The document discusses SAP Enterprise Modeling Applications (ARIS) and how it can help with business process management strategies for SAP. It covers the business process management lifecycle from analysis and design to implementation and monitoring. Key points include how the tool can help design flexible processes, close the gap between business and IT, and accelerate implementation projects.
The ArchiMate Language for Enterprise and Solution ArchitectureIver Band
The ArchiMate standard provides:
* A language with concepts to describe architectures
* A framework to organize these concepts
* A graphical notation for these concepts
* Guidance on visualizations for different stakeholders
* An open standard maintained by The Open Group
This presentation illustrates the value of ArchiMate modeling with a Big Data case study.
Book extracts: An Enterprise Architecture Development FrameworkAdrian Grigoriu
The book is intended to be a document summarising why and how to build an Enterprise Architecture. It attempts to answer a few of the common questions related to Enterprise Architecture (EA) and SOA. What are the issues? What is EA? Why should an organization consider EA? How to build the Enterprise Architecture and document it. What are the roadblocks, politics, governance, process and design method? How to measure the value deliverd by EA and its maturity and and how to select an Enterprise Architect?
An innovative EA Framework, the associated metamodel and generic Enterprise Reference Maps (templates) for the business process, applications and infrastructure layers are proposed. The framework looks like a content page showing the chapters of a book or, in this case, the components of the Enterprise Architecture without actually describing them but showing how they fit into the whole.
The book then identifies and summarises Best Practices in the Enterprise Architecture and SOA development, EA patterns, IT Architecture templates, the integration to the mundane solution architecture, delivery checklists…
Available here:
http://www.trafford.com/Bookstore/BookDetail.aspx?BookId=SKU-000152541
http://www.amazon.com/Enterprise-Architecture-Development-Framework-Practices/dp/1412086655
ArchiMate 3.0: A New Standard for ArchitectureIver Band
This keynote presentation from the July 2016 Open Group Austin Conference introduces the new version of the ArchiMate standard. ArchiMate 3.0 extends the language with various concepts that help enterprise architects tackle challenges in digital transformation and business change. This major new version introduces explicit support for capability-based planning, and improves linkage between business strategy and all architecture layers. ArchiMate 3.0 also enables modelers to describe the Internet of Things and the systems of the physical world, such as manufacturing and logistics. In addition, the new version supports more compact and intuitive visual models. This presentation includes examples that use these improvements and demonstrates how architects can benefit from them.
Presentation given by Wilbert Kraan at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic overview of ArchiMate.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
An overview of Santander's data journey in developing its strategic roadmap using enterprise architecture thinking, best practice data management frameworks and model driven initiatives.
References are given to find information on theory and frameworks with case study examples from Santander.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
The ArchiMate Language for Enterprise and Solution ArchitectureIver Band
The ArchiMate standard provides:
* A language with concepts to describe architectures
* A framework to organize these concepts
* A graphical notation for these concepts
* Guidance on visualizations for different stakeholders
* An open standard maintained by The Open Group
This presentation illustrates the value of ArchiMate modeling with a Big Data case study.
Book extracts: An Enterprise Architecture Development FrameworkAdrian Grigoriu
The book is intended to be a document summarising why and how to build an Enterprise Architecture. It attempts to answer a few of the common questions related to Enterprise Architecture (EA) and SOA. What are the issues? What is EA? Why should an organization consider EA? How to build the Enterprise Architecture and document it. What are the roadblocks, politics, governance, process and design method? How to measure the value deliverd by EA and its maturity and and how to select an Enterprise Architect?
An innovative EA Framework, the associated metamodel and generic Enterprise Reference Maps (templates) for the business process, applications and infrastructure layers are proposed. The framework looks like a content page showing the chapters of a book or, in this case, the components of the Enterprise Architecture without actually describing them but showing how they fit into the whole.
The book then identifies and summarises Best Practices in the Enterprise Architecture and SOA development, EA patterns, IT Architecture templates, the integration to the mundane solution architecture, delivery checklists…
Available here:
http://www.trafford.com/Bookstore/BookDetail.aspx?BookId=SKU-000152541
http://www.amazon.com/Enterprise-Architecture-Development-Framework-Practices/dp/1412086655
ArchiMate 3.0: A New Standard for ArchitectureIver Band
This keynote presentation from the July 2016 Open Group Austin Conference introduces the new version of the ArchiMate standard. ArchiMate 3.0 extends the language with various concepts that help enterprise architects tackle challenges in digital transformation and business change. This major new version introduces explicit support for capability-based planning, and improves linkage between business strategy and all architecture layers. ArchiMate 3.0 also enables modelers to describe the Internet of Things and the systems of the physical world, such as manufacturing and logistics. In addition, the new version supports more compact and intuitive visual models. This presentation includes examples that use these improvements and demonstrates how architects can benefit from them.
