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Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 1 Prof. Dr. Hans-Jrgen Scheruhn http://hscheruhn.hs-harz.de Hochschule Harz Wernigerode Hochschule fr angewandte Wissenschaften (FH) Business Process Management (BPM) Vorlesung im Wintersemester 2010/11 an der Leuphana-Universitt Slide 2 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 COMPANIES TOP GOALS FOR BPM Not Important Extremely Important Source: --Michelle Cantara, Gartner, Market Trends: Impact of Business Process Management on Consulting and Development & Integration Services, Worldwide, 2008-2010 Slide 3 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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 Slide 4 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 Process Hierarchy Activity Main Process Process Process Area Level 1 Level 2 Level 3 Level 4 Extend enterprise map Slide 5 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 Business Process Description As-Is Documentation Process steps Involved Business Units Business objects Business rules R:Responsible; person who carries out the activity A:Accountable; person who is in charge C:Consulted; person asked before carrying out the activity or supporting the activity I:Informed; person has to be informed Slide 6 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 666 Prsentation Prozesse Daten Benutzer-Rollen einnehmen und Prozesse via SAP GUI bedienen : Prozesse ausfhren : Ablauf der gesamten Fallstudie Einzelne Fallstudien-Ablufe Transaktion ausfhren : Alle Fallstudieninhalte auf einen Blick Daten ein- / ausgeben : Vollstndiger SAP-Beleg- / Geldfluss Beschreibung SAP-Maskeninhalte Alle SAP Ein- / Ausgabedaten Alle SAP-Systemorganisationseinheiten Organisationssicht (OrgEinheiten / Planstellen / Rollen/ User) : Abstraktionsebene 1 bis 3 Prozesssicht Wertschpfungskette : Ebene 1 und 2 Ereignisgesteuerte Prozesskette : Eb. 3 Datensicht Informationstrgerdiagramm : Ebene 3 Maskendiagramm : Abstraktionsebene 4 Entity Relationship Diagramm : Ebene 3 Organigramm : Abstraktionsebene 1- 3 Funktionssicht Funktionsbaum : Ebene 1 bis 3 Funktionen Ausfhrung SAP ERP Abbildung als Modell in ARIS (Ausschnitt) Darstellung 4 IT-Integrationsebenen am Bsp. Fallstudie SSB Slide 7 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 7 Business Silos Standardized Technology Optimized Core Business Modularity Dynamic Venturing IT capability Local IT applications Shared technical platforms Companywide standardized processes or databases Plug-and-play business process modules Seamless merging with partners systems Business objectives ROI of local business initiatives Reduced IT costCost 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 efficiencyBusiness/operational efficiency Strategic agilityOrganic reconfiguration Source: Ross et. al, 2006 Architecture Maturity have change to Business Modularity A Brief history of Architecture Maturity Slide 8 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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) Slide 9 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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 organizations 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. Slide 10 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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. Slide 11 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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, 2010 Slide 12 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 Process Evolution - Business Process Modeling Slide 13 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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, 2010 Slide 14 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 The SAP BPM Governance Framework Source: BPM Governance (Adapted from the book: Business Process Management The SAP Roadmap, 2009) Slide 15 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 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 Slide 16 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 SAP Governance Modeling Activities in BPM Source: Applying Real-World BPM in an SAP Environment, 2010 Slide 17 Prof. Dr. Hans-Jrgen Scheruhn | Business Process Management (BPM) Automatisierung und Informatik Hochschule Harz | Wernigerode18.10.2010 Governance: process parameters : http://wiki.sdn.sap.com/wiki/x/3wh8Chttp://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 organizationa l units own the process execution? Processes are performed by one or more organizational units. Examples: Busine

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