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IT Management, Business Process Management

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Applying Real-World BPM in an SAP Environment

Авторы

Ann Rosenberg, Mark von Rosing, Greg Chase, Rukhshaan Omar, James Taylor

Аннотация

• Learn what business process management (BPM) is and how to get started within an SAP context
• Benefit from a comprehensive compilation of use cases from early adopters
• Discover SAP technology, methodology, governance, process-based implementation content, and performance & value metrics

In this unique book, you will learn how to span the gap between business processes and information technology, as well as how to apply BPM within SAP projects. The authors provide extensive information on everything you need to know about the processes and methods to implement BPM (new ASAP, process-based implementation content, BPM technology, and more). Through real-world examples, best practices, and advice from SAP experts, you will understand how BPM works and how you can best use it to your advantage. Additionally, use cases from industry leaders and innovators show you how these early adopters improved their businesses by using BPM technology and methodology.

Linking Strategy to Operation
Explore how a company’s business model is linked to the process model, therefore including performance and value drivers.

BPM Anatomy
Get an in-depth look at what makes BPM in SAP environments so effective, and understand all of the options and unique add-ons that are available for you to link to your SAP system.

Real-Life Examples
Explore use cases from different industries to understand how BPM can be applied to your project to maximize efficiency, streamline process performance, achieve performance and value creation, and optimize customer relations.

Applicable Software for BPM
Learn how standard software in general and SAP products in particular relate to the BPM approach.

Bonus Material
Access additional articles via the SAP PRESS website on some of BPM’s future trends and more advanced fields from top BPM and SAP experts and researchers.

Highlights

• Business Model Management
• Performance and Value Drivers
• ASAP 7 Core Methodology and Business
• Add-Ons to ASAP
• Implementation Quality and Process-Based
• Implementation
• Governance Framework and Agile
• Methodology
• Enterprise Architecture and SOA
• SAP NetWeaver BPM and BRM
• SAP NetWeaver Composition Environment
• Rules and Decision Management
• Process Lifecycles
• Business Value Management

The Authors

The authors are the top of their fields at SAP, in research, and are innovative thought leaders within BPM.