Presentation given by Wilbert Kraan at the second JISC Emerging Practices workshop (2012/07/03). Provides a basic overview of ArchiMate.
http://emergingpractices.jiscinvolve.org/wp/doing-ea-workshop-2/
This informative presentation on integration of PLM and ERP comes to you from Barry-Wehmiller International resources (BWIR), global services & solutions partner to SolidWorks Enterprise PDM, This was made at SolidWorks World 2010 in specific context to integration of various ERP systems to Enterprise PDM . This presentation covers:
1. Role of PDM & ERP in Product Lifecycle
2. Need for integration between PDM/PLM and ERP
3. Understanding Industry-specific demands
4. SolidWorks Enterprise PDM and ERP integration
5. Case Study 1 : SolidWorks EPDM – Infor XA Integration
6. Case Study 2 : SolidWorks EPDM – SAP Integration
An overview of Santander's data journey in developing its strategic roadmap using enterprise architecture thinking, best practice data management frameworks and model driven initiatives.
References are given to find information on theory and frameworks with case study examples from Santander.
Object Oriented Business Capability Map - IIBA 2022 - Draft.pptxAustraliaChapterIIBA
Join IIBA® Melbourne as they host an online event specifically on how to develop business capability maps.
About this event
Ever wondered how to develop business capability maps? or perhaps you need a refresher?
Join Mohammad Mirkarimi Senior Business Architect at Capsifi and David Grindlay Principal Business Architect at Capsifi as they guide us through this session.
Captivated by art, science and business - Mohammad is trying to bring these three together. Moh is a drummer, a physics and biology enthusiast, and a business architect and analyst. He has studied Engineering, Business Management and Finance in academia. Also, equipped with IIBA, TOGAF and The Business Architecture Guild bodies of knowledge. Moh has worked as team member, leader and visionary in Management Consulting, Banking, Wealth, Insurance, Government, Telecom and Education industries.
With over 15 years of experience implementing software, David started his career as a business analyst in South Africa primarily in the financial services – insurance industry. In 2014 he moved over to Australia where he really started to observe the notorious gap between business strategies and project roadmaps as well as the downstream implications. More recently in his career, he gained broader exposure to other industries (Retail, Financial Services, Government and Hospitality) helping to structurally decompose business strategies, define the business landscape and help project teams (Business and Technical) realise and align on their common purpose. Today, David considers himself a Business Architect, doing whatever it takes to help companies realise their vision.
This session will contain two parts:
The first part is about learning the basics. There will also be time to review some theoretical stuff – but we promise it won’t be boring! We’ll review The Business Architecture Guild’s view by taking an Object-oriented approach to developing a business capability map
In the second part, we’ll pick a business (a simple one for this exercise, e.g. local cafe) and apply what we’ve studied to develop a business capability map for the chosen business.
At the end of the session, there will be time to share our learnings!
Almost everything a business does is driven by the processes. In order to stay competitive in today's business environment, it is essential to design and improve your business processes.
Better visibility into your processes or a larger enterprise-wide digital transformation initiative can be achieved with SoftwareAG's ARIS Architect and Designer product. ARIS Architect and Designer product allow you to design and model your business processes, improve the performance of your digital business, and align Business and IT while maintaining a single source of truth.
Conheça uma parte das soluções de manufatura presente no Teamcenter, integre produto, planejamento e produção em um único ambiente garantindo um fluxo continuo e a integridade de dados.
2019 07 Bizbok with Archimate 3 v3 [UPDATED !]COMPETENSIS
ARCHIMATE & BIZBOK templates
Here is an interpretation on how to implement the BIZBOK recommendation with Archimate 3.
This is an update of the previous documents published in 2018 and 2017.
