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Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
1
Prof. Dr. Hans-Jürgen Scheruhn http://hscheruhn.hs-harz.de
Hochschule Harz Wernigerode
Hochschule für angewandte Wissenschaften (FH)
Business Process Management (BPM)
Vorlesung im Wintersemester 2010/11 an der Leuphana-Universität
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
COMPANIES´ TOP GOALS FOR BPM
4,48
4,95
4,98
5,04
5,04
5,09
5,53
5,57
5,58
5,68
5,79
5,81
1 2 3 4 5 6 7
Improving the quality of your business processes
Improving customer satisfaction
Continuous process Improvement
Reducing costs
Improving the customer experience
Improving business agility
Transforming your business
Improving IT department's ability to make changes to systemsunderlying business processes
Automating a particular process for the first time
Empowering business users to make certain changes to processes andunderlying solutions
Modernizing existing solutions using BPM and Service-OrientedArchitecture (SOA)
Implementing a particular pre-built solution based on BPM technology
Not
Important
Extremely
Important
Source: --Michelle Cantara, Gartner, Market Trends: Impact of Business Process Management on Consulting and Development & Integration Services, Worldwide, 2008-2010
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Since process models have become embedded in the BPM approach, the idea of a reference model or best-practice has emerged into BPM. Reference models can be thought of as templates from which process models may be developed. Reference models are often developed by associations of professionals. Therefore they are quite knowledge intensive. Examples of reference models include the APQC Process Classification Framework (PCF), the Information Technology Infrastructure Library (ITIL), or the Supply Chain Operations Reference model (SCOR).
The Concept of Reference Models
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Process Hierarchy
ActivityActivity
MainMainProcessProcess
ProcessProcess
ProcessProcessAreaArea
Level 1Level 1
Level 2Level 2
Level 3Level 3
Level 4Level 4
Extendenterprise map
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Process Description – As-Is Documentation
Process steps
Involved Business Units
Businessobjects Business rules
R: Responsible; person who carries out the activityA: Accountable; person who is in chargeC: Consulted; person asked before carrying out the
activity or supporting the activityI: Informed; person has to be informed
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
666
Präsentation
Prozesse
Daten
Benutzer-Rollen einnehmen und
Prozesse via SAP GUI bedienen :
Prozesse ausführen : Ablauf der gesamten Fallstudie
Einzelne Fallstudien-Abläufe
Transaktion ausführen :Alle Fallstudieninhalte auf einen Blick
Daten ein- / ausgeben :Vollständiger SAP-Beleg- / Geldfluss
Beschreibung SAP-Maskeninhalte
Alle SAP Ein- / Ausgabedaten
Alle SAP-Systemorganisationseinheiten
Kunde
Anfrage
Angebot
Kundenauftrag
Organisationssicht
(OrgEinheiten / Planstellen / Rollen/ User) :
Abstraktionsebene 1 bis 3
ProzesssichtWertschöpfungskette : Ebene 1 und 2
Ereignisgesteuerte Prozesskette : Eb. 3
DatensichtInformationsträgerdiagramm : Ebene 3
Maskendiagramm : Abstraktionsebene 4
Entity Relationship Diagramm : Ebene 3
Organigramm : Abstraktionsebene 1- 3
FunktionssichtFunktionsbaum : Ebene 1 bis 3
Funktionen
RolleProcess-Owner
Ausführung SAP ERP Abbildung als Modell in ARIS (Ausschnitt)
Darstellung 4 IT-Integrationsebenen am Bsp. Fallstudie SSB
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
7
BusinessSilos
StandardizedTechnology
OptimizedCore
BusinessModularity
DynamicVenturing
IT capability
Local IT applications
Shared technical platforms
Companywide standardized processes or databases
Plug-and-play business process modules
Seamless merging with partners’ systems
Businessobjectives
ROI of local business initiatives
Reduced IT cost Cost and quality of business operations
Speed to market; strategic agility
ROI of new business ventures
Who defines applications
Local business leaders
IT and business unit leaders
Senior management and process leaders
IT, business, and industry leaders
IT, business, and industry leaders and partners
Strategic implications
Local/functional optimization
IT efficiency Business/operational efficiency
Strategic agility Organic reconfiguration
Source: Ross et. al, 2006
Architecture Maturity have change to Business Modularity – A Brief history of Architecture Maturity
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Agility
Business Process Reengineering
Enterprise Resource Planning
Operational Efficiency
Business Network Transformation
Business Process Platform
1990s 2000s 2010s
+
From Operational Efficiency to Business Agility
Source: Adapted from the book: Business Process Management – The SAP Roadmap, 2009) Source: Adapted from the book: Business Process Management – The SAP Roadmap, 2009)
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Enterprise Architecture
An enterprise architecture (EA) describes the structure of an enterprise, its decomposition into subsystems, the relationships between the subsystems, the relationships with the external environment, the terminology to use, and the guiding principles for the design and evolution of an enterprise.
