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SAPs five BPM DeliverablesThe Open Group Conference San Diego February 2 4 2009

Ann RosenbergBTC Global Practice Ownership for Business Process Management Senior Business Process Management Consultant SAP AG

Disclaimer

This presentation outlines our general product direction and should not be relied on in making a purchase decision. This presentation is not subject to your license agreement or any other agreement with SAP. SAP has no obligation t pursue any course of b i bli ti to f business outlined i thi presentation or to tli d in this t ti t develop or release any functionality mentioned in this presentation. This presentation and SAP s strategy and possible future developments are SAP's subject to change and may be changed by SAP at any time for any reason without notice. This document is provided without a warranty of any kind, either express or implied, i l di b t not li it d t th i li d warranties ith i li d including but t limited to, the implied ti of merchantability, fitness for a particular purpose, or non-infringement. SAP assumes no responsibility for errors or omissions in this document, except if such damages were caused by SAP intentionally or grossly negligent.

SAP 2009 / Ann Rosenberg/ BPM Page 2

http://www.gartner.com/it/page.jsp?id=855612

SAP 2009 / Ann Rosenberg/ BPM Page 3

SAPs Roadmap for Business Process Management (BPM)Methodology and Governance1 STRATEGY 2 SET-UP 3 TRANSITION 4 CONTINUOUS IMPROVEMENT

LINK TO STRATEGY

DEFINE BASICS

CREATE BASIS

DEFINE BUILDING BLOCKS

DEVELOP ANALYTICS

PERFORM ANALYSIS

ADD PROCESS-BASED REWARDS + EXPAND REPORTING

+CHOOSE PATH CREATE METHODS DEFINE PORTFOLIO ALLOCATE BUDGET

+MONITOR FIT GAP FIT-GAP HARMONIZE TERMS OPTIMIZE PROCESSES PERFORM AUDITS

COMMUNICATE & TRAIN MANAGE CHANGE BUILD PROCESS-CENTRIC IT

BPM T h l Technology

BPX Certification and BPX Community

voted #3 in terms of popularity on www.sappress.com SAP 2009 / Ann Rosenberg/ BPM Page 4

From 2nd Generation to 3rd Generation

# Projects

2nd Generation

3rd Generation

Time

SAP 2009 / Ann Rosenberg/ BPM Page 5

How BPM can drive alignment !!!

Upgrade to Business Suite (3rd Generation Standard St d d Systems) IT Projects (SAP and Non SAP) SOA/ Composing Tools (Galaxy)

Six Sigma Process Improvement I Projects

Application g Management (Solman)

SAP 2009 / Ann Rosenberg/ BPM Page 6

How BPM can drive alignment !!!

Upgrade to Business Suite (3rd Generation Sta da d Syste s) Standard Systems)

IT