Any comments or requirements to chdessus@competensis.com
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Challenges And Solution Table Powerpoint GraphicsSlideTeam
Investigate the challenges and find a better solution for it by using Challenges And Solution Table PowerPoint Graphics. Take the assistance of our PowerPoint presentation template and outline the various issues you face while executing a specific project. Employ the professionally designed PPT slideshow to identify different solutions or ideas that help to resolve the problems. Use the slide to recognize, define, and fix the problem that mainly helps to figure out the resources appropriately. Describe the process of divergent thinking in the slide and grab the attention of your audience. With the help of our problem-solving PowerPoint presentation template, you can mention the numerous strategies that include analogy, brainstorming, hypothesis testing, lateral thinking, morphological analysis, means-ends analysis, and group discussion. By using this problem statement PPT visual, you can generate a report on the number of relevant solutions that give the possible explanation and accuracy of the result. Hence, reduce the likelihood of problems occurring in business by downloading our ready-to-use PowerPoint presentation template. https://bit.ly/3wWwu2g
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Almost everything a business does is driven by the processes. In order to stay competitive in today's business environment, it is essential to design and improve your business processes.
Better visibility into your processes or a larger enterprise-wide digital transformation initiative can be achieved with SoftwareAG's ARIS Architect and Designer product. ARIS Architect and Designer product allow you to design and model your business processes, improve the performance of your digital business, and align Business and IT while maintaining a single source of truth.
Conheça uma parte das soluções de manufatura presente no Teamcenter, integre produto, planejamento e produção em um único ambiente garantindo um fluxo continuo e a integridade de dados.
2019 07 Bizbok with Archimate 3 v3 [UPDATED !]COMPETENSIS
ARCHIMATE & BIZBOK templates
Here is an interpretation on how to implement the BIZBOK recommendation with Archimate 3.
This is an update of the previous documents published in 2018 and 2017.
Any comments or requirements to chdessus@competensis.com
After unnecessary complexity has been reduced from the problem being solved, the scope of the solution to the problem is governed by the complexity of the problem. Complexity is needed to handle and process complexity. Systems acquire or accrete unnecessary complexity over time as originally unforeseen exceptions or changes are incorporated. It may be possible to reduce complexity by collapsing/compressing/combining/consolidating elements and by removing non-value-adding, duplicate, redundant activities. When unnecessary or accreted complexity in the problem being solved has been removed, you are left with necessary complexity that must be incorporated into the solution. Simple problems do not have complex solutions. Complex problems do not have simple solutions. The complexity factor of the proposed solution must match the complexity factor of the problem being resolved. Many system implementation and operational failures arise because of failure to understand and address the core complexity of the problem.
Architecture Board & Governance- Key to Running IT as Business. Aligning Business Strategy with IT. Agenda. Goals & Objectives; Enterprise Architect Role ...
Challenges And Solution Table Powerpoint GraphicsSlideTeam
Investigate the challenges and find a better solution for it by using Challenges And Solution Table PowerPoint Graphics. Take the assistance of our PowerPoint presentation template and outline the various issues you face while executing a specific project. Employ the professionally designed PPT slideshow to identify different solutions or ideas that help to resolve the problems. Use the slide to recognize, define, and fix the problem that mainly helps to figure out the resources appropriately. Describe the process of divergent thinking in the slide and grab the attention of your audience. With the help of our problem-solving PowerPoint presentation template, you can mention the numerous strategies that include analogy, brainstorming, hypothesis testing, lateral thinking, morphological analysis, means-ends analysis, and group discussion. By using this problem statement PPT visual, you can generate a report on the number of relevant solutions that give the possible explanation and accuracy of the result. Hence, reduce the likelihood of problems occurring in business by downloading our ready-to-use PowerPoint presentation template. https://bit.ly/3wWwu2g
Re-Positioning the value of the architecture practiceCraig Martin
In an increasingly competitive landscape, organisations are becoming more aware how important it is to develop business services models that are aligned to customer values. Organisations that are not able to take a customer focused perspective are losing footing in the market as they attempt to understand what it means to architect for the customer.
Topics include:
- The Pressures caused by Disruption
- Performance and Expectation Gaps at the CxO level
- Improving Architecture Value
- Discipline Confusion
- Unifying the Enterprise
- Architecture Services Design
- Architecture Demand Analysis
IT Architecture’s Role In Solving Technical Debt.pdfAlan McSweeney
Technical debt is an overworked term without an effective and common agreed understanding of what exactly it is, what causes it, what are its consequences, how to assess it and what to do about it.
Technical debt is the sum of additional direct and indirect implementation and operational costs incurred and risks and vulnerabilities created because of sub-optimal solution design and delivery decisions.
Technical debt is the sum of all the consequences of all the circumventions, budget reduction, time pressure, lack of knowledge, manual workarounds, short-cuts, avoidance, poor design and delivery quality and decisions to remove elements from solution scope and failure to provide foundational and backbone solution infrastructure.
