Every company recognizes the benefits of BPM, but organizations find it difficult to define a holistic BPM strategy because there is no holistic BPM framework available. Therefore we developed the Enterprise BPM framework. This BPM framework will help you: 1.To perform a BPM roadmap assessment and create a BPM roadmap 2.Discover the business issues 3. Explain the required BPM tools & projects 4.Create a financial BPM benefits case. Within this book we will provide the results of the BPM maturity research in more than 1000 companies and the results of BPM roadmap assessments within industry leaders. We will explain why the Operational Excellence group and the ERP CC should work together and why the role of the CPO (Chief Processing Officer) is so important. One opinion of an independent industry analysts is: “The Enterprise BPM framework is interesting because this is the first framework where the different BPM topics are integrated into one framework to create a BPM roadmap... Meer > which can deliver business value More information can e found at : www.lulu.com/shop/frank-luyckx/enterprise-bpm-roadmap-assessments/paperback/product-20265487.html

1. www.ids-scheer.com
Enterprise BPM framework
IDS Scheer Nederland
Frank Luyckx, Enterprise BPM solution champ

2. Agenda
ARIS BPM framework
Enterprise BPM framework
22
11
ROI BPM framework33
© IDS Scheer AG www.ids-scheer.com

3. © IDS Scheer AG www.ids-scheer.com

4. An organization should be a school of fish
To survive they have to react to changes quickly
© IDS Scheer AG www.ids-scheer.com
To survive they have to react to changes quickly
Gartner :
BPM is a structured approach employing methods, policies, metrics,
management practices and software tools to measure, synchronize and
continuously optimize the organization's activities and processes."
"BPM governance is a management practice that provides for governance
of a business's process environment toward the goal of improving agility
and operational performance and revenue.

5. Misalignment ….
• Personal agendas
• Politicking
• No agreed routemap
• No consistent measures
TQM
Continuous
Improvement
Customer
Focus
Productivity
Empowerment
Too many
independent initiatives
Just in time reskilling
sales force
effectiveness
sales force
effectiveness
EDI
No Clear
Leadership
Disillusioned
Management
© IDS Scheer AG www.ids-scheer.com
• No consistent measures
• No stretch targets
• Shop floor disengaged

6. Business
4 Driving forces within an organisation
How can I manage
my business results
© IDS Scheer AG www.ids-scheer.com
OrganizationProcess
How can I manage
my business processes
How can I manage
my organisation
How can I control
my business results

7. 4 Phases of the Process Life Cycle Management
© IDS Scheer AG www.ids-scheer.com
Strategy = Company Objectives & Business strategy
Design = Functional design & Business analysis
Implement = Solution development & Deployment preparation
Controlling = Operational environment & Daily Maintenance

8. IDS Business Process Maturity framework to reach Business agility
Strategy Design Implementation Controlling
Business Transformation Management Business Communications ManagementBusiness Strategy Business Management
BPM Configuration Management BPM Support ManagementBPM Program Management BPM Design
We want a new printer in the
home market segment
What are the specifications
and logistical requirements ?
How should I change the distribution
centers and logistical concepts?
Where can I find information of the new
printer and my new responsibilities ?
Business
Management
© IDS Scheer AG www.ids-scheer.com
BPM Change management BPM GovernanceBPM Change Program BPM Organizational Design
BPM Knowledge Management BPM Objectives ManagementBPM Financial Management BPM Quality Management
What are the objectives for
the organisation ?
How should I design the new
organisation?
Does the organisation accept the new
organisation structure ?
How can I manage the organisational
standards and responsibilities
What processes & projects
do I require ?
How should the process design
look like ?
How should I confige the ICT
applications and processes ?
How can I daily support the ICT
applications and processes ?
What is the ROI and process
cost of this new printer ?
How can I improve the printers
and logistical infrastructure?
Does everybody understand the
printer, applications & processes ?
Does the new printer and BPM
reaches the objectives ?
Process
Management
Organisation
Management
Management
Control

9. BPM stakeholders
BPMBPM ImplemImplemBPM DesignBPM DesignBPM StrategyBPM Strategy BPM ControlBPM Control
JurgenJurgen
SattlerSattler
CEOCEO
FrankFrank
VolmerVolmer
Paul BijsterPaul Bijster
Business
Development
Manager
SteveSteve
MCALLISTERMCALLISTER
Business
Planner
JohannaJohanna
FeldmanFeldman
IT
GunnarGunnar
OLSSONOLSSON
IT System
Carl BRAUNCarl BRAUN
Head of
Service
Center
RobertRobert
THOMSONTHOMSON
Business
Business
Management
Process
© IDS Scheer AG www.ids-scheer.com
VolmerVolmer
OperationsOperations
Manager
ClausClaus
PettersonPetterson
HRM
manager
MonikaMonika
BAUDISCHBAUDISCH
Financial
services
PeterPeter
SONNTAGSONNTAG
Global
Business
Owner
PeterPeter
MAYMAY
Business
Process
Analyst
IT
Architect
EtienneEtienne
DUCRETDUCRET
Knowledge
Manager
LindaLinda
ROSENFELDROSENFELD
Organisational
Change
Manager
MarcusMarcus
ANDERSENANDERSEN
Project
Manager,
Operational
Excellence
WolfgangWolfgang
BECKERBECKER
Head of
BPM
Organization
IT System
Support
Manager
Business
Architect
Process
Management
Organisation
Management
Management
Control

