EPI106

EPI106
How to Structure
Difficult-to-Automate
Business Processes

© SAP AG 2007, SAP TechEd ’07 / Session ID / 2
Contributing Speaker(s)
Philip Kisloff
SAP Service Manager, AstraZeneca

Learning Objectives
As a result of this workshop, you will be able to:
 Understand that not all processes can be modeled as a flow diagram.
 Recognize when it might be necessary to view a process “object-
centrically”.
 Appreciate components required to object-centrically build a process
with SAP tools.
 Extrapolate the techniques to structure processes benefiting from
similar approaches.

Building blocks of new solution
Structuring hard to automate processes
Problem Definition
Limitations of existing solutions
Supporting modeling techniques

The Human Element of a Process is Critical to its Success

Automating a Process is Caught Between two Constraints
Application
solution
and
capabilities
Human-centric
Business-driven
System-based
Unstructured
Activities
and Tasks
Policies,
Procedures
and
Organization
Business constraints
System
constraints

Pitfall 1: Hard to Examine Business Rules

Pitfall 2: Procedures Without Structure
Initiation Phase
yes
No
yes
Authority to Proceed with ChangeAuthority to Proceed to assessment Impact Assessment
yes
No
Need to make a
change

Building blocks of new approach
Structuring hard to automate processes
Problem Definition

The Areas Covered by Existing Generic BPM Solutions
Workflow, a definition:
Enables the seamless integration of decision makers into the value
chain process, and automation or the rest.
• Consistent execution of key processes
• Elimination of non-value added steps
• Processes defined, documentated and agreed
• Improved communication between different areas
• Deadline monitoring and/or reduced wait states
ConsistencyConsistency
RationalisationRationalisation
VisibilityVisibility
CommunicationCommunication
TrackingTracking
Time reductionTime reduction
Shared controlShared control
Measurable resultsMeasurable results
• Tracking from inception to completion
• Shared control and/or continuous monitoring of events
• Measurable results (how long, workload)

Unique Requirements of Human-Centric Procedures
Control of
manual steps
outside
the system
Self-documented
procedures
No system
trigger or
end-points
Non-linear
Non-cumulative
Real
business
intelligence
on trends
Modular
handling of
exceptions

Challenges to Structuring Human-Centric Activities
 Workflows requiring structuring are where a
“standard reference object” (material, vendor,
journal) is not applicable.
 Such workflows often have to cope with
diversity, but not allow un-restricted
specialisation.
 Change management has limits, but steps
should not be re-interpreted as desired but the
user (e.g. imprecise step instructions).
 Interpreting business requirements in a useable
technology solution requires re-structuring of
the process.
? ? ?

Example: Classic Flow-Diagram for Three Parties
Workflow
exception
Process
Admin
Subsidiary
concerned
Data
Management
Subsidiary
concerned
Process
Admin
missing approver
notification
Problem confirmed,
request correction
Correction confirmed
Resolution confirmed
Restart
workflow

Example: Redesigned Structure for Same Three Parties
Workflow
exception
Process Admin
creates “object”
with 2 tasks
Data
Management
Subsidiary
concerned
missing approver notification
Restart
Workflow
Request correction

Generic Notifications from R/3 Release 4.6C to ECC 6.0

Characteristics of Internal Service Requests (ISR)
Application Form
Formerly HTML request forms, now Adobe Interactive Forms.
Generic Notification, and sub-tasks
Individual “user-cockpit” for the entire process.
Status Management
Detailed progress of step, with communication back to notification.
Workflow Routing
Tasks and notifications can routed with security based on process.

Example Scenario Combining Notification, Tasks, etc.
Application
Form
Application
Form
Task
W
O
R
K
-
F
L
O
W
W
O
R
K
-
F
L
O
W
NotificationNotification
NotificationNotification
Approval
1. User enters an application form that
automatically creates a notification.
2. [ Notification may be sent to
intermediary for approval. ]
3. Task automatically created and after
notification approval sent to processor.
4. On task completion, notification
automatically resent to original user
5. If task errors, new corrective task can
be added in notification by user.
1
4
3
2
5

Building blocks of new approach
Structuring hard-to-automate processes
Problem Definition

An Object-Centric Approach I
1 2 3
 Linear
 Chronological
 Cumulative
Major
MinorMinor
 Non-Linear
 Asynchronous
 Collaborative
Both steps available now.
Either step can start first.
Neither step is dependant.

Object Concept of Inheritance I
Extra
Task(s)
Unexpected deviation can be
catered by a sub-class
that inherits all the standard
processes, plus specialist
ones for new requirement

Object Concept of Inheritance II: Extended Methods

Object Concept of Abstraction I
Background processes are
called without explicitly
defining what should occur.
Business rules defined
by “state-transitions”
(events and receivers)
without reference-
object
Workitem
delivery
to inbox

Object Concept of Abstraction II: Sub-task Processing

Object Concept of Encapsulation I
Real object
Log
Changes to real
object can be
documented.
Processes that
belong together
work on each
other.

Object Concept of Encapsulation II: Binary Relationships

Object Concept of Polymorphism I
 Different human-centric processes handled with generic framework.
 Within each “class” of process, classification distinguishes variation.
 The progress of the process is measured using Status Management.
state
catalog
state
catalog

Object Concept of Polymorphism II: Uniformity
The what ? Classification The where ? Status management

Approaches to Using the Object-Centric approach
1. Strong use of objects
 Uses rules to model processes. However, executions are difficult
to analyze or explain because logic is scattered over many rules.
2. Weak use of objects
 Uses a model whereby logic of business process is explicitly
defined, or scripted, and rules used for checking constraints,
handling exceptions etc.
3. A combination approach
 Uses scripting for process of major workflow blocks, and rules are
used to dynamically change the flow at execution time within these
blocks.

Weak: Workflow With Binomial Status Management
Approval
Open In Process
Completed
no
Re-started
• Review scope
• Implement
• Re-Approve
yes
• Initial
• Sent for
approval
• Rejected
Cancelled
• Re-started
• Cancelled
• Review
approval
• Review
approval
Pre-
study
Pre-
study
• Planning

Combination: Five Statuses to Control Processes
Allowed
Status
Explanation
INIT-START Initial status when created or started indicating
possession.
IN
PROCESS
Sent to a different agent and awaiting further
input.
COMPLETED Step completed, workflow determines next
step automatically.
APPROVALS Approve/reject decision, workflow determines
next step automatically.
CANCELLED Stop decision.

Summary
 Processes without an SAP reference object can use forms.
 Forms-based workflows need to be structured.
 Rules for object orientation can be re-interpreted for human
centric processes.
 SAP generic notifications gives an idea of what this would look
like in practice.
 Object-centric rules can be used as an architectural style.

Further Information
 SAP Public Web:
SAP Developer Network (SDN): www.sdn.sap.com
Business Process Expert (BPX) Community: www.bpx.sap.com
 Related Workshops/Lectures at SAP TechEd ’07
Session ID, Title, Session Type
 Related SAP Education and Certification Opportunities
http://www.sap.com/education/

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