The book contains stories about friendship, ideas, hard work and results on Project Management. It gives you a look into the endeavors done in the past and the ideas that will be done in the future. It tells about the products and ideas of OR-AS and gives you a brief overview of the most important people who inspired us and the OR-AS products. It tells about work, and the passion that has led to the results of the hard work. It's not a scientific book. It isn't a managerial book either. It's just a story ... about work and passion.

Enterprise Modeling and Computing with UML bridges two fields that are closely related, but are often studied in isolation: enterprise modeling and information systems modeling. The principal idea is to use a standard language for modeling information systems, UML, as a catalyst, and investigate its potential for modeling enterprises.

The book gives an overview of the academic work done at the Operations Research & Scheduling (OR&S) group. The main research topics of the OR&S group lie in the development of quantitative tools for project management, machine scheduling and personnel scheduling, but occasionally, the quantitative methodologies have been used in other areas such as healthcare optimization and management accounting. It has resulted in a number of publications in international journals, but also in professional articles, book chapters and a number of books. Each individual page of this book has been devoted to exactly one publication, each time mentioning key data of the publication such as the keywords, the reference, the abstract and some links to interesting material to obtain the full work. The book is divided into academic and professional article summaries, book chapters and summaries of written books.

This handbook is a unique, comprehensive resource for professional project managers and students in project management courses that focuses on the integration between baseline scheduling, schedule risk analysis and project control, also known as Dynamic Scheduling or Integrated Project Management and Control. It contains a set of more than 70 articles. Each individual article focuses on one particular topic and features links to other articles in this book, where appropriate. Almost all articles are accompanied with a set of questions, the answers to which are provided at the end of the book.

The topic of this book is known as dynamic scheduling, and is used to refer to three dimensions of project management and scheduling: the construction of a baseline schedule and the analysis of a project schedule’s risk as preparation of the project control phase during project progress. This dynamic scheduling point of view implicitly assumes that the usability of a project’s baseline schedule is rather limited and only acts as a point of reference in the project life cycle. Consequently, a project schedule should especially be considered as nothing more than a predictive model that can be used for resource efficiency calculations, time and cost risk analyses, project tracking and performance measurement, and so on. In this book, the three dimensions of dynamic scheduling are highlighted in detail and are based on and inspired by a combination of academic research studies at Ghent University (www.ugent.be), in-company trainings at Vlerick Leuven Gent Management School (www.vlerick.com) and consultancy projects at OR-AS (www.or-as.be). First, the construction of a project baseline schedule is a central theme throughout the various chapters of the book, and is discussed from a complexity point of view with and without the presence of project resources. Second, the creation of an awareness of the weak parts in a baseline schedule is discussed at the end of the two baseline scheduling parts as schedule risk analysis techniques that can be applied on top of the baseline schedule. Third, the baseline schedule and its risk analyses can be used as guidelines during the project control step where actual deviations can be corrected within the margins of the project’s time and cost reserves.

Purpose: The purpose of this paper is to support the application of a combined BPM (business process management)/SOA (service?oriented architecture) approach and contribute to the body of knowledge on the business value of SOA. Design methodology approach: This case study highlights the promising results of a process reengineering project at Belgacom Mobile, Belgium's largest mobile telecommunications operator. The reengineering effort centered around a key automation pillar involving in particular the optimization of the SIM card ordering process. SOA principles were applied to ensure both the flexibility of the redesigned process and its capability of dealing with newly emerging SIM card types. This case demonstrates the potential benefits of combining BPM and SOA concepts to establish IT?enabled process innovation. Findings: In terms of performance improvement, the studied project resulted in: increased process flexibility and consistency, considerably shorter lead times, and enhanced process control. Research limitations implications: The findings from this case study present useful insights for other companies trying to reap the benefits of combined BPM and SOA. However, the single case study approach presents some limitations to the generalizability of the proposed learning points and concepts. Some case specific features such as the sector or company size might influence the generalizability. Nevertheless, the paper rather intends to trigger conceptual thinking about IT?enabled process innovation and an architectural approach. Originality value: The added value of this project, which contributes to the general understanding of SOA potential for BPM, lies in its innovative approach, whereby product and process are separated by means of production process ID creation. The redesign approach thus provides a sustainable answer to the ever shortening life cycle of products and technologies. In particular process practitioners will find value in reading the learning points from this paper.