10. Strategy Design Implementation Controlling
BusinessTransformation CommunicationsManagementBusinessStrategy BusinessManagement
BPMConfiguration Management BPM SupportManagementBPMProgram Management BPMDesign
BPMproject portfolio Corporate processmodel BPMexecution platform BPMsystem support
Businessanalysis
Balanced score Card
Products& servicesanalysis
Busrequirementsmngmt
Transformation management
Continiousimprovements
Communication platform
Information management
Business
Management
Process
BPM Governance Framework with BPM projects
© IDS Scheer AG www.ids-scheer.com
BPMChange management BPM GovernanceBPMChange Program BPMOrganizational Design
BPMKnowledge Management BPMObjectives ManagementBPM Financial Management BPMQuality Management
BPMstakeholdersobjectives
HRM organisational analysis
BPMorganisation design
BPMprocess owners
BPMchange management
Authorization concept
BPMstandards& methods
BPMescalation management
BPMproject standards
Corporate processmodel
BPMarchitecture
BPMexecution platform
Documentation &testing BPMimpactanalysis
Processcosting analysis
BPMROI calculation
Sixsigma projects
BPMqualityanalysis
BPMcontent management
BPMtraining management
BPMobjectivesanalysis
BPMSLA management
Process
Management
Organisation
Management
Management
Control

11. A higher BPM maturity level generates benefits for the organisation
Alignment ,
Harmonisation
Rationalisation of:
Products,
Processes,
Policies,
Projects
Platforms,
Procedures,
© IDS Scheer AG www.ids-scheer.com
As each bird flaps its wings it creates an
uplift for the bird following. By flying in a
V formation the whole flock adds 71% of
the flying range than if each bird were to
fly alone.
Procedures,
Planning,
Power,
Performance,
Politics,
…… People

12. BPM Maturity Levels to measure alignment (CMMI, OMG)
Integrated E2E processes
and E2E process organization
across the 5 BPM domains
E2E process analysis
of both the E2E processes
and products
Networked E2E processes
with business partners
Strategical market agility
and proactive improvements
enabled by piloting innovative
new ideas and technologies
3 Standardized
4 Predictable
BPM domain integration
requires discipline by the
complete organization
Success depends on BPM
Build a trusted relationship
with your business partners
( suppliers and customers )
5 Optimizing
© IDS Scheer AG www.ids-scheer.com
Individual process flows.
Few activities are described.
Individual planning
motivation, efforts and
heroics
Unit process discipline
is in place to repeat processes
and reduce rework.
Basic project management
to track costs, schedule and
functionality.
Corporate E2E processes
are standardized by an
accepted methodology.
BPM Competence Center
monitors BPM projects - BPM
tools - E2E process standards
and products
1 Initial
2 Managed
Success depends on
employee competencies
Success depends on
management competencies
Success depends on BPM
competencies

13. Concepts IDS BPM Maturity Model
Maturity levels describes the levels that an organization
moves through as it evolves from an immature
organization without any process discipline to a mature
organization where all processes are measured,
managed and consistently improved.
5 Maturity levels
Initial processes Managed processes Standard processes Predictable processes Optimizing processes
BPM Tools can support an organization
to reach a higher BPM maturity level
© IDS Scheer AG www.ids-scheer.com
A BPM Process area
describes a cluster of related
BPM processes within the
organization.
16 BPM
Process Area’s

14. BPM Maturity Index
BPMMaturityLevel 2,4
2,8 2,0 2,3 2,3
BusinessStrategyManagement 2 BusinessManagement 2 BusinessTransformation 4 BusinessCommunicationManagement 1
BPMProgramManagement 4 BPMDesign 1 BPMConfigurationManagement 2 BPMSupportManagement 2
BPMChangeProgram 2 BPMOrganizationalDesign 2 BPMChangeManagement 1 BPMGovernance 4
BPMCostManagement 3 BPMQualityManagement 3 BPMKnowledgeManagement 2 BPMObjectivesManagement 2
BPMBPMBPMBPM
Strategy Design Implementation Controlling
© IDS Scheer AG www.ids-scheer.com
The BPM Maturity Index determines whether the management team should start projects for:
1. The Formalisation & Management of the processes and procedures
2. The Standarisation & Alignment of the processes and procedures
3. The Optimalisation & Integration of the processes and procedures
4. The Innovation & Market Agility of the processes and procedures
BPMCostManagement 3 BPMQualityManagement 3 BPMKnowledgeManagement 2 BPMObjectivesManagement 2