Technical debt leads to a negative feedback cycle with short solution lifespan, earlier solution replacement and short-term tactical remedial actions.
All the disciplines within IT architecture have a role to play in promoting an understanding of and in the identification of how to resolve technical debt. IT architecture can provide the leadership in both remediating existing technical debt and preventing future debt.
Failing to take a complete view of the technical debt within the organisation means problems and risks remained unrecognised and unaddressed. The real scope of the problem is substantially underestimated. Technical debt is always much more than poorly written software.
Technical debt can introduce security risks and vulnerabilities into the organisation’s solution landscape. Failure to address technical debt leaves exploitable security risks and vulnerabilities in place.
Shadow IT or ghost IT is a largely unrecognised source of technical debt including security risks and vulnerabilities. Shadow IT is the consequence of a set of reactions by business functions to an actual or perceived inability or unwillingness of the IT function to respond to business needs for IT solutions. Shadow IT is frequently needed to make up for gaps in core business solutions, supplementing incomplete solutions and providing omitted functionality.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
Slides from a webinar that I did recently for TIBCO. Full webinar replay with audio available at http://www.tibco.com/mk/2007/bpm-bpm11-jul-07usarc.jsp
Solution Manager Technical Monitoring - Assegurando soluções SAP em níveis ac...Issac Nolis Ohasi
Apresentação realizada no SAPForum 2014.
Monitorar é muito mais que analisar o estado operacional e o comportamento de seus sistemas: é garantir que o seu funcionamento satisfaça aos requisitos de seus usuários quanto de seus administradores. Nesta sessão será demonstrado como é possível iniciar uma rápida implementação da solução de monitoramento da Solução SAP.
Keynote delivered at the 6th International Workshop on Business Process Intelligence (BPI'10), September 13, 2010, in conjunction with the BPM 2010 conference, Hoboken, NJ
Oracle soa and e2.0 partner community forum bpm léon smiers shareLeon Smiers
Oracle SOA & Enterprise2.0 Partner Community Forum, presentation by Léon Smiers on Capgemini view on (Oracle) BPM and cases based upon Oracle BPM technology.
This session will be a combination of presentation and demonstration where we will discuss the role of the Business Analyst in Business Process Modeling and the importance of modeling. A demonstration of how modeling tools can assist a BA in their work will be delivered and will include:
- documenting current or future processes
- determining how processes can be optimized and improved using simulation metrics
- using forms in process design and storyboarding
- publishing models to a larger community for feedback.
- how process models can be transformed into the language of IT (UML, BPEL, etc).
We will also demonstrate BPM BlueWorks, which is an online platform for business analysts! It can help accelerate business process improvement at NO COST. Features include dozens of industry-specific strategy, capability and process maps. Private online tools and workspaces to build new business processes and capability to share online workspaces with your colleagues. Check out http://www.bpmblueworks.com
Skelta provides BPM solutions which integrate between system to system, system to human and Human Workflow Solutions for Business Users, Power Users, and Developers for providing BPM functionalities inside existing applications, making it an excellent candidate for OEMing applications that require BPM functionality. Skelta BPM.NET™ particularly integrates well with products based on Microsoft Technologies. Skelta is also utilized as a Business Application Platform to build horizontal solutions like such as Accounts Payable Solution, Document Management for Paperless Processes, Corporate Governance, and Human Resource Information System for various industries ranging from Aerospace and Defense, Automotive, Retail, Government, Healthcare, Finance and many more.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
Este documento está autorizado para uso exclusivo de la revisión del educador por Alfredo Armijos, ESPAE - Escuela de Postgrado en Administración de Empresas. La copia o publicación constituye una infracción de los derechos de autor. Permisos a alarmijo@espol.edu.ec.
Efectos del Consumo Colaborativo sobre la Movilidad Sostenible en LATAM
SAP Enterprise Modeling Applications (ARIS)
1. SAP Enterprise Modeling Applications (ARIS):
The first step in your BPM strategy for SAP
•Sarah White, SAP Quality and Risk Management
•Solution Engineer
2. Today’s Dynamic Business Environments
Demand a New Approach to Managing Business Processes
Business changes Businesses forming Closer Business and
more rapidly global networks IT alignment is imperative
Business & IT
Speed of change! Global Networks! alignment!
…requiring processes to span …requiring tools that foster the
…requiring processes that can across organizational and collaboration between LOB who
easily be adapted geographical boundaries defines processes and IT who
implements processes
Get There Faster.
