macro 4
Macro 3
Macro 2
Macro 1
Macro 4
Macro 3
Macro 2
Macro 1
Macro 4
Macro 3
Macro 2
Macro 1.1
Macro 4
Macro 1.N
Macro 3
Macro 2
ValueChain 1.1
Macro 4
Value
Chain 1.N
Internal
Shared
Service j
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The case we have developed in more detail so far, because of its relevance in the projects we
have worked on, is the Unification one. For this we have the pattern of Figure 14, which we callShared Services Architecture Pattern. The basic idea of this pattern is to factor out of thedifferent value chains (i) several services (j) that can be centralized because of economies of
scale or scope, transaction costs, agency advantages and other economic reasons [2,4,10]. Forexample credit authorization for several banking business lines, supply management forseveral productive businesses and IT support in any business with several product lines. Wewill show a case of application of this architecture in a sequel paper. We notice that some ofthe shared services can be externalized to suppliers.
Figure 14. Shared Services Process Architecture Pattern (Unification of Figure 8)
EnterpriseSharedServicesProcessArchitecture
Macroprocess3
Macroprocess2
Macroprocess1
Macroprocess4
Suppliers
Customer
Business
Planning
New
Capabilities
Development
Value Chain i
Support
Processes
(Financial, HR)
Internal
Shared
Service j
Market
Market
Market
Customer
Market
New
Capabilities
Business
Plans
Requirements
Service
Request
Internal
Service
Provided
Action
Plans
Needs and
Information
of Resources
Resources and
Resources Information
Information
Marketing Actions
and Responses to
Clients
External
Shared
Service k Service
Provided
External
Service
Request
Provided
Services
Information
Value Chains
and Services
Information,
and Ideas
and ResultsResults
Market
Information
ResourcesResources
Product or
Service
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Application and Experience
The approach we have presented above has been applied to the architecture design of manyenterprises; among others a large mining company, one of the leading telecoms in Chile and aninternational airline. But the most important effort has been dedicated to developing anarchitecture for public hospitals in Chile, which has been used to define and execute severalprocess redesign projects, which have produced very significative results in terms of betterservice to pat ients and optimum use of resources. This hospital case will be detailed in a followup paper.
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References
1. APQC, http://www.apqc.org/portal/apqc/site
2. Barros, O. Modelamiento Unificado de Negocios y TI: Ingeniera de Negocios,
Documento de Trabajo CEGES N 5, 1998 , Departamento Ingeniera Industrial,
Universidad de Chile.
3. Barros, O. Rediseo de Procesos de Negocios Mediante el Uso de Patrones .
Dolmen, 2000.
4 . Barros, O. Ingeniera e-Business: Ingeniera de Negocios para la Economa Digital.
J. C. Sez Editor, 20 04
5. Barros, O. A Novel Approach to Joint Business and Information System Design, Journal of
Computer Information Systems, Spring 2005.
6 . Barros, O. Business Process Patterns and Frameworks: Reusing Knowledge in
Process Innovation, Business Process Management Journal, January 200 7.
7. Barros, O. Business Process Architecture and Design, BPTrends, May 2007,
www.bptrends.com.
8 . Barros, O. blog.obarros.cl
9 . Barros, O. www.obarros.cl
10.Barros, O., C. Julio. Integrating Modeling at Several Design Abstraction Levels in
Architecture and Process Design, BPTrends, Oct 20 09, www.bptrends.com.
11. Barros, O., S. Varas, Frameworks Derived from Business Process Patterns.
Documento de Trabajo CEGES N 56, 20 04, Departamento Ingeniera Industrial,Universidad de Chile. Available www.obarros.cl.
12.Hilliard, R. 2007 . All About IEEE Standard. http://www.iso-architecture.org/ieee-
1471/docs/ all-about-ieee-1471.pdf.
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935.ibm.com/services/uk/igs/html/cbm-bizmodel.html.
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14.Ross, J., P. Weill, D. Robertson. Enterprise Architecture as Strategy: Creating a
Foundation for Business Execution. Harvard Business School Press. June 2006.
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(TOGAF). Evaluation Copy. Document Number: G091.
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http://www.whitehouse.gov/omb/e-gov/fea.