15. Experiences of more than 700 companies with BPM maturity models
(INK, EFQM)
The average results of the use of BPM maturity concepts are :
Growth of Sales (37-77%)
Growth operating income (18-48%)
Better return on sales (4,4%-8%)
© IDS Scheer AG www.ids-scheer.com
More focus on the alignment of the business strategy and the processes
Structure for operational management reporting and annual reporting
Governance Structure for managing BPM within organisations

16. Agenda
ARIS BPM framework
Enterprise BPM framework
22
11
ROI BPM framework33
© IDS Scheer AG www.ids-scheer.com

17. Project
Preperation
As-Is
Models Detailed
Process Models
(Top/down)
Blueprint RealisationRealisation
FinalFinal
PreparationPreparation
Process
Scope
E2E
Scope
E2E
Models
Functional
Unit Test
Integration
Tests
User
Acceptance
Test
Regression
Tests
Go LiveGo Live
and Supportand Support Next Roll Out
Support &
Improvements
Impact
assessment
BPM in een Project
System
Documentation
Scope Models
System
Scope
Org.
Scope
Interface
Map
Business
Roles
SAP
Org. Model
Test
Authorisation
Matrix
Tests
Change Request Management & Updated Process Models
(Project Based)
Change Request Mgnt
(Governance Based)
Publish
Approved
Blueprint
Models
Develop
End User Training
End User
Training
Portal
Concept
Business
profiles
training
Change
management
Portal / content
Communication
User
Documentation

18. BPM ControllingBPM ControllingBPM ImplementationBPM ImplementationBPM DesignBPM DesignBPM StrategyBPM Strategy
BPMBPM
CommunicationCommunication
ManagementManagement
BPMBPM
SupportSupport
ManagementManagement
BPM configurationBPM configuration
Management &Management &
TestingTesting
ProcessesProcesses
& project& project
ManagementManagement
configurable start page with optionally
• a start page image
• a start model with clickable buttons
• main menu functions
views on database are
configured in
start model
view on processes
(navigation via
process assignment
tree)
view on organization
(navigation via
assignment tree of
organograms)
overview of documents
(navigation via
structured document
list)
overview of files
(navigation via
flat list of files)
Does bank
master already
exist?
Bankm aster
does NOT
exist
Bank master
exists
Change of bank
m aster required?
Change of bank
m aster required
Change of
bank master
NOT required
Deletion of bank
m aster required?
Deletion of
bank master
required
Deletion of
bank master
NOT required
Bank chain
update required?
Create bank
master
C hange bank
master
Delete bank
master
Create Bank
Change Bank
Set Flag to
Delete Bank
Request for
update
approved
SA PR/3
SA PR/3
Business
Scenario Update
bank master
data
ARIS EPC ARIS Test Scenarios TestDirector
TT
Test case
Journal
approved
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Journal
approved
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Journal
approved
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Save journal as
complete
transaction
Display saved
journal
Journal saved
ascomplete
transaction
Nochanges
necessary
Test case
22
Test case
22
TT
Test case
Save journalas
complete
transaction
Display saved
journal
Journalsaved
as complete
transaction
No changes
necessary
Test case
22
Test case
22
TT
Test case
Save journalas
complete
transaction
Display saved
journal
Journalsaved
as complete
transaction
No changes
necessary
Test case
22
Test case
22
TT
Test case
Save journalas
complete
transaction
Display saved
journal
Journalsaved
as complete
transaction
No changes
necessary
Test case
22
Test case
22
Business Process Management platform based on ARIS
© IDS Scheer AG www.ids-scheer.com
ManagementManagement
OrganizationOrganization
StandardsStandards
& BPO’s& BPO’s
TestingTesting
BPM KnowledgeBPM Knowledge
Management &Management &
TrainingTraining
ManagementManagement
BPMBPM
GovernanceGovernance
ManagementManagement
BPM ChangeBPM Change
ManagementManagement &&
AuthorizationsAuthorizations
Sales Manager
Germany
Sales Representative
Germany
Sales Manager
Germany
Technical Specialist
Germany
Sales Representative
Americas
Employee
Sales
Sales Manager
Sales Manager
Americas
Technical Specialist
Americas
Employee Sales
Germany
Employee Sales
Americas
RoleRole
PositionPosition
From ARIS
process model
to requ.Spec.
From portalto
e-learning offers
From SAP application
to ARIS process model
From ARIS Process model
to SAP applocation
From portal
to FAQlists
From portal
to ARIS process world
From portal to
requirements specification
Bank chain update
required
Bank chain
update NOT
required
Create/change
bankdata
Readyto inform
user of update to
bank master data
Maintain bank
chains for
partner
SAP R/3
SAP R/3
Journal
approved
Journal
approved
Journal
approved
Journal
approved
Journal
approved
Journal
approved