An enterprise architecture provides a holistic, systematic description of an enterprise. It encompasses business functions, business process, people, organisation, business information, software applications and computer systems with their relationships to enterprise goals. The hope for enterprise architecture is that applying systematic rational methods to the design of an enterprise will produce one that more effectively and efficiently pursues its purposes.
Enterprise architecture models the organization’s core mission, each component critical to performing that mission, and how each of these components is interrelated. These components include: guiding principles, organization structure, business processes, people or stakeholders, applications, data, infrastructure, and other technologies.
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Model
A business model describes the rationale of how an organization creates, delivers, and captures value - economic, social, or other forms of value. The process of business model design is part of business strategy.
In theory and practice the term business model is used for a broad range of informal and formal descriptions to represent core aspects of a business, including purpose, offerings, strategies, infrastructure, organizational structures, trading practices, and operational processes and policies.
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Model Management – Green BMM
"Green" business model management (BMM) describes the process of development of how new and/or existing business models can adapt and realign to become more environmentally sustainable and socially responsible.
Source:Scheel, H., von Rosing, M., SAP Sustainability, 2010Source:Scheel, H., von Rosing, M., SAP Sustainability, 2010
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Process Evolution - Business Process Modeling
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Model Governance Business model governance is the set of purpose, offerings, strategies, infrastructure,
organizational structures, trading practices, and operational processes and policies affecting the way a business model is directed, administered or controlled.
Source: Applying Real-World BPM in an SAP Environment, 2010Source: Applying Real-World BPM in an SAP Environment, 2010
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
The SAP BPM Governance Framework
Source: BPM Governance (Adapted from the book: Business Process Management – The SAP Roadmap, 2009)Source: BPM Governance (Adapted from the book: Business Process Management – The SAP Roadmap, 2009)
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Business Process Management (BPM) Definition
Business Process Management (BPM) is a management discipline that requires
organizations to shift to process-centric thinking, and to reduce their reliance on traditional
territorial and functional structures.
BPM requires and enables organizations to manage the complete revision cycles of their
processes, from process design to monitoring and optimization, and to change them more
frequently to adjust to changing circumstances.
The development of BPM technologies is enabling business managers to abstract process
flows and rules from the underlying applications and infrastructure, and to change them
directly.
BPM is neither a technology nor an updated version of BPR. It is an IT-enabled
management discipline. It represents a fundamental change in how business manage and
run their processes
Source: Adapted from the book: Business Process Management – The SAP Roadmap, 2009 Source: Adapted from the book: Business Process Management – The SAP Roadmap, 2009
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
SAP Governance Modeling Activities in BPM
Source: Applying Real-World BPM in an SAP Environment, 2010Source: Applying Real-World BPM in an SAP Environment, 2010
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Governance: process parameters : http://wiki.sdn.sap.com/wiki/x/3wh8C
Process Owner
Who is responsible for the process?
Managers with end-to-end responsibility for individual processes
Organizational Units
Which organizational units own the process execution?
Processes are performed by one or more organizational units.
Examples: Business department, HR, Controlling
Objects
Which objects
are used, modified, and produced?
Processes result in the manipulation of physical or informational objects. The two most important objects are input and output.
Examples: purchase order (PO), invoice
KPIs/PPis
How is the process performance measured?
Definition of measurable indicators to verify whether the process goals have been achieved
Examples: # of created POs, process cycle time
Roles
Which roles need to contribute to the process execution?
Definition of all resources involved in performing the process
Examples: hiring manager, recruiter, HR Business Partner
Business Rules
Which rules govern the business?
Description of the operational characteristics of the business
Example: Prioritization guidelines, disturbances, decision processes
Technology
What kind of technology enables the process execution?
Systems, tools, and hardware used
Example: mySAP SRM
Media
By which media do processes interact?
Means of communication used
Examples: paper, fax, e-mail
Process Flow
Which processes precede and follow?
Definition of process sequence and process interfaces, input and output
Example: receive PO, check availability, confirm delivery date
Process
Purpose & Goal
Why is the process performed?
Ultimate reason for the existence of the process
Example: Getting the right products to the right person at the right time based on existing orders
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
1818
Process Phases / Portals of OPM
1.Strategic-planning
5. Process- controlling
2. Process- Design
3.Implemen-tation
EnterpriseArchitect
Portal
Controller Portal
Balanced Scorecard
Intra Company Process Integration /SAP Business Workflow / SAP NetWeaver BI /SAP SolMan
Modelling As-Isand To-Be Status ARIS / SAP SolComp.
Integration Portal
4.Process-execution
Customer / Employee PortalIntra Company
Process Control /SAP Business Workflow
Management Portal
Intra Company Process Monitoring /SAP Business Workflow & SAP Netweaver BI
Process Portals not active in this Presentation !
