Daily build, Microsoft, 21, 388, 408
DARPA/ROME Laboratory Planning Initiative, 552
Database, Handbook, 25, 27–30, 420
of case examples, 245
and deep structure, 389
process descriptions in, 448
Databases
discretionary, 72
discussion, 526
Data collection
in process description technique, 344–45
on supply chain management, 421
Data flow dependency, 118, 120, 121
Dataflow diagrams (DFDs), 143–45
formal definition of, 166–67
maximal execution set of, 168
refining/abstracting transformations for, 168–73
specialization of, 145–47
specializing and refining transformations for, 147–49
Data resources, 298
Davenport, T. H., 261–74
Deadlock, as resource problem, 95–96
Decision-making, group, 62
Decision tree, specialization tree as, 407
Decomposition, 449
of coordination mechanism, 92
exhaustive process, 147
of generic conflict management meta-process, 456
of mechanisms for resource allocation, 95
into activities, 348, 349, 350
into subactivities, 384–85, 404, 405, 449
of 'Sell product' activity, 476, 477
Decomposition browser, 520
Decomposition editor, in Synopsis, 507
Decomposition hierarchy, 476
for electronic memo genre, 483
Deep structure, 204, 373, 374, 380, 381–82, 382n, 383, 409
analyzing of, 389–90
in Business Activity Model, 235
in case example (business process redesign), 393, 395
in Process Recombinator, 408
and process specialization, 384
of selling, 224
Deletion, specialization by, 158–50
Dependencies, 21, 86–88, 449–50, 502–503, 517
accessibility, 115–16, 293, 304
coordination mechanisms for, 21, 388, 408
managing of, 304–305
between activities, 23
alternative coordination processes for, 51–52
automated support for, 26
characterizing of, 77
as commitments, 425
common output, 96, 101–102, 106
consumer sharing, 314
and coordination, 19–22, 50–51, 59, 64, 89, 111, 243, 387, 475, 499
and artificial intelligence, 88–89
future research on, 107–108
mechanisms of, 21, 85–86, 87–88, 89–90, 104–107, 182, 337–38, 388, 407–408, 450, 475, 517
and multiple-task or -resource dependencies, 96–102
organizational research on, 86–88
and problems, 41
in Process Recombinator, 407
and task-resource dependencies, 91–96
and tasks, 90–91
between divisions of same company, 58
during, 329
exact flow, 435
finishes, 331
fit, 20, 42, 236, 267, 387, 388, 475
and commitments, 428
and communication genres, 476
coordination mechanisms for, 21, 388, 407, 408
and genre coordination, 485
in Hammer and Champy's business process reengineering, 279, 283–84
flow (producer/consumer), 20, 42, 96, 99, 114, 181, 293, 319–23, 387, 475, 505
in case study (MAG), 358
and commitments, 428
and communication genres, 476
coordination mechanisms for, 21, 388, 407, 408
and resource flow, 267
in restaurant example, 186–88
taxonomy of, 21, 21–22, 99–101, 105–106, 114–18, 293–94, 300–10, 388
and hierarchies of specification-level abstractions, 24
identifying of (process description technique), 351–63
information contract, 429
meets, 327
in multiple modes of use, 102
mutual exclusion, 114, 323, 326
and open architecture, 512
overlap, 329
prerequisite, 114, 117–18, 294, 306–308, 323, 326
and Barings Bank, 435
in case study (MAG), 358
coordinating mechanisms for, 21, 388, 408
managing of, 308–13
prevention, 327
in process assembly, 181
and process description technique, 336
as represented in Process Handbook, 253, 255
shared characteristics of, 58–59
shared resource, 181
sharing, 20, 42, 96, 97–99, 105, 114, 236–37, 267, 314–15, 387, 388, 475, 505
and commitments, 428
and communication genres, 478
coordination mechanisms for, 21, 388, 407, 408
and genre coordination, 485
managing of, 315–19
simultaneity, 330
simultaneous end, 332
among software components, 42, 497, 499
specialization and decomposition of, 21–22
starts, 330
task, 102–103
between tasks or between resources, 102–104
taxonomy of, 86, 104, 106, 113
and design handbook of software interconnection, 122
of flow dependencies, 114–18
in case study (MAG), 358
coordination aspects related to, 478
coordination mechanisms for, 21, 388, 408
managing of, 56, 118, 182, 303–304
user sharing, 294
Dependencies space, 113–14, 292–295
Dependency analyses, as basis for process improvement, 364–65
Dependency design space, 296
Dependency diagram
in Davenport's process innovation, 267, 269–73
for genre taxonomy, 482, 483, 484, 485
in Hammer and Champy's business process reengineering, 279–83
in Perrow's discussion of high-risk systems, 287–88
Dependency editor, in product workbench, 522
Dependency-focused analysis, 352–54, 356–59
Dependency patterns, composite, 127
Dependency recombinator, 410, 412–14
Dependency types, vocabulary of, 291–92
''Descendants'' of generalizations, 33
Design. See also Software system design concurrent vs. serial, 452
organizational, 155
of organizational processes (grammatical methods for), 213–14
participatory, 56
of process analysis tools, 368–69
Design alternatives, 295
Design assistant, 125–26, 374, 506–507
Design conflict management, 447–48. See also Conflict management
Design conflict management repository, 451
and conflict management meta-process, 455–57, 458
and conflict taxonomy, 452–55
evaluation of, 461–63
future efforts for, 463
key uses for, 457
business process redesign, 460
Design handbook for software components integration (interconnection), 291, 292
and Architecture Description Languages, 125
and CASE tools and software design assistants, 125–26
and component frameworks, 126
and dependencies space, 292–95
framework for, 111–19
future directions for, 127
and generic model of resource flows, 300–32
accessibility dependencies in, 304–305
and flow dependencies, 319–23
prerequisite dependencies in, 306–13
sharing dependencies in, 314–19
timing dependencies in, 323–32
usability dependencies in, 302–304
and Process Handbook project, 124–25
and Synthesis system, 119–24, 504–505
and taxonomy of resources, 297–300
Design-implementation flow, 285
Design methods
Davenport's process innovation, 261–74
Hammer and Champy's business process reengineering, 261, 274–85
and Perrow on high-risk systems, 261, 285–88
Design process for generating executable applications, 122–24
dependency, 296
Design techniques, development of, 188–89
DFDs. See Dataflow diagrams
Digital Equipment Corporation, Spark project at, 551
Directions, ''imperative'' (process support system), 536
Disconfirmation, criterion of, 209–10
Discretionary databases, 72
Discussion databases, 526
Distributed processing in computer systems, 73–76
Distribution of processes, 212–13
Distributor (business model archetype), 239
Divisibility, of resource-in-use, 299, 314, 478
Division of resources, 315, 317, 319
Dow Corning, 443
process expository of, 445
Downward propagation, 160, 161
Duality of structure, 467
During dependencies, 329
Dynamic organizational activity, support systems for, 526. See also Process support systems in dynamic contexts