19. BPM Governance Framework with BPM projects
BPM ControllingBPM ControllingBPM ImplementationBPM ImplementationBPM DesignBPM DesignBPM StrategyBPM Strategy
BPMBPM
CommunicationCommunication
ManagementManagement
BPMBPM
SupportSupport
ManagementManagement
BPM programBPM program
managementmanagement
Business &Business &
ProductProduct
ManagementManagement
BusinessBusiness
Strategy &Strategy &
BPM objectivesBPM objectives
BusinessBusiness
TransformationTransformation
ManagementManagement
BPM Testing &BPM Testing &
ConfigurationConfiguration
ManagementManagement
ProcessesProcesses
DesignDesign
ManagementManagement
Innovation & learning
Financial
Internal Business
Perspective
How do we look to our
stockholders?
At what must we excel?
Can we continue to
improve and create value?
How do our customers see
us?
Strategy
BusinessBusiness
ModelModel
ChangesChanges
BusinessBusiness
ProcessesProcesses
ChangesChanges
BusinessBusiness
ApplicationsApplications
ChangesChanges
New ServicesNew Services
New ProductsNew Products
AcquisitionAcquisition
New Sales
Channels
New Sales
Channels
New MarketsNew Markets
New PartnersNew Partners
. . .. . .
New ProcessesNew Processes
New
Process Flows
New
Process Flows
New
Departments
New
Departments
New Business
Functions
New Business
Functions
New UPI‘sNew UPI‘s
New
Responsibilities
New
Responsibilities
New Information
Access
New Information
Access
ModificationsModifications CompositionComposition . . .. . .
IntegrationIntegrationExtensionsExtensions
StrategyStrategy
BPMBPM
ITIT
SAPERP
UVA
proj
Fase 1 Fase 2
Week / Maand
Corporate Process Model
level 1, 2 en 3
BPM inkoop (level 4)
Implementatie SSM en
synchronisatie ARIS
Projecten adminstratie
Finance, HRM, Vastgoed
Studenten adminstratie
Process verbeteringen /
Faculteit validatie (CM)
13 14 15 16 17 18 19 20 21 22
Fase 3
BPM
Opzetten BPM governance
23 24 25 26 27 28 29
Opzetten BPM conventies
Fase 4
BPMNBPMN
ARIS Repository
Event-Driven Process ChainWSDL
«interface»
«wsdlPortType»
http://creditsales.soa.umg.ids.com/::CreditSalesService
«wsdlOperation»+calculateCreditIncreaseProposal(incalculateCreditIncreaseProposa...
«wsdlOperation»+changeCreditApplication(inchangeCreditApplicationRequest:Credit...
«wsdlOperation»+checkCustomerPaymentCapacity(incheckCustomerPaymentCapa...
«reside»«reside»«reside»
«wsdlService»
http://creditsales.soa.umg.ids.com/::CreditSalesService
WSDL
«interface»
«wsdlPortType»
http://creditsales.soa.umg.ids.com/::CreditSalesService
«wsdlOperation»+calculateCreditIncreaseProposal(incalculateCreditIncreaseProposa...
«wsdlOperation»+changeCreditApplication(inchangeCreditApplicationRequest:Credit...
«wsdlOperation»+checkCustomerPaymentCapacity(incheckCustomerPaymentCapa...
«reside»«reside»«reside»
«wsdlService»
http://creditsales.soa.umg.ids.com/::CreditSalesService
BPEL
Process Execution
BPELBPEL
Process ExecutionProcess ExecutionProcess Execution
«busi nessClass»
Movie
ti tle:String
duration:Integer
«busi nessClass»
Show
begi nni ng:Date =null
numberOfSoldTickets:Integer
schedule(i nbegi nning:Date)
cancel()
movie():Movi e{query}
begi nni ng():Date {query}
avai labl eTi ckets():Integer{query}
createReservation(in requestedTickets:Integer):Reservation
cancelReservations()
addReservation(i nreservation:Reservati on)
«busi nessClass»
MovieTheater
name:String
shows(i nmovi e:Movie):Show[*]{query}
«busi nessClass»
Theater
number:Integer
seatCount:Integer
shows(inmovie:Movi e):Show[*]{query}
shows(inmovie:Movi e,i nbegi nning:Date):Show{query}
1 1..*1 1..*
1
*
1
*
*1 *1
«busi nessClass»
Reservation
numberOfReservedTickets:Integer
reservationCode:Integer
«create»create(i nshow:Show,innumberOfTickets:Integer):Reservati on
*
1
*
1
«busi nessClass»
Ticket
* 1* 1
*
*
*
*
UML
Software Engineering
«busi nessClass»
Movie
ti tle:String
duration:Integer
«busi nessClass»
Show
begi nni ng:Date =null
numberOfSoldTickets:Integer
schedule(i nbegi nning:Date)
cancel()
movie():Movi e{query}
begi nni ng():Date {query}
avai labl eTi ckets():Integer{query}
createReservation(in requestedTickets:Integer):Reservation
cancelReservations()
addReservation(i nreservation:Reservati on)
«busi nessClass»
MovieTheater
name:String
shows(i nmovi e:Movie):Show[*]{query}
«busi nessClass»
Theater
number:Integer
seatCount:Integer
shows(inmovie:Movi e):Show[*]{query}
shows(inmovie:Movi e,i nbegi nning:Date):Show{query}
1 1..*1 1..*
1
*
1
*
*1 *1
«busi nessClass»
Reservation
numberOfReservedTickets:Integer
reservationCode:Integer
«create»create(i nshow:Show,innumberOfTickets:Integer):Reservati on
*
1
*
1
«busi nessClass»
Ticket
* 1* 1