ISBN

ISBN 978-1-59229-343-8

Обложка

Hardcover

Объём

694 страницы

... Foreword ... 17
... Introduction ... 19
PART I ... Business Process Transformation ... 21
1 ... The Importance of a Business Model ... 23
1.1 ... Explaining the Difference in Overall Output Performance ... 23
1.2 ... Revisit the Enterprise Model During Economic Turmoil ... 27
1.3 ... Core Competitive and Core Differentiated Positioning ... 29
1.4 ... A Historic View of Business Models ... 31
1.4.1 ... The Development of Business Model Concepts ... 35
1.4.2 ... Business Model Component Development ... 36
1.5 ... New Form of the Business Model Concept ... 40
1.5.1 ... Resources ... 43
1.5.2 ... Capabilities and Abilities ... 44
1.6 ... The Logic of a Business Model Framework Based on Competencies ... 46
1.6.1 ... Flexible and Free Connection of the Competencies ... 48
1.6.2 ... Consistency and Union of the Competencies ... 49
1.7 ... Organizing Business Competencies ... 49
1.8 ... Summary and Conclusion ... 52
2 ... Business Model Transformation Toward the Service-Oriented Enterprise ... 55
2.1 ... Adaptation of the Service-Oriented Enterprise ... 56
2.1.1 ... Adaptation Driver: Increased Service Orientation ... 58
2.1.2 ... Adaptation Driver: Networked Business ... 58
2.1.3 ... Adaptation Driver: Power-Shift from Supply- to Demand-Side ... 59
2.1.4 ... Service-Oriented Enterprise as Goal – Transformation as Journey ... 59
2.2 ... Business Transformation Change Levers ... 60
2.2.1 ... Change Lever: Customer Offering ... 61
2.2.2 ... Change Lever: Business Model ... 62
2.2.3 ... Change Lever: Value Creation Coordination ... 63
2.3 ... Business Transformation Case Studies ... 64
2.3.1 ... Case Study: Rolls Royce Total Care ... 64
2.3.2 ... Case Study: Arvato Lead Logistics Services ... 65
2.3.3 ... Case Study: Hewlett Packard Managed Printing Solutions ... 66
2.3.4 ... Lessons Learned from the Cases ... 67
2.4 ... Information Technology as Dynamic Capability of Business Enablement ... 69
2.5 ... Process-Centric IT Lifecycle Management ... 73
2.5.1 ... Closing the Loop of Business Process Management ... 73
2.5.2 ... Accelerating the Process Lifecycle ... 75
2.6 ... Reaping the Promised Value of Reusing Information and Services ... 77
2.7 ... Summary and Recommendations ... 79
3 ... Practical Example: How to Develop Performance and Value Drivers ... 85
3.1 ... The Need for Performance and Value Creation ... 86
3.2 ... Performance and Value Drivers ... 88
3.2.1 ... Value Planning and Identification ... 92
3.2.2 ... Value Creation ... 94
3.3 ... Dimensions of PPI Measurement ... 101
3.4 ... Summary and Conclusions ... 102
4 ... The Holistic Approach: Combining BPM with Value and Performance Management, Enterprise Architecture, Governance, and SOA ... 105
4.1 ... Applying the Different Approaches ... 106
4.2 ... Innovate Your EA Framework with BPM and Value and Performance Management Principles ... 107
4.3 ... Solution Transformation – Harmonizing Enterprise Architecture, BPM, and SOA ... 114
4.4 ... Summary and Conclusions ... 117
5 ... Conclusion ... 121
PART II ... BPM Case Studies from the Real World ... 123
6 ... Observing How SAP Customers Approach BPM: The Gap between Business and IT in BPM Projects ... 125
6.1 ... BPM Usage Clusters in Industry and Application Use Cases ... 127
6.1.1 ... Most Common Industries Adopting BPM ... 127
6.1.2 ... Most Common Applications for BPM ... 128
6.2 ... Typical Business Requirements Satisfied by BPM ... 129
6.2.1 ... Articulating and Prioritizing Business Goals and Problems ... 129
6.2.2 ... Qualifying Questions to Instate BPM Projects ... 130
6.2.3 ... Orchestrating Dependent Actions in a Sequence ... 130
6.2.4 ... Orchestrating Actions that Bridge Multiple Systems ... 131
6.2.5 ... Orchestrating Actions Between Organizations ... 132
6.2.6 ... Architecting Processes for Change ... 132
6.2.7 ... Process-Specific User Interfaces ... 133
6.2.8 ... Measuring and Monitoring Business Processes ... 134
7 ... First Applications: Enterprise Information Management ... 135
7.1 ... INVISTA: Enabling Cross-System Master Data Management ... 136
7.1.1 ... Background ... 137
7.1.2 ... BPM Solution ... 138
7.2 ... Ericsson: Using Business Rules to Enable Globalization of Supplier Master Data Governance ... 141
7.2.1 ... Background ... 142
7.2.2 ... BPM Solution ... 143
7.3 ... SAP IT: Accelerating Postmerger Data Enrichment and Migration ... 150
7.3.1 ... Background ... 150
7.3.2 ... BPM Solution ... 154
8 ... Industry-Specific Processes ... 161
8.1 ... Patrimonio Hipotecaria: Supporting Unique Mortgage Processes Attached to SAP for Banking ... 163
8.1.1 ... Background ... 164
