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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.

13. IBM Business Consulting Services. The Component Business Model (CBM). www-

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.

15.Supply Chain Council, Supply-Chain Operation Reference Model.

www.supply-chain.org .

16.The Open Group. 2009. TOGAF Version 9, The Open Group Architecture Framework

(TOGAF). Evaluation Copy. Document Number: G091.

17.TM Forum, Enhanced Telecommunication Map (eTOM). www.tmforum.org.

18.White House E-Gov, Federal Enterprise Architecture,

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 ceges@dii.uchile.clNote: Working papers are available by request at ceges@dii.uchile.cl2 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.

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Teodoro Wigodski92. Evaluacin Multicriterio para Programas y Proyectos Pblicos

Eduardo Contreras, Juan Francisco Pacheco93. Gestin De Crisis: Nuevas Capacidades Para Un Mundo Complejo.

Teodoro Wigodski94 . Tres Aos Del Sistema De Alta Direccin Pblica En Chile: Balance Y

PerspectivasRossana Costa y Mario Waissbluth

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200896. Caso Chispas: Lealtad debida en el directorio de una sociedad

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103. Active learning as source of continuous innovation in coursesCarlos Vignolo, Sergio Celis, Indira Guggisberg

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