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by Graham Wilson, Lloyd Robinson
Emily’s Rebellion: A business guide to designing better transactional services for the digital age
Foreword
Preface
Acknowledgements
PART I: Transaction Foundations
Chapter 1: Introduction
Designing services for the digital age
The customer-facing and internal process journeys are distinct but aligned
The Requirements Black Hole
How Emily’s rebellion can become a revolution
Concept map
Emily’s glossary
Chapter 2: Trading Sheep in Sumer
Transactions create data
Recording nouns
Cuneiform
Data matters
Data is at the heart of a business
Six kinds of data
How to tell master data from transaction data
Launching the payload
Managing transaction data better
Three key points from this chapter
Further reading
Chapter 3: Responding to Requests
People, patterns, and prehistory
Business processes and the transaction pattern
Transactions comprise a request and a response
Transactions exchange value
Transacting requires a decision
Transactions follow a consistent pattern of changing statuses
A generic pattern of request and response
Requests are resilient to changing response processes
Varying the transaction pattern
Three styles of transactional complexity
Three key points from this chapter
Chapter 4: Experience the Service
The Service Design approach
A service blueprint sets the context for transaction design
Identifying transactions
Three key points from this chapter
Further reading
Chapter 5: Grand Designs
Form and function
Why does business need an architecture?
Business architects understand how the business works, and how well
How does architecture help Emily?
Three key points from this chapter
Further reading
PART II: Transaction Methods
Chapter 6: A Job to Do
Getting down to work
Initiate phase
Submit phase
Validating before processing
Validate phase
Decide phase
Complete phase
Like transactions, tasks also have a status
The flow of work tasks through the workplace
The data about transactions and tasks can be generalized
Bringing all these ideas together
Roles people play
Three key points from this chapter
Further reading
Chapter 7: A Task Shared is a Task Halved
What tasks can be shared across transactions?
Arrange the pattern diagram differently
Shared tasks interlock with transaction-specific tasks
Specification of requirements for shared tasks
Identification
Notification tasks
Payment
Approval
Future activity scheduling
Customer interactions
Three key points from this chapter
Chapter 8: Interacting with Customers
Interactions move transactions forward
Categories of interactions
Channels for interacting
Data about interactions
Verbal interactions
Informal written interactions
Formal written interactions
Why is this important?
Three key points from this chapter
Chapter 9: Do we know what we want?
A framework for discussing requirements
Getting the workshop underway
Overview of the transaction
Stepping through the five phases
Wrapping up the workshop
Documenting your workshop outputs in a transaction requirements document
Reviewing and approving a transaction requirements document
How is the transaction requirements document used?
Three key points from this chapter
PART III: Implementing Transactions
Chapter 10: Fomenting Revolution
Managing change
Managing the change of adopting the Transaction Pattern
Transaction Pattern techniques
Steps to implementing the Transaction Pattern
Three key points from this chapter
Further reading
Chapter 11: Putting the Pattern into Practice
The case study scenario
The value stream
The customer journey
The business objects and data
Narrowing the focus to one transaction
The business objects involved in the submit claim transaction
The insurance claim business process
Align the process to the Transaction Pattern
Eliminate unnecessary business tasks
Holding a requirements workshop
Creating the transaction requirements document
Improving the transaction requirements document
Communicating the transaction requirements document
Three key points from this chapter
Chapter 12: Emily’s Triumph
A wide range of benefits
Benefits in the internal process domain
Benefits in the data domain
Benefits in the customer experience domain
Benefits in the harmonization domain
The direct benefits ultimately contribute to strategic outcomes
Three key points from this chapter
Further reading
Index
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