8.1.2 ... BPM Solution ... 166
8.2 ... Coca-Cola Erfrischungsgetränke AG: Promotion Material Planning and Procurement as an Extension of SAP Trade Promotion Management ... 171
8.2.1 ... Background ... 171
8.2.2 ... BPM Solution ... 174
8.3 ... GISA: Increased Competition in Utilities Demands Efficient Customer Service Connections ... 179
8.3.1 ... Background ... 179
8.3.2 ... BPM Solution ... 181
... Siemens IT Solutions and Services: Balancing Standardization and Customizability in a New Solution Siemens IT Solutions and Services: Balancing Standardization and Customizability ... 184
8.4.1 ... Background ... 184
8.4.2 ... BPM Solution ... 186
8.5 ... RS Components: Automating Supply Chain Collaboration for Inventory Planning and Supplier Performance Management ... 189
8.5.1 ... Background ... 190
8.5.2 ... BPM Solution ... 191
9 ... BPM, Business Transformation, and Continuous Process Improvement ... 197
9.1 ... KAESER KOMPRESSOREN: Transforming from a Products Company to a Service Company ... 197
9.1.1 ... Background ... 198
9.1.2 ... BPM Solution ... 199
9.2 ... Braskem S.A.: Realizing the Value of Efficiency and Visibility in Supplier Processes ... 205
9.2.1 ... Background ... 206
9.2.2 ... BPM Solution ... 209
10 ... Good Ideas for BPM ... 217
10.1 ... Public Sector: Potholes and Green Area Maintenance – Taxpayers Get More for Their Buck ... 217
10.1.1 ... Background ... 218
10.1.2 ... BPM Solution ... 221
10.2 ... Airline: Streamlining the Maintenance Process for the Transportation Industry with BPM ... 227
10.2.1 ... Background ... 228
10.2.2 ... BPM Solution ... 231
11 ... Planning for BPM Transformation ... 235
11.1 ... Hospira: Integrating Architecture to Become Process-Centric ... 235
11.1.1 ... Company Profile ... 236
11.1.2 ... Need for Business Process Management Discipline ... 237
11.1.3 ... Architecture Practice and BPM ... 238
11.1.4 ... BPM Solution ... 241
11.1.5 ... BPM Center of Excellence (CoE) ... 246
11.1.6 ... Building a BPM Community of Practice ... 249
11.1.7 ... Lessons Learned ... 249
11.1.8 ... What’s Ahead? ... 250
11.2 ... Danish Defense: Value Drivers in Corporate Businesses ... 251
11.2.1 ... The Importance of Having the Right Business Model in Place ... 253
11.2.2 ... The Need to Describe the Business Model ... 255
11.2.3 ... The Need for Business Governance ... 257
11.2.4 ... Implementing BPM in the Danish Defense ... 268
11.2.5 ... BPM and Core Business ... 282
11.2.6 ... Danish Armed Forces BPM and Technology Delivery ... 284
11.2.7 ... Terminology and Conventions ... 287
11.2.8 ... Technology Delivery ... 290
11.2.9 ... Implementation of Change ... 291
11.2.10 ... Conclusion ... 293
12 ... Conclusion ... 295
PART III ... BPM Anatomy for Implementations ... 297
13 ... Methodology and Governance ... 299
13.1 ... SOA Survey ... 300
13.1.1 ... Feedback Survey for the Methodology ... 300
13.1.2 ... Key Observations and Trends in SOA Projects ... 301
13.1.3 ... Summary ... 308
13.2 ... How to Combine Business Modeling and Process Modeling ... 308
13.2.1 ... Business Model Innovation and Optimization ... 309
13.2.2 ... How To Create Value in Connecting the Business Model and Processes ... 309
13.2.3 ... The Limitation of Having Only a Process Focus ... 311
13.2.4 ... The Holistic Approach – Creating Value by Connecting the Business Model to the Processes ... 315
13.2.5 ... Business Model Approach to Connecting Strategy to Business Model and Business Model to Operational Model (Processes) ... 316
13.2.6 ... Process Identification and Harmonization on the Strategic Level ... 324
13.2.7 ... Process Identification and Harmonization on the Tactical Level ... 325
13.2.8 ... Harmonization through a Simple Pattern Using the ICASIO Approach ... 327
13.2.9 ... Definition and Validation of Process Step Variants Using the RACI Model Approach ... 329
13.2.10 ... Process Identification and Harmonization on the Operational Level ... 332
13.2.11 ... Conclusion ... 337
13.3 ... ASAP Methodology 7 Core ... 339
13.3.1 ... Project Preparation ... 342
13.3.2 ... Business Blueprint ... 353
13.3.3 ... Realization ... 363
13.3.4 ... Final Preparation, Go-Live Support, and Run ... 377
13.4 ... Business Add-Ons to ASAP ... 387
13.4.1 ... Business Add-Ons to ASAP – a New Flavored Approach ... 388
13.4.2 ... Tools for Applying Business Add-Ons to ASAP ... 393
13.4.3 ... Business Add-Ons to ASAP Methodology, Governance Frameworks, and Implementation Technology Content: Part I ... 398
13.4.4 ... Business Add-Ons that Deliver Methodology, Governance Frameworks, and Implementation Content: Part II ... 408
14 ... BPM Tools — From Modeling to Execution ... 413
