Applying Real-world BPM in an SAP Environment

J. Smabe (Autor)

Buch | Hardcover

698 Seiten

2011
SAP Press (Verlag)
978-1-59229-343-8 (ISBN)

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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.

Greg Chase is an SAP mentor and is director of solution marketing for business process management (BPM) at SAP. Greg's areas of expertise include customer use cases and solution development using a BPM approach, value engineering in a BPM context, and BPM for enterprise information management (EIM). He is responsible for working with SAP partners to create and position service offerings utilizing SAP developer technologies. Greg has been in the software industry for over 20 years at various startup companies and global leaders, including SAP and Oracle. He holds a bachelor's degree from the University of California at Davis. Rukhshaan (Ruks) Omar is an independent global marketing specialist responsible for industry positioning for SAP NetWeaver BPM. Ruks has compiled a comprehensive collection of industry-relevant BPM use cases based on analyzing early projects from adopters and market research. She has more than 20 years of IT experience working with leading global software vendors. She holds degrees in computer science and mathematics from the University of Durban-Westville and the University of South Africa. James Taylor is founder and CEO of Decision Management Solutions, a California-based consulting firm. Ann Rosenberg is a Senior Strategic Business Process Management Consultant, working for the SAP Process Office. The Process Governance Team within the SAP Process Office has created the BPM method that links to SAP's enterprise SOA strategy. Mark von Rosing lectures Leadership and Business Economics at the Copenhagen Business School, Denmark.

. 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

. 1.5. New Form of the Business Model Concept. 40

. 1.6. The Logic of a Business Model Framework Based on Competencies. 46

. 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

. 2.2. Business Transformation Change Levers. 60

. 2.3. Business Transformation Case Studies. 64

. 2.4. Information Technology as Dynamic Capability of Business Enablement. 69

. 2.5. Process-Centric IT Lifecycle Management. 73

. 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

. 3.3. 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

. 6.2. Typical Business Requirements Satisfied by BPM. 129

7. First Applications: Enterprise Information Management. 135

. 7.1. INVISTA: Enabling Cross-System Master Data Management. 136

. 7.2. Ericsson: Using Business Rules to Enable Globalization of Supplier Master Data Governance. 141

. 7.3. SAP IT: Accelerating Postmerger Data Enrichment and Migration. 150

8. Industry-Specific Processes. 161

. 8.1. Patrimonio Hipotecaria: Supporting Unique Mortgage Processes Attached to SAP for Banking. 163

. 8.2. Coca-Cola Erfrischungsgetränke AG: Promotion Material Planning and Procurement as an Extension of SAP Trade Promotion Management. 171

. 8.3. GISA: Increased Competition in Utilities Demands Efficient Customer Service Connections. 179

.

. 8.4. Siemens IT Solutions and Services: Balancing Standardization and Customizability in a New Solution. 184

. 8.5. RS Components: Automating Supply Chain Collaboration for Inventory Planning and Supplier Performance Management. 189

9. BPM, Business Transformation, and Continuous Process Improvement. 197

. 9.1. KAESER KOMPRESSOREN: Transforming from a Products Company to a Service Company. 197

. 9.2. Braskem S.A.: Realizing the Value of Efficiency and Visibility in Supplier Processes. 205

10. Good Ideas for BPM. 217

. 10.1. Public Sector: Potholes and Green Area Maintenance -- Taxpayers Get More for Their Buck. 217

. 10.2. Airline: Streamlining the Maintenance Process for the Transportation Industry with BPM. 227

11. Planning for BPM Transformation. 235

. 11.1. Hospira: Integrating Architecture to Become Process-Centric. 235

. 11.2. Danish Defense: Value Drivers in Corporate Businesses. 251

12. Conclusion. 295

PART III. BPM Anatomy for Implementations. 297

13. Methodology and Governance. 299

. 13.1. SOA Survey. 300

. 13.2. How to Combine Business Modeling and Process Modeling. 308

. 13.3. ASAP Methodology 7 Core. 339

. 13.4. Business Add-Ons to ASAP. 387

14. BPM Tools -- From Modeling to Execution. 413

. 14.1. Composite Development Architecture Guidelines. 414

. 14.2. Highlights of the Innovation Provided by SAP NetWeaver BPM and BRM. 475

. 14.3. Handling Decisions and Business Rules in a BPM Approach. 480

. 14.4. Business Rules Management from SAP. 513

. 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

. 15.2. SAP Rapid Deployment Solutions. 563

16. Enablement and Communities. 565

. 16.1. Enablement: People as Key Success Factor. 566

. 16.2. Enablement: SAP University Alliances BPM Curriculum. 574

. 16.3. Enablement: Starter Kit for Business Process Management, an Add-On to ASAP. 576

. 16.4. Enablement: SOA KIT, an Add-On to ASAP. 579

. 16.5. Enablement: SOA CIO Guide -- Abstract. 582

. 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

. 18.2. BPM for Knowledge Workers. 619

. 18.3. Exploring Additional Future BPM and SOA Trends. 629

. 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

Reihe/Serie	SAP Press
Verlagsort	Maryland
Sprache	englisch
Maße	175 x 228 mm
Themenwelt	Mathematik / Informatik ► Informatik ► Netzwerke
Themenwelt	Informatik ► Weitere Themen ► SAP
Schlagworte	Geschäftsprozessmanagement • SAP
ISBN-10	1-59229-343-3 / 1592293433
ISBN-13	978-1-59229-343-8 / 9781592293438
Zustand	Neuware