Dr. Oscar Barros (Ph.D.U.Wisconsin) is the director of the Master in Business
Engineering (MBE) at the University of Chile and is a businessman in the IT industry
in Chile. He has written ten books with more than 100 ,000 copies sold. He has
also published widely in international scientific and technical journals. Dr. Barros
has also been active in consulting, having directed many large-scale projects onOperations Research Modeling , Information Systems Development and Business
Process Innovation. He is currently working on the development of business
architecture and process patterns and supporting software; results of this work can
be seen at www.obarros.cl and blog.obarros.cl.
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Centro d e Ges tin (CEGES)
Depart amento de Ingeniera Indus trial
Universidad de ChileSerie Gest inNota: Copias individuales pueden pedirse a [email protected]: Working papers are available by request at [email protected] 0 0 129. Modelos de Negocios en Internet (Versin Preliminar)
Oscar Barros V.30. Sociotecnologa: Construccin de Capital Social para el Tercer Milenio
Carlos Vignolo F.31. Capital Social, Cultura Organizativa y Transversalidad en la Gest in Pblica
Koldo Echebarria Ariznabarreta32. Reforma del Estado, Modernizacin de la Gest in Pblica y Construccin deCapital Social: El Caso Chileno (1994-2000)
lvaro V. Ramrez Alujas33. Volver a los 17: Los Desafos de la Gestin Poltica (Liderazgo, Capital Social y
Creacin de Valor Pblico: Co njeturas desde Chile)
Sergio Spoerer H.
2002
34. Componentes de Lgica del Negocio desarrollados a part ir de Patrones de
ProcesosOscar Barros V.35. Modelo de Diseo y Ejecucin de Estrategias de Negocios
Enrique Jofr R.36 . The Derivatives Markets in Latin America with an emphasis on Chile
Viviana Fernndez37. How sensitive is volatility to exchange rate regimes?
Viviana Fernndez38. Gobierno Corporativo en Chile despus de la Ley de Opas
Teodoro Wigodski S. y Franco Ziga G.
39. Desencade nando la Innovacin en la Era de la Informacin y el Vrtigo NihilistaCarlos Vignolo F.
40 . La Formacin de Directivos como Expansin de la Conciencia de SCarlos Vignolo F.
41. Segmenting shoppers according to their basket composition: implications for
Cross-Category ManagementMximo Bosch y Andrs Musalem
42. Contra la Pobreza: Expresividad Social y tica Pblica
Sergio Spoerer43. Negative Liquidity Premia and the Shape of the Term Structure of Interest Rates
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Viviana Fernndez
200344. Evaluacin de Prcticas de Gestin en la Cadena de Valor de Empresas Chilenas
Oscar Barros, Samuel Varas y Richard Weber45. Estado e Impacto de las TIC en Empresas Chilenas
Oscar Barros, Samuel Varas y Antonio Holgado46. Estudio de los Efectos de la Introduccin de un Producto de Marca Propia en
una Cadena de RetailMximo Bosch, Ricardo Montoya y Rodrigo Inostroza
47. Extreme Value Theory and Value at RiskViviana Fernndez
48. Evaluacin Multicriterio: aplicaciones para la Formulacin de Proyectos deInfraestructura DeportivaSara Arancibia, Eduardo Contreras, Sergio Mella, Pablo Torres y IgnacioVillablanca
49. Los Productos Derivados en Chile y su Mecnica
Luis Morales y Viviana Fernndez50. El Desarrollo como un Proceso Conversacional de Construccin de Capital
Social: Marco Terico, una Propuesta Sociotecnolgica y un Caso de Aplicacin
en la Regin de AysnCarlos Vignolo F., Christian Potocnjak y Alvaro Ramrez A.
51. Extreme value theory: Value at risk and returns dependence around the world
Viviana Fernndez52. Parallel Replacement under Multifactor Productivity
Mximo Bosch y Samuel Varas
53. Extremal Dependence in Exchange Rate MarketsViviana Fernndez
54. Incert idumbre y Mecanismo Regulatorio ptimo en los Servicios BsicosChilenosEduardo Contreras y Eduardo Saavedra
2004
55. The Credit Channel in an Emerging EconomyViviana Fernndez
56. Frameworks Derived from Business Process PatternsOscar Barros y Samuel Varas
57. The Capm and Value at Risk at Different Time ScalesViviana Fernndez
58. La Formacin de Lderes Innovadores como Expansin de la Conciencia de S: ElCaso del Diplomado en Habilidades Directivas en la Regin del Bo-Bo ChileCarlos Vignolo, Sergio Spoerer, Claudia Arratia y Sebastin Depolo
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59. Anlisis Estratgico de la Industria Bancaria Chilena
Teodoro Wigodski S. y Carla Torres de la Maza60 . A Novel Approach to Joint Business and System Design
Oscar Barros
61. Los deberes del director de empresas y principales ejecutivos Administracinde crisis: navegando en medio de la tormenta.Teodoro Wigodski
62. No ms VAN: el Value at Risk (VaR) del VAN, una nueva metodologa paraanlisis de riesgoEduardo Contreras y Jos Miguel Cruz
63. Nuevas perspectivas en la formacin de directivos: habilidades, tecnologa yaprendizajeSergio Spoerer H. y Carlos Vignolo F.