*
*
*
*
UML
«busi nessClass»
Movie
ti tle:String
duration:Integer
«busi nessClass»
Show
begi nni ng:Date =null
numberOfSoldTickets:Integer
schedule(i nbegi nning:Date)
cancel()
movie():Movi e{query}
begi nni ng():Date {query}
avai labl eTi ckets():Integer{query}
createReservation(in requestedTickets:Integer):Reservation
cancelReservations()
addReservation(i nreservation:Reservati on)
«busi nessClass»
MovieTheater
name:String
shows(i nmovi e:Movie):Show[*]{query}
«busi nessClass»
Theater
number:Integer
seatCount:Integer
shows(inmovie:Movi e):Show[*]{query}
shows(inmovie:Movi e,i nbegi nning:Date):Show{query}
1 1..*1 1..*
1
*
1
*
*1 *1
«busi nessClass»
Reservation
numberOfReservedTickets:Integer
reservationCode:Integer
«create»create(i nshow:Show,innumberOfTickets:Integer):Reservati on
*
1
*
1
«busi nessClass»
Ticket
* 1* 1
*
*
*
*
UML
Software EngineeringSoftware Engineering
Rules
Rules Execution
Rules
Rules Execution
RulesRulesRules
Rules ExecutionRules Execution
BANF_Update
BANF_IF
BANF_Update
BANF_IF
BANF_Update
BANF_IF
BANF_Update
BANF_IF
BANF_Update
BANF_IF
BANF_Update
BANF_IF
configurable start page with optionally
• a start page image
• a start model with clickable buttons
• main menu functions
views on database are
configured in
start model
view on processes
(navigation via
process assignment
tree)
view on organization
(navigation via
assignment tree of
organograms)
overview of documents
(navigation via
structured document
list)
overview of files
(navigation via
flat list of files)
End users
check
check
update
update
create
model
create
model
transfer
transfer
approved
approved
Development database
Productiondatabase
Archive database
released
released
check
check
approved
approved
transfer
transfer
check
check
check
check
Review database
RCM – workflow
Modelling
RCM-scripts
Database Synchronisation and
Web publication
1
6a
5
4
32 6b 8
10
© IDS Scheer AG www.ids-scheer.com
BPM ChangeBPM Change
ProgramProgram
ManagementManagement
BPM KPI’sBPM KPI’s
ManagementManagement
& SLA’s& SLA’s
BPMBPM
FinancialFinancial
ManagementManagement
OrganizationOrganization
StandardsStandards
& Ownership& Ownership
QA ManagementQA Management
for BPMfor BPM
improvementsimprovements
Control
Monitoring the new
process
Define
ARIS Process
Models, Objectives,
Project description
Analyse
Calculations &
comparisons of
historical data
Improve
What if scenarios
and definition of
tasks
Measure
ARIS Business
Optimizer
Scenarios
Control
Monitoring the new
process
Define
ARIS Process
Models, Objectives,
Project description
Analyse
Calculations &
comparisons of
historical data
Improve
What if scenarios
and definition of
tasks
Measure
ARIS Business
Optimizer
Scenarios
ManagementManagement
BPM trainingBPM training
& knowledge& knowledge
ManagementManagement
ManagementManagement
BPMBPM
GovernanceGovernance
ManagementManagement
ChangeChange
ManagementManagement &&
AuthorizationsAuthorizations
Structural Relations between Process Management RolesStructural Relations between Process Management Roles
Process Coordinator
(Country 2)
Head of
Group Process Mgmt
Head of
Group Process Mgmt
Process Owner
(e.g. Retail Loan)
…
Process Coordinator
(Retail Loan)
Process Owner
(e.g. …)
Process Owner
(e.g.Retail Loan)
…
Process Owner
(e.g. …)
Process Owner
(e.g. Retail Loan)
…
Process Owner
(e.g. …)
Process Owner
(e.g. Retail Loan)
…
Process Owner
(e.g. …)
Process Owner
(e.g. Retail Loan)
…
Process Owner
(e.g. …)
…
GroupCompetence
Coaches
Group Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Competence
Coaches
Head of PM
(Country 1)
Head of PM
(Country 1)
Head of PM
(Country 2)
Head of PM
(Country 2)
Head of PM
(Country …)
Head of PM
(Country …)
Head of PM
(Country …)
Head of PM
(Country …)
Head of PM
(Country n)
Head of PM
(Country n)
Methodology
View
Business
View
Methodology
View
Methodology
View
Business
View
Business
View
…
Process Owner
(central Credit BO)
Process Owner
(e.g. …)
Process Owner
(e.g. …)
Process Owner
(e.g. …)
Process Owner
(e.g. …)
Process Owner
(e.g. …)
EXAMPLE
BusinessBusiness
ProcessProcess ExpertsExperts
5 Year1 Year2 Year3 Year4 Year5 totals
7.158.700 1.574.914 1.574.914 1.574.914 1.574.914 13.458.356
33.609.224 67.218.447 100.827.671 120.993.205 134.436.895 457.085.443
26.450.524 65.643.533 99.252.757 119.418.291 132.861.981
26.450.524 92.094.057 191.346.814 310.765.106 443.627.087
26.450.524 57.582.047 76.371.774 80.603.945 78.664.959
CummulativeDCF 26.450.524 84.032.571 160.404.344 241.008.290 319.673.248
WACC=14%
NPV 319.673.248
ROI 3296,29%
PBP 0,15
DiscountedCashFlows
Total cost
TotalBenefits