3. CIO’s Prio 1: Business Process Improvement
According to 2010 Gartner Survey among 1,600 CIOs worldwide
# Business Priorities
1 Business process improvement
2 Reducing enterprise costs
3 Increasing the use of information/analytics
4 Improving enterprise workforce effectiveness
5 Attracting and retaining new customers
6 Managing change initiatives
7 Creating new products or services (innovation)
8 Targeting customers and markets more effectively
9 Consolidating business operations
10 Expanding current customer relationships
Source: Source: Gartner EXP (January 2010)
Get There Faster.
4. Obstacles to Change Existing Business Applications
Agile processes need more functionality
Business Process Agility is becoming a standard requirement for IT and
“ business .” Gartner (G00138195)
Considering your existing enterprise app implementations,
how important are the following business problems?
(percent answering “important” or “very important”)
Inflexibility limits process changes 77 %
Lack of visibility into process results 77 %
Poor cross-functional processes 76 %
Business requirements vs. apps mismatch 76 %
Poor internal/external collaboration tools 65 %
Can’t extend processes to external partners 53 %
Poor industry-specific functionality 47 %
Source: Forrester Research, Inc. September 2007, Base: 75 Business and IT decision-makers
Get There Faster.
5. What is Business Process Management?
Business Process Management (BPM)
Business Process Management (BPM) refers to the integrated and continuous analysis,
design, implementation, execution, measurement and monitoring of business processes in
order to increase effectiveness and efficiency with respect to the corporate strategy.
BPM also covers the process-related environment, such as organizational structures, people,
and technology. In particular it deals with cross-functional and inter-organizational business
activities.
Process Management Lifecycle (PML)
PML is SAP's BPM model. It covers the
whole lifecycle of a business process and
can therefore be used within process
projects. PML can also be used during the
execution and monitoring of existing
business processes.
Get There Faster.
6. Why Customers Care?
It's a Matter of Survival: Use BPM Business expectations for IT focus on improving
to drive out costs current operations and performance
BPM gives companies visibility into
“ processes that are key to cost management.
BPM is a lifeline in this troubled economy. It
helps companies find and avoid hidden costs
— to keep companies in business.
Discover expenses that can be avoided
Bring visibility to hidden costs and take action
Reduce costs and errors associated with
compliance requirements
*Source: Gartner Executive Programs - Meeting the Challenge: The 2009 CIO Agenda
Source: Gartner, March 2009
Companies in a broad range of industries
are reporting measurable paybacks from
BPM
30-45% reduction in process operating costs
50-75% reduction in end-to-end process
completion time
60-90% reduction in time to change
business requirements
75-90% reduction in manual operations
errors
Source: Gartner Get There Faster.
7. The Value of BPM: The Link Between a Focus on Process
Excellence & Higher Market Valuations
Get There Faster.
8. SAP Enterprise Business Process Management Life Cycle
Analyze: Design:
SAP Business Process
SAP Enterprise Modeling by IDS
Optimization by IDS Scheer
Scheer
Identify process weak points and
Analyze and optimize existing processes
bottlenecks
Design processes on a conceptual level
Determine utilization of resources
Achieve process governance and assign
Analyze KPIs to enable sound process ownership
justification of suggested process
improvements
Monitor:
Implement:
SAP Process Performance
Management by IDS Scheer SAP Enterprise Modeling by IDS
Measure performance of existing Scheer with integration to
processes Solution Manager
Visualize, document and analyze the Accelerate Implementation via pre-
actual performed processes prepared content
Increase visibility via full integration of all
Business Process and Enterprise
Run: Architecture components and
SAP NetWeaver BPM advanced reporting
SAP Enterprise Modeling
Integration with SAP ESR
Get There Faster.
9. SAP Enterprise Business Process Management
Life Cycle - Design
Design:
SAP Enterprise Modeling by IDS
Scheer
Analyze and optimize existing
processes
Design processes on a conceptual
level
Achieve process governance and
assign process ownership
Get There Faster.
29 June 2010 | ProcessWorld 2010 | 9
10. Business and IT Challenges
Head of Business
Department How can I make my processes understandable and how
do I visualize and communicate them in ONE common
language?
What potential saving does establishing best practices in
my processes bring about?
How can I improve adaptation of our IT to my business
processes?
Bridge the Gap
IT Manager
Where do synergies occur in the IT environment and how can
I avoid redundancies?
What action do I need to take in the event of a system failure?
>> Company-wide, distributed design of business processes and IT
architectures.
Get There Faster.