64. Time-Scale Decomposition of Price Transmission in International MarketsViviana Fernndez
65. Business Process Patterns and Frameworks: Reusing Knowledge in ProcessInnovation
Oscar Barros66. Anlisis de Desempeo de las Categoras en un Supermercado Usando Data
Envelopment Analysis
Mximo Bosch P., Marcel Goic F. y Pablo Bustos S.67. Risk Management in the Chilean Financial Market The VaR Revolution
Jos Miguel Cruz
2 0 0 568. Externalizando el Diseo del Servicio Turstico en los Clientes: Teora y un Caso
en ChileCarlos Vignolo Friz, Esteban Zrate Rojas, Andrea Martnez Rivera, Sergio CelisGuzmn y Carlos Ramrez Correa
69. La Medicin de Faltantes en GndolaMximo Bosch, Rafael Hilger y Ariel Schilkrut
70. Diseo de un Instrumento de Estimacin de Impacto para Eventos Auspiciadospor una Empresa Periodstica
Mximo Bosch P., Marcel Goic F. y Macarena Jara D.71. Programa de Formacin en tica para Gerentes y Directivos del Siglo XXI:
Anlisis de las Mejores Prcticas EducacionalesYuli Hincapie y Teodoro Wigodski
72. Adjustment of the WACC with Subsidized Debt in the Presence of CorporateTaxes: the N-Period Case
Ignacio Vlez-Pareja, Joseph Tham y Viviana Fernndez73. Aplicacin de Algoritmos Gent icos para el Mejoramiento del Proceso de
Programacin del Rodaje en la Industria del Cine Independiente
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Marcel Goic F. y Carlos Caballero V.
74. Seguro de Responsabilidad de Directores y Ejecutivos para el Buen GobiernoCorporativoTeodoro Wigodski y Hctor H. Gaitn Pea
75. Creatividad e Intuicin: Interpretacin desde el Mundo EmpresarialTeodoro Wigodski
76. La Reforma del Estado en Chile 1990-2005. Balance y Propuestas de FuturoMario Waissbluth
77. La Tasa Social de Descuento en ChileFernando Cartes, Eduardo Contreras y Jos Miguel Cruz
78. Assessing an Active Induction and Teaming Up Program at the University ofChilePatricio Poblete, Carlos Vignolo, Sergio Celis, William Young y Carlos Albornoz
200679. Marco Institucional y trabas al Financiamiento a la Exploracin y Mediana
Minera en Chile
Eduardo Contreras y Christian Moscoso80 . Modelo de Pronstico de Ventas.
Viviana Fernndez
81. La Ingeniera de Negocios y Enterprise Architecturescar Barros V.
82. El Valor Estratgico de la innovacin en los Procesos de Negocios
Oscar Barros V.83. Strategic Management of Clusters: The Case of the Chilean Salmon Industry
Carlos Vignolo F., Gastn Held B., Juan Pablo Zanlungo M.
84. Continuous Innovation Model for an Introductory Course to IndustrialEngineeringCarlos Vignolo, Sergio Celis , Ana Miriam Ramrez
85. Bolsa de Productos y Bolsa Agrcola en Chile: un anlisis desde la teora decarterasEduardo Contreras, Sebastin Salinas
200786 . Arquitectura Y Diseo De Procesos De Negocios
scar Barros V.87. Personalizando la Atencin del Cliente Digital
Juan Velsquez S.88. En el pas de las maravillas?: equipos de alta gerencia y cultura empresarial
Sergio Spoerer89 . Responsabilidad Social Empresarial: El Caso De Forestal Mininco S.A. y
Comunidades Mapuches
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Teodoro Wigodski
90 . Business Processes Architecture And Designscar Barros V.
91. Gest in Estra tgica: Sntesis Integradora y Dilemas Abiertos
Teodoro Wigodski92. Evaluacin Multicriterio para Programas y Proyectos Pblicos
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