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
The Process Maturity Journey
• New Functionality • Business responsiveness• Change business
process quickly and effectively
• Business optimization• Increase decision quality• Optimization across
boarders of Bus.& IT
• Transformation from reactive to real-time
• Increase Transparency
• IT cost reduction and control
• Reduce time-to-market• Documented processes
A culture of heroes
Processes are improved at the work group or department level
Processes are organized and redesigned at the enterprise level
Processes are measured and managed systematically
Process Teams continuously improve processes
No organized processes
Level 1 Some organized processes
Level 2 Most Processes Organized
Level 3 Processes are managed
Level 4 Processes are continuously improved
Level 5
Transformation Need
Proce
ss M
aturity
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
To BeDesign
Process OwnerProcess ArchitectBusiness Architect
CIOEnterprise ArchitectApplication Consultant
Project ManagerProgram/Portfolio Manager
Business Unit OwnerBusiness ArchitectBusiness Analyst
SAP Solution Manager supports 4 lifecycles
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Link with SAP Solution Manager / Solution Composer
Business ModelLevel 1
Business ModelLevel 2
Process Level 1
Process Level 2
Process Level 3
Process Level 4
SAP Solution Manager
SAP Solution Manager
SAP Solution Manager
SAP system
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Link between Business Model and SAP Solution Manager
Scenario
Process
ProcessStep
GoodsReceipt
Processing
SAP function type: Process
GoodsMovement
SAP function type: Process
Scenario
GoodsWarehousing
SAP function type: Process
GoodsReceiptPosting
SAP function type: Process
PostGoodsReceipt
GoodsReceipt
Processed
SendGoods
AddGoods to
Warehouse
CheckInventory
GoodsReceived
OrderReceived
Inventory Management
Warehousechecked
InventoryManagement
Goodsadded to
Warehouse
FinancialManagement
ProcurementSales &
DistributionManagement
MaterialRequirements
Planning
Sales &DistributionManagement
Check Order
OrderChecked
ProcessGoods Receipt Processing (EPC)
ReceivePurchased
Goods
ReceiveShipping
NotificationSAP function type: Process step
DifferenceProcessing
Perform ReturnDelivery
Perform StockTransfer
Confirm TransferOrder
Create TransferOrder
GoodsReceipt
Processed
GoodsReceived
GoodsMovement
SAP function type: Process
GoodsReceiptPosting
SAP function type: Process
ReturnGoods
UnpackGoods
CheckGoods
Goods OKGoods
Different toNotification
Goods notOK
DifferencesCorrected
StartCheck
Inventory
EndCheck
Inventory
VL75 (Shipping Notification Output)
ShippingNotification
Output
ReceiveShipping
Notification
SAP function type: Process stepSAP component: SAP R/3
ME308 (Send Contracts with Conditions)
SendContracts with
Conditions
SAP R/3
Process step
Receive Shipping Notification
InventoryManager
SAP SRMNetweawerSAP ERP SAP SCM SAP PLMSAP CRM
Prof. Dr. Hans-Jürgen Scheruhn | Struktur B2B mit SAP ERP
Automatisierung und Informatik
Hochschule Harz | Wernigerode 04.08.2009
Business Model Management Definition
The business model is simply a working description that includes the general details about the
operations of a business. As part of the business model, there is a need to address internal factors
that relate to the ongoing operation of the company. The competencies that are contained within the
business model will address functions, purpose, offerings and services, including such factors as: Corporate structure, infrastructure & responsible The main business goals, e.g. strategic business objectives, critical success factors and
key performance indicators Business Issues/pain points Core and None core Value creation and realization Financial indicators: Revenues and Cost
Working with once business model helps a company to maintain focus on a core competitiveness
and core differentiation, while keeping a comparative advantage with the none core competencies.
Periodic reviews and updates help to keep the business model relevant to current competition,
market changes, economic conditions and consumer demands. Generally speaking, the most that
has to do with the strategic decisions and operation of the corporation can be said to be part of
business model management.
Source: Applying Real-World BPM in an SAP Environment, 2010
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Performance Measurements in connection with BMM & BPM
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Performance Measurements in connection with BMM & BPM
Prof. Dr. Hans-Jürgen Scheruhn | Business Process Management (BPM)
Automatisierung und Informatik
Hochschule Harz | Wernigerode 18.10.2010
Determining Process PerformanceProcess Performance can only be measured if appropriate Performance Indicators are identified
Clarify process scope (e.g. define start- and end-point of all involved processes, interfaces to other processes / work-streams)
Identify and define adequate Process Performance Indicators (PPIs)
Determine to-be values of PPIs, consider benchmarks as far as possible
Evaluate measurement of as-is values of PPIs (e.g. read timestamps in systems)
Record cycle time of all involved sub-processes (complete coverage of process chain)
Prerequisites for Process Performance Measurement
Costs Time
Quality
TRADE-OFF !
Volume Efficiency
Process Performance Dimensions
How can the end-to-end cycle time be measured?
Are process interfaces aligned?
What is the to-be cycle time? Are there any benchmarks /best-in-class values?
Time How is the
process quality measured?
Which quality is aimed for?
Quality How can costs be
allocated directly or indirectly to the process (labor costs, costs for infrastructure,…)
Costs
Which volume does the process need to handle? (e.g. # of orders)
Are these items counted?
Volume How can process
efficiency be measured (e.g. conversion ratios)?
Which efficiency is aimed for?
Efficiency