11. Enterprise Architecture Environment
Branch
Branch
Manager
Branch Branch
Front Office Back Office
Relationship Service Organization
Manager Specialist
Client Relationship
Relationship Bank
Account Manager Application
Data Client product Portfolio
Master requested
Client Data Account Account
Master Management Management
Data Application
Application
Account Open
Opening new
Client Form account Card
Retail Management
Name Application
Account
Lending
Client Application
Address
Account Account
for new for existing Saving
Product Application
Data
client opended client opened
Data
Process Application
Bank Products
& Services
Retail Retail Retail Retail Retail Product/
Lending Saving Cards Payment Account
service
Get There Faster.
12. Adapt SAP Enterprise Modeling to Your Needs...
... by creating your own model types and methods.
Core business process
Main business process
Business process
Process step
Get There Faster.
13. Modeling and Analysis: Roles and Tools Involve the Business Users
SAP Enterprise Modeling by IDS Scheer
SAP Enterprise Modeling by IDS Scheer
Process Manager IT Architecture Manager
Business Architects IT Development Planner
Write
Write
SAP Business Designer by IDS
SAP Business Designer by IDS SAP Business Publisher by IDS
SAP Business Publisher by IDS
Scheer
Scheer UMG Gr up
ni
o
U t ed Motors U ted Motors
ni
Scheer
Scheer
Gr u p
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rou
E cuti e Board
xe v S ervsory Board
up i
Person who models
Uni e dMo o r
A
t
utomo i ve
t
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Engi nee r ng
i
U t ed Motors
ni
Bank
U ted Motors
ni
Car Ren a l
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A mi i strati n &
d n o
Shared Servces
i
Readers = Technical
departments / Staff in
tc a t n oc r e m ts uC
o
Read
yr ev l e d e c i h v l i t n
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n PRO - P O-OR D E R
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A-PL ANIn t5
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A-PL ANIn t6
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A u t om o t ve
i
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Ca r C ar a cc e s so ri s
e S e rvi ce s
E x e cu t i ve c a r U M G. t o p S p are p art s 24 h se rvi ce
C om p ac t c ar U MG. f a mi l y A c c es s ori e s M ai nt en an c e
& tu n n g
i an d se rvi ce
ARIS
Worldwide process design Repository
Write
SAP Business Process Optimization by IDS Scheer
SAP Business Process Optimization by IDS Scheer
Person who
analyzes the
processes
Get There Faster.
14. SAP Enterprise Modeling Applications by IDS Scheer
SAP Enterprise Modeling Application Product Bundles
SAP Enterprise Modeling Application Product Bundles
SAP Business Designer by IDS Scheer
SAP Business Designer by IDS Scheer
SAP Enterprise Modeling by IDS Scheer
SAP Enterprise Modeling by IDS Scheer
SAP Business Process Optimizer by IDS Scheer
SAP Business Process Optimizer by IDS Scheer
SAP Business Publisher by IDS Scheer
SAP Business Publisher by IDS Scheer
SAP Process Performance Management by IDS
SAP Process Performance Management by IDS
Scheer
Scheer
Get There Faster.
15. SAP Enterprise Business Process Management
Life Cycle - Implementation
Implement:
SAP Enterprise Modeling by IDS
Scheer with integration to
Solution Manager
Accelerate Implementation via pre-
prepared content
Increase visibility via full integration
of all Business Process and Enterprise
Architecture components and
advanced reporting
Get There Faster.
29 June 2010 | ProcessWorld 2010 | 15
16. Implementation… Key Building Blocks
Utilizing SAP’s Business Process Close the IT / Business Gap
To accelerate your Implementation
Repository With Systematic alignment
SAP Solution Manager SAP Enterprise Modeling
Get There Faster.
17. SAP Solution Manager and SAP Enterprise Modeling
Synchronization: Structure
SAP Solution Manager SAP Enterprise Modeling
Synchronize
Project Scenario Process Process Step/Transaction
Get There Faster.
18. SAP Solution Manager and SAP Enterprise Modeling
Synchronization: The Models
Event Driven Process Chain Value Added Chain Diagram (VACD)
(EPC)
Value Added Chain Diagram (VACD)
Functional Allocation Diagram (FAD)
Project Scenario Process Process Step/Transaction
Get There Faster.
19. SAP Solution Manager and SAP Enterprise Modeling
Synchronization: Model Build Out Example
Original Built Out Example
Event Driven Process Chain (EPC)
Get There Faster.
20. Documentation and Training embedded in
Business Process Architecture
Documentation Call
Transaction Call
Get There Faster.