14.1 ... Composite Development Architecture Guidelines ... 414
14.1.1 ... Value Proposition of SAP NetWeaver CE ... 414
14.1.2 ... Platform Overview ... 414
14.1.3 ... Structure of Composites ... 419
14.1.4 ... Separation of Functionality ... 443
14.1.5 ... SOA Pattern ... 463
14.1.6 ... Conclusion ... 474
14.2 ... Highlights of the Innovation Provided by SAP NetWeaver BPM and BRM ... 475
14.2.1 ... Business Analyst Experience ... 475
14.2.2 ... Process Developer Experience ... 476
14.2.3 ... Improved Business Insight ... 478
14.2.4 ... Interoperability with SAP Applications ... 478
14.2.5 ... Interoperability with Other Task User Interfaces ... 479
14.3 ... Handling Decisions and Business Rules in a BPM Approach ... 480
14.3.1 ... The Power of Decisioning ... 481
14.3.2 ... Identifying Operational Decisions ... 486
14.3.3 ... Implementing Decisions with Business Rules ... 492
14.3.4 ... Best Practices in Decision Management ... 499
14.3.5 ... Governance ... 508
14.3.6 ... Managing the Organizational Implications ... 511
14.4 ... Business Rules Management from SAP ... 513
14.4.1 ... Roots of Business Rule Framework Plus ... 513
14.4.2 ... Roots of SAP NetWeaver BRM ... 513
14.4.3 ... Business Rule Framework Plus ... 513
14.4.4 ... SAP NetWeaver Business Rules Management ... 529
14.4.5 ... Usage Recommendations ... 541
14.5 ... Simple Sample Application for Enterprise Service Consumption ... 545
15 ... Process-Based Implementation Content ... 553
15.1 ... Business Add-Ons to ASAP that Deliver Implementation Content ... 554
15.1.1 ... Business Add-On to ASAP Delivering Point of Sales Implementation Content ... 555
15.1.2 ... Business Add-Ons to ASAP that Deliver Small SOA/BPM-Based Implementation Content Packages ... 559
15.2 ... SAP Rapid Deployment Solutions ... 563
16 ... Enablement and Communities ... 565
16.1 ... Enablement: People as Key Success Factor ... 566
16.1.1 ... The Link Between IT and Business ... 567
16.1.2 ... Role-Based Education for Organizational Performance ... 568
16.1.3 ... Roles and Required Skills ... 571
16.1.4 ... Summary ... 574
16.2 ... Enablement: SAP University Alliances BPM Curriculum ... 574
16.3 ... Enablement: Starter Kit for Business Process Management, an Add-On to ASAP ... 576
16.3.1 ... Benefits and Target Audience ... 576
16.3.2 ... Navigating Through the Starter Kit for BPM, an Add-On to ASAP ... 577
16.4 ... Enablement: SOA KIT, an Add-On to ASAP ... 579
16.5 ... Enablement: SOA CIO Guide — Abstract ... 582
16.5.1 ... Solution Space and Key Capabilities ... 582
16.5.2 ... Reference Architectures and Maturity Model ... 584
16.5.3 ... SAP Product Implementation Guidance ... 596
16.5.4 ... Trends and Roadmap ... 597
16.5.5 ... Conclusion ... 597
16.6 ... Enablement: Value Prototyping ... 598
16.7 ... Enablement: SAP Value Partnership ... 600
16.8 ... Enablement: Composite in a Day Workshop ... 600
16.9 ... Enablement: Communities ... 604
17 ... Conclusion ... 607
PART IV ... Future Outlook ... 613
18 ... Future Trends for BPM ... 615
18.1 ... BPM Future Outlook: Six Ideas ... 615
18.1.1 ... Supporting the Knowledge Worker ... 616
18.1.2 ... Fostering Collaboration ... 616
18.1.3 ... Responding to Rapidly Changing Situations ... 617
18.1.4 ... Working Any Time, Anywhere ... 617
18.1.5 ... Developing Process Skills ... 618
18.1.6 ... Giving Control to the Business ... 618
18.1.7 ... Summary ... 619
18.2 ... BPM for Knowledge Workers ... 619
18.2.1 ... What Is a Business Process? ... 619
18.2.2 ... What Is a Business Practice? ... 622
18.2.3 ... Business Practice Example: Part Replacement ... 625
18.2.4 ... SAP ASAP Methodology ... 627
18.2.5 ... Summary ... 629
18.3 ... Exploring Additional Future BPM and SOA Trends ... 629
18.3.1 ... “Business Process Management and Semantic Interoperability” by Alexander Dreiling ... 630
18.3.2 ... “SOA for Business Networks – Service Delivery Framework” by Alistair Barros ... 631
18.3.3 ... “A Requirements Framework for Semantic Business Process Modeling” by Alistair Barros and Ingo M. Weber ... 632
18.3.4 ... “Process-Centric Decision Support” by Mathias Fritzsche, Wasif Gilani, and Michael Picht ... 633
18.3.5 ... “Semantic Technologies: An Enabler of Intelligent Business Processes” by Ivan Markovic ... 634
18.3.6 ... “Customer and Partner Views on the Future of BPM: A View from Two SAP Mentors” by Twan van den Broek and Richard Hirsch ... 635
... Appendices ... 637
A ... IT Performance and Value Management Research ... 639
B ... Value Driver Processes Sorted After Strategic, Tactical, and Operational Levels ... 641
C ... Bibliography ... 657
D ... The Authors ... 673
... Index ... 687