Applying Real-World BPM in an SAP Environment

28.12.2010

Englisch

9781592293438

Rheinwerk Publishing

SAP PRESS Englisch

Nein

Greg Chase

698

1

Gebundene Ausgabe

Business Process Management, SAP NetWeaver, Geschäftsprozess-Management, BPO, Busines Process Optimization, SAP NetWeaver CE, SAP NetWeaver Composition Environment, Galaxy, TechEd2016

. Foreword. 17 . Introduction. 19 PART I. Business Process Transformation. 21 1. The Importance of a Business Model. 23 . 1.1. Explaining the Difference in Overall Output Performance. 23 . 1.2. Revisit the Enterprise Model During Economic Turmoil. 27 . 1.3. Core Competitive and Core Differentiated Positioning. 29 . 1.4. A Historic View of Business Models. 31 . 1.5. New Form of the Business Model Concept. 40 . 1.6. The Logic of a Business Model Framework Based on Competencies. 46 . 1.7. Organizing Business Competencies. 49 . 1.8. Summary and Conclusion. 52 2. Business Model Transformation Toward the Service-Oriented Enterprise. 55 . 2.1. Adaptation of the Service-Oriented Enterprise. 56 . 2.2. Business Transformation Change Levers. 60 . 2.3. Business Transformation Case Studies. 64 . 2.4. Information Technology as Dynamic Capability of Business Enablement. 69 . 2.5. Process-Centric IT Lifecycle Management. 73 . 2.6. Reaping the Promised Value of Reusing Information and Services. 77 . 2.7. Summary and Recommendations. 79 3. Practical Example: How to Develop Performance and Value Drivers. 85 . 3.1. The Need for Performance and Value Creation. 86 . 3.2. Performance and Value Drivers. 88 . 3.3. Dimensions of PPI Measurement. 101 . 3.4. Summary and Conclusions. 102 4. The Holistic Approach: Combining BPM with Value and Performance Management, Enterprise Architecture, Governance, and SOA. 105 . 4.1. Applying the Different Approaches. 106 . 4.2. Innovate Your EA Framework with BPM and Value and Performance Management Principles. 107 . 4.3. Solution Transformation -- Harmonizing Enterprise Architecture, BPM, and SOA. 114 . 4.4. Summary and Conclusions. 117 5. Conclusion. 121 PART II. BPM Case Studies from the Real World. 123 6. Observing How SAP Customers Approach BPM: The Gap between Business and IT in BPM Projects. 125 . 6.1. BPM Usage Clusters in Industry and Application Use Cases. 127 . 6.2. Typical Business Requirements Satisfied by BPM. 129 7. First Applications: Enterprise Information Management. 135 . 7.1. INVISTA: Enabling Cross-System Master Data Management. 136 . 7.2. Ericsson: Using Business Rules to Enable Globalization of Supplier Master Data Governance. 141 . 7.3. SAP IT: Accelerating Postmerger Data Enrichment and Migration. 150 8. Industry-Specific Processes. 161 . 8.1. Patrimonio Hipotecaria: Supporting Unique Mortgage Processes Attached to SAP for Banking. 163 . 8.2. Coca-Cola Erfrischungsgetränke AG: Promotion Material Planning and Procurement as an Extension of SAP Trade Promotion Management. 171 . 8.3. GISA: Increased Competition in Utilities Demands Efficient Customer Service Connections. 179 . . 8.4. Siemens IT Solutions and Services: Balancing Standardization and Customizability in a New Solution. 184 . 8.5. RS Components: Automating Supply Chain Collaboration for Inventory Planning and Supplier Performance Management. 189 9. BPM, Business Transformation, and Continuous Process Improvement. 197 . 9.1. KAESER KOMPRESSOREN: Transforming from a Products Company to a Service Company. 197 . 9.2. Braskem S.A.: Realizing the Value of Efficiency and Visibility in Supplier Processes. 205 10. Good Ideas for BPM. 217 . 10.1. Public Sector: Potholes and Green Area Maintenance -- Taxpayers Get More for Their Buck. 217 . 10.2. Airline: Streamlining the Maintenance Process for the Transportation Industry with BPM. 227 11. Planning for BPM Transformation. 235 . 11.1. Hospira: Integrating Architecture to Become Process-Centric. 235 . 11.2. Danish Defense: Value Drivers in Corporate Businesses. 251 12. Conclusion. 295 PART III. BPM Anatomy for Implementations. 297 13. Methodology and Governance. 299 . 13.1. SOA Survey. 300 . 13.2. How to Combine Business Modeling and Process Modeling. 308 . 13.3. ASAP Methodology 7 Core. 339 . 13.4. Business Add-Ons to ASAP. 387 14. BPM Tools -- From Modeling to Execution. 413 . 14.1. Composite Development Architecture Guidelines. 414 . 14.2. Highlights of the Innovation Provided by SAP NetWeaver BPM and BRM. 475 . 14.3. Handling Decisions and Business Rules in a BPM Approach. 480 . 14.4. Business Rules Management from SAP. 513 . 14.5. Simple Sample Application for Enterprise Service Consumption. 545 15. Process-Based Implementation Content. 553 . 15.1. Business Add-Ons to ASAP that Deliver Implementation Content. 554 . 15.2. SAP Rapid Deployment Solutions. 563 16. Enablement and Communities. 565 . 16.1. Enablement: People as Key Success Factor. 566 . 16.2. Enablement: SAP University Alliances BPM Curriculum. 574 . 16.3. Enablement: Starter Kit for Business Process Management, an Add-On to ASAP. 576 . 16.4. Enablement: SOA KIT, an Add-On to ASAP. 579 . 16.5. Enablement: SOA CIO Guide -- Abstract. 582 . 16.6. Enablement: Value Prototyping. 598 . 16.7. Enablement: SAP Value Partnership. 600 . 16.8. Enablement: Composite in a Day Workshop. 600 . 16.9. Enablement: Communities. 604 17. Conclusion. 607 PART IV. Future Outlook. 613 18. Future Trends for BPM. 615 . 18.1. BPM Future Outlook: Six Ideas. 615 . 18.2. BPM for Knowledge Workers. 619 . 18.3. Exploring Additional Future BPM and SOA Trends. 629 . Appendices. 637 . A. IT Performance and Value Management Research. 639 . B. Value Driver Processes Sorted After Strategic, Tactical, and Operational Levels. 641 . C. Bibliography. 657 . D. The Authors. 673 . Index. 687

229 mm

17.5 cm