21. SAP Solution Manager and SAP Enterprise Modeling
Synchronization: Updating SAP Synchronized Objects
Original Updates Solution Manager Blueprint Structure and
Configuration
EPC with SAP object added in SAP EM
Get There Faster.
22. Process Oriented Configuration from SAP Enterprise Modeling
to Solution Manager
Solution Manager
ERP - IMG
Get There Faster.
23. SAP Enterprise Modeling Process and Project Accelerators
Process Oriented Configuration
TO-BE Processes
Blueprint
Documentation
Process Oriented Testing
Business Processes in
SAP Enterprise Modeling Process Oriented Training
Process Performance Monitoring
Use AS-IS Process
Redocumentation (Solution
Documentation Assistant, etc)
for Upgrade Preparation
Get There Faster.
24. SAP Enterprise Business Process Management
Life Cycle - Run
Run:
SAP NetWeaver BPM
SAP Enterprise Modeling
Integration with SAP ESR
Get There Faster.
29 June 2010 | ProcessWorld 2010 | 24
25. Enterprise Multilevel End to End Concept: Top-Down Approach
in SAP Enterprise Modeling
Supply
Process management
area
Level 1
Inventory
management
Main process
Level 2
Goods
receipt
Process
Level 3
Send
shipping
Process Step notification
Level 4
Automatic
email with PO
Transactions/Enterprise Services confirmation
Level 5
Get There Faster.
26. Automating non-standard processes can be challenging
Because traditional applications are often too inflexible to change
Out-of-the-box software is well-suited to manage standard
processes
Best practices provided by standard software such as SAP Business Suite
applications, e.g.
Order processing
Sell tangible goods from stock
Procure to pay
…
But what if you want to automate non-standard processes?
To create innovative, differentiating, company-specific processes, e.g.
Specific approval processes
New product introduction
Negotiate new purchasing contracts with suppliers
Traditional applications are often too inflexible for fast-changing business
processes
Implementing new processes takes too much time and is too costly
Get There Faster.
27. Business Process Management covers both automated and manual
perspective
Business Process Modeling in SAP EM
Manual Activities
End to End process spans
Typically >80% manual and automated
activities
Automated Activities
Typically <20% Of the 20% of Automated
Activities
NW BPM
Typically <20%
Processes that deliver competitive
advantage and evolve regularly Differencing Activities
(SOA –Candidates)
Typically >80%
Standard Software
Standard Activities
Processes that should be as cost
effective as possible
Get There Faster.
28. Business Process Excellence with SAP
SAP Enterprise Modeling applications by IDS Scheer complement the
Business Process Management capabilities of SAP NetWeaver
Business to Model Model to Execution
SAP NetWeaver
SAP Enterprise Modeling
Business Process
applications
Management
SOA Design
Governance
Process Process
Process
Composer Desk
Desk
Process Server
Get There Faster.
29. Enterprise Modeling
From Conceptual Planning to Technical Blueprints
Conceptually describe the business Developing processes for
Support implementation and gap analysis execution
SAP Enterprise Modeling Applications
by IDS Scheer
Business Architecture Information
Value Chain Diagram Architecture
Organizational Structures
Enterprise
Event-driven Process Chain Architecture
Transactions Services
Synchronization
SAP
Solution Manager Provide Enterprise SOA
content >> Consolidated view on application core
for planning and gap analysis <<
Get There Faster.
30. Enabling SOA Service Discovery
Engineering & Architecture
SAP Enterprise Modeling by IDS Scheer Enterprise Services Repository 7.1
Annotations
of Business Models
With Enterprise
Services or
other ES Repository
modeling objects
S
RI
o rA
ef
lu s iv
c
Ex
Seamless Integration of Business Process Architecture
Seamless Integration of Business Process Architecture
based on ARIS ES Repository Integration
based on ARIS ES Repository Integration
Get There Faster.
31. Benefits of SAP Enterprise Modeling – Enterprise
Services Repository Integration
SAP Enterprise Modeling by IDS Scheer with Enterprise Services Repository
integration supports
Process-driven requirements analysis
Alignment of business process requirements and SOA
Link of business blueprints to service realization
Reuse of existing interfaces and services
Modeling and sharing of multiple planning scenarios in SAP Enterprise Modeling before implementation
Requirements analysis can define the need for new services
Get There Faster.
32. Business Process Modeling Notation 2.0
Improve Collaboration Between Business and IT
Business IT
Business-friendly Developer-friendly
process modeling perspective implementation perspective
(in SAP SAP Enterprise Modeling or NetWeaver BPM) (in SAP NetWeaver BPM)
Si n g
Procele
M od s s
el
From modeling (no coding!) … to execution (no translation!)