NetCashFlow(NCF)
CummulativeNCF
BenefitperSolution
BPM
ITAM
ERPGRC
CPM
BPM ITAM ERP GRC CPM
BenefitsperPhase
Design
Strategy
Controlling
Implement
Strategy Design
Implementation Controlling
CostsperPhase
Strategy
Design
Implementati
on
Controlling
Strategy Design Implementation Controlling
CostsperSolution
BPM
ITAM
ERP
GRC
CPM
BPM ITAM ERP GRC CPM
BPMGovernance
Opzetten BPM governance
basis omgeving
Uitwerking van het BPM
Governance Concept
Implementatie van het BPM
Governance Concept
KPI
Set-up PPM envrionment
Link KPI to Process model
Figure 12-2Figure 12-2
withoutchange management
Hartfacts
(measurable)
Softfacts
(limitedmes.)
Culture
Management
Employees
Knowledge
Organization
Processes
Strategy
IT
Scope ofprojects
withchange managementScope ofprojects
withoutchange management
Hartfacts
(measurable)
Softfacts
(limitedmes.)
Culture
Management
Employees
Knowledge
Organization
Processes
Strategy
IT
Scope ofprojects
withchange managementScope ofprojects
Process Execution
…
Process Execution
…
Process Execution
…
Process Execution
…
Software Engineering
…
Software Engineering
…
Software Engineering
…
Rules Execution
…
Rules Execution
…
Rules Execution
…
Rules Execution
……
Process
Structure &
Levels
Standards,
Conventions,
Handbook,
Guidelines
Tools
Procedures
Roles
Responsibilities
Steering
Committee
Different SAP & BPM Projects : Blueprint, Realization and SupportDifferent SAP & BPM Projects : Blueprint, Realization and Support
Common
Process
Repository
BPM
Approach &
Standards
BPM
Organisation
Standard
Corporate
Process Model
Standard
Corporate
Process Model
BPM Im plem entationBPMIm plem entationBPM DesignBPM DesignBPM StrategyBPM Strategy
BP MCh angeBPM Ch ange
Program &Program &
Cap ability manag ementCap ability manag ement
BP MSco pe &BPM Sco pe&
BP MprogramBPM program
managemen tma nagemen t
Bu sin ess &Bu sin ess &
Prod uctrequ irementsProd uctrequ irements
Manage men tManagemen t
BP MCo st&BPM Co st&
Vend orVend or
managemen tma nagemen t
Bus ine ssBus ines s
Strate gyStrateg y
&& KP IKP I’’ss
Busines sBusiness
TransformationTransformation
ma nagemen tma nagement
QM stan dardsQMs tan dards
fo rBP Mfo rBP M
improve me ntsimprove me nts
BPMB PM KP IKPI’’ss
Performa nceP erfo rman ce
& SLA& SLA ’’ss
BPM ControllingBPMControlling
BPMB PM
Supp ortS upp ort
Man agementMan agement
Organ izationOrgan ization
Standard sStandards
& Ownership& Ownership
BPM Tools &BPM Tools &
Con figurationCon figuratio n
StandardsStandards
BPM trainingBPM training
& knowle dge& knowle dge
Man agementMan agement
ProcessProcess
& Project& Project
Standard sStandards
BPMB PM
Gov ernanceGove rn ance
Man agementMan agement
Chan ge Ma nagementChan ge Man agement
StandardsStandards
& Resp onsibities& Resp onsibities
B PMB PM
OperationalOperatio nal
man agementmana gement
BPM CC
TCCe xpe rt
Co nsu ltan t
BPM CC exp erts
BPM and PDSAP
BPM CCe xperts
BPM an d PD SAP
BPM CC
GRCex pert
Cons ulta nt
BPM CC
BPM tra in in g expe rt
BPM ch ang e mana ger
BPM mod elers
BPM ad min istrator
BPM SAP PD expe rt
BPM CPM ex pert
BPM GRCex pert
BPM QAe xpert
BPM CC
BPM CCh ead
CPO = Chief
Pro ces sOffice r
BPM EAexp ert
BPM arch itect
Technology (basi s, programm ing, etc. .. )
GR Ct eam (cont rol s, authorizat ion, etc…)
Change, C omm unicati onand Trai ning team
nt egrat ion &Docum entat ion
Technology (basi s, programm ing, etc. .. )
GR Ct eam (cont rol s, authorizat ion, etc…)
Change, C omm unicati onand Trai ning team
OTC e.g . Process X e.g.
Project Managem ent
PT Pe. g.
Technology (basi s, programm ing, etc. .. )
GR Ct eam (cont rol s, authorizat ion, etc )
Change, C omm unicati onand Trai ning team
I ntegration & Docum entat ion &Support
Chi ef Inform ation Of fi cer
ERPCompetenceCenter ManagerERP CompetenceCenter Manager
SAP H elpd eskSAP H elpd esk
SAP con sultantsSAP con sultants
SAP testingSAP testing
S AP Basi ssupp ortS AP Basi ssupp ort
S AP ABA P SupportS AP ABA P Support
S AP SSM supportS AP SSM support
SAP A utho ri sati on supportSAP A utho ri sati on support
SAP D ocumenta ti onsup portSAP D ocumenta ti onsup port
SAP T rai ning suppo rtSAP T rai ning suppo rt
Busines sArchitec t
Informatio nArchite ct
App lication Architect
Infrastructuur Arc hitect
Risk &Co ntro lArchitect
QAma nage r
Orga nisa tion architect
HRM/ Commu nica tion
Busines sUsers
L ib ra rian
(G)BPO= (Glob al)BPO
(G)BPM= (Glo bal)BPM
BusinessOwners
ARISQA
ARIS Modeller/
BPM CC Expert
update
model
update
model transfer
transfer
rejected
rejected Archive database
archived
archived
rejected
rejected
(G)BPO and/or
ArchitecturalOwner
7
9

20. Alignment of multiple views in ARIS
Processes RFC
Process ViewsBPM targets Business RFC
Projects
Products & Services
Processes
© IDS Scheer AG www.ids-scheer.com
Processes info
Processes StatusFunctions
Process Analysis
Organization
Cost BPM KPI’s
Objectives Systems / tools

21. Evolution of Business Modeling to Business Process Management
BusinessSemantics
Business Analysis Modeling
Operational BPM Platform
Business Strategy Modeling
© IDS Scheer AG www.ids-scheer.com
BusinessSemantics
Flowcharts
Corporate Process Model
Time
Business Strategy Modeling
C re at e
c u s tom e r
ord er
L ega c y A pp XC u s tom er
orde r
c re at e d
C us to m er
ord er
re c ei ve d
S al es e m pl oy ee
Thr oug hp ut tim e
O rd er pro c es s i ng
W I
R i s k of m ul ti p le
c u s t e nt ri es

22. Publication
© IDS Scheer AG www.ids-scheer.com

23. Agenda
ARIS BPM framework
Enterprise BPM framework
22
11
ROI BPM framework33
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24. © IDS Scheer AG www.ids-scheer.com

25. Strategic Alignment is a primary driver
40%
50%
60%
70%
For which of the following reasons did you implement a BPM solution?
(Multiple responses allowed)
Why start with BPM ?
© IDS Scheer AG www.ids-scheer.com
62% 58% 51% 43%
51% 36% 31%
12%
0%
10%
20%
30%
40%
Improve
clarity and
agreement on
true business
drivers
Align day-
to-day
activities to
business
strategy
Allow
effective
management
intervention
Achieve
speed and
accuracy of
management
reports
Reduce
cycle time
of planning
and
reporting
Identify and
eliminate
non-value
add activities
and reporting
Facilitate
SOX ongoing
compliance
Enhance
productivity
in day-to-
day
activities
Strategy alignment Efficiency
Source: Seventh Annual Survey of Technology Issues for Financial Executives – 2005.

26. High level financial business case for BPM projects
ControllingControllingImplementationImplementationDesignDesignStrategyStrategy
BPM communicationsBPM communications
ManagementManagement
Reduce Operational costsReduce Operational costs
By allignment of the business usersBy allignment of the business users
and business process informationand business process information
BPM SupportBPM Support
ManagementManagement
Reduce BPM costsReduce BPM costs
BPM Scope & BPM programBPM Scope & BPM program
ManagementManagement
Reduce Project costsReduce Project costs
Business &Business &
Product ManagementProduct Management
Improve RevenueImprove Revenue
By go to market alignment of businessBy go to market alignment of business
requirements and market segmentsrequirements and market segments
Business Strategy &Business Strategy &
BPM objectivesBPM objectives
Improve RevenueImprove Revenue
By company focus on profitableBy company focus on profitable
market segments & market strategymarket segments & market strategy
Business TransformationBusiness Transformation
ManagementManagement
Reduce Operational costsReduce Operational costs
By effective execution of theBy effective execution of the
business processes and planningbusiness processes and planning
BPM Tools & ConfigurationBPM Tools & Configuration
StandardsStandards
Reduce Project costsReduce Project costs
Process & ProjectProcess & Project
StandardsStandards
Reduce Project costsReduce Project costs
© IDS Scheer AG www.ids-scheer.com
BPM Change Program &BPM Change Program &
Objectives ManagementObjectives Management
Reduce HRM costsReduce HRM costs
By allignment of HRM / resourceBy allignment of HRM / resource
planning and company objectivesplanning and company objectives
By efficient support management ofBy efficient support management of
the BPM business processesthe BPM business processes
By optimalisation of the companyBy optimalisation of the company
project portfolioproject portfolio
BPM KPI ManagementBPM KPI Management
& SLA’s& SLA’s
Reduce Operational costsReduce Operational costs
By management on the BPM KPIBy management on the BPM KPI
performance of the processesperformance of the processes
BPM FinancialBPM Financial
ManagementManagement
Reduce Operational costsReduce Operational costs
By controling the ROI of ProjectsBy controling the ROI of Projects
and company costs (ABC)and company costs (ABC)
OrganizationOrganization StandardsStandards
& Ownership& Ownership
Reduce Project costsReduce Project costs
By efficient design and utilizationBy efficient design and utilization
of the process organisationof the process organisation
QM standards for BPMQM standards for BPM
ImprovementsImprovements
Reduce Operational costsReduce Operational costs
By optimalisation of theBy optimalisation of the
business processesbusiness processes
By efficient configuration andBy efficient configuration and
validation of the processesvalidation of the processes
BPM training & knowledgeBPM training & knowledge
ManagementManagement
Reduce Operational costsReduce Operational costs
By improvements of the BPMBy improvements of the BPM
competencies of the employeescompetencies of the employees
By efficient design and utilizationBy efficient design and utilization
of the business processesof the business processes
BPM GovernanceBPM Governance
ManagementManagement
Reduce BPM costsReduce BPM costs
By effcient management of the BPMBy effcient management of the BPM
organisation and the BPM standardsorganisation and the BPM standards
Change ManagementChange Management &&
AuthorizationsAuthorizations
Reduce Project costsReduce Project costs
By efficient implementation of theBy efficient implementation of the
job descriptions and authorizationsjob descriptions and authorizations

27. BPM Business Value Map
Business StrategyManagement 70.974 Business Management 85.169 Business Transformation 184.400 Business Communication Management 147.520
BPM Program Management 38.400 BPM Design 38.400 BPM Configuration Management 25.600 BPM Support Management 4.750
BPM Change Program 44.820 BPM Organizational Design 12.800 BPM Change Management 12.800 BPM Governance 3.800
BPM Financial Management 73.760 BPM QualityManagement 442.560 BPM Knowledge Management 221.280 BPM Objectives Management 73.760
Total 227.954 Total 578.929 Total 444.080 Total 229.830 Total 1.480.793
BPMBPMBPMBPM
Strategy Design Implementation Controlling
© IDS Scheer AG www.ids-scheer.com
The financial calculations are based on the following financial key figures;
Revenue
Yearly logistic / operational costs
Yearly Employee costs
Profit margin
Yearly cost of project portfolio
Yearly average BPM project costs
Yearly average BPM maintenance costs

28. 5 Year 1 Year 2 Year 3 Year 4 Year 5 totals
7.158.700 1.574.914 1.574.914 1.574.914 1.574.914 13.458.356
2.231.651 4.463.301 6.694.952 8.033.942 8.926.602 30.350.447
-4.927.050 2.888.387 5.120.038 6.459.028 7.351.688
Total cost
Total Benefits
Net Cash Flow (NCF)
Benefit per Solution
BPM
ITAM
GRC
CPM
CAF
BPM ITAM CAF GRC CPM
Benefits per Phase
Design
Strategy
Controlling
Implement
Strategy Design
Implementation Controlling
The benefits of a Holistic BPM Strategy
In what area will I benefit the most?
When will I reach the benefits?
© IDS Scheer AG www.ids-scheer.com
-4.927.050 -2.038.663 3.081.375 9.540.403 16.892.091
-4.927.050 2.533.673 3.939.703 4.359.660 4.352.789
Cummulative DCF -4.927.050 -2.393.377 1.546.326 5.905.986 10.258.775
WACC =14%
NPV 10.258.775
ROI 125,51%
PBP 2,22
Discounted Cash Flows
Cummulative NCF
Costs per Phase
Design
Strategy
Implement
Controlling
Strategy Design Implementation Controlling
Costs per Solution
BPM
ITAMGRC
CPM
CAF
BPM ITAM CAF GRC CPM
In what area should I invest?
When should I invest?
Support of the Central Management Team and the CPO is required.Support of the Central Management Team and the CPO is required.
ROI calculation can be made based on annual report and benchmark valuesROI calculation can be made based on annual report and benchmark values

29. McKinsey Global Survey
750+ CEOs750+ CEOs agree that Business Model Innovation and Strategic Flexibility /
Business Agility are top priorities and Critical SuccessFactors.
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30. Any questions?Any questions?
Frank Luyckx
T: +31(0)6 433 642 32
© IDS Scheer AG www.ids-scheer.com
T: +31(0)6 433 642 32
Frank.luyckx@ids-scheer.com