Get There Faster.
33. Innovate New & Adapt Processes on Top of a Stable Core
Building composite processes on top of the SAP Business Suite
Process Innovation Value Proposition
Define a common business process layer
SAP BPM suite of choice for SAP customers
SAP NW SAP NW
Enterprise Extend the reach of BPM technology to enable
BPM BRM
Modeling completely new process scenarios
Composite Business Processes
Compose new business processes
Extend core business processes
Reuse service-enabled application core
processes (2,800+ ready-to-run services)
Enhancement
Packages
SOA-enabled Application Core Processes
Non-SAP
SAP Business Suite
All SAP applications on SAP NetWeaver
SAP NetWeaver Non-SAP applications integrated with
SAP NetWeaver
Process Excellence
*SAP NetWeaver Composition Environment is a model driven development environment for processes, views and business logic
Get There Faster.
34. Sweet Spots for BPM
Based on Beta Program and Design Partner Council customers
Business
Composite Extended
Use Case Process
Applications Processes
Improvement
Build a new module Extend ERP Implement BPM as
or process not approval process part of business
Description available from SAP (e.g. procurement). process re-
using CE, BPM and Use BRM to engineering. NW &
BRM implement rules ARIS deployed to
(e.g. price support BPM
calculation) in ERP Lifecycle
Primary
Platform Applications Consulting
Driver
Beta
Reference
Detailed caseGet Therein wiki
studies Faster.
35. SAP Enterprise Business Process Management
Life Cycle - Monitor
Monitor:
SAP Process Performance
Management by IDS Scheer
Measure performance of existing
processes
Visualize, document and analyze the
actual performed processes
Get There Faster.
29 June 2010 | ProcessWorld 2010 | 35
36. Continuous Improvement of
Business Process Performance
Monitor
Business What Transparent end-to-end processes
Performance
Reveal cause & effect chains
Recognize optimization potential
Analyze
Business How
Persistent, automated Performance
monitoring of
performance indicators
Analyze Structures Why
Dimensional of Processes
Analysis of and of Organization Who
Process measures
Determine patterns
in processes and Establish
organizational structures Continuous
Improvement
Get There Faster.
37. SAP Enterprise Business Process Management
Life Cycle - Optimize
Optimize:
SAP Business Process
Optimization by IDS Scheer
Identify process weak points and
bottlenecks
Determine utilization of resources
Analyze KPIs to enable sound
justification of suggested process
improvements
Get There Faster.
29 June 2010 | ProcessWorld 2010 | 37
38. SAP Business Process Optimization
by IDS Scheer
Enhance SAP Enterprise Modeling for conceptual business process simulation
and optimization
Dynamically analyze business processes
Use simulated KPIs to evaluate a range of alternatives
Determine optimal procedures
Get There Faster.
39. SAP Enterprise Business Process Management Life Cycle
Analyze: Design:
SAP Business Process
SAP Enterprise Modeling by IDS
Optimization by IDS Scheer
Scheer
Identify process weak points and
Analyze and optimize existing processes
bottlenecks
Design processes on a conceptual level
Determine utilization of resources
Achieve process governance and assign
Analyze KPIs to enable sound process ownership
justification of suggested process
improvements
Monitor:
Implement:
SAP Process Performance
Management by IDS Scheer SAP Enterprise Modeling by IDS
Measure performance of existing Scheer with integration to
processes Solution Manager
Visualize, document and analyze the Accelerate Implementation via pre-
actual performed processes prepared content
Increase visibility via full integration of all
Business Process and Enterprise
Run: Architecture components and
SAP NetWeaver BPM advanced reporting
SAP Enterprise Modeling
Integration with SAP ESR
Get There Faster.
40. Why SAP?
SAP Offers a Holistic BPM Approach
Comprehensive Solution Lower TCO
State of the art, standard based Leverage best practices delivered by SAP
composition tool (no coding, no Business Suite results in faster time to
translation) value
Flexible and open technology foundation Manage full process life cycle for
to effectively extend core business continous process improvement
processes
Lower risk Proven Value
Standardized process notation fosters Customers and partners are successfully
tighter alignment between business & IT extending process automation of core
business processes for fast evolving needs
Vibrant ecosystem of partners and
community Holistic BPM approach accelerates &
guides BPM adoption (methodology,
certification, technology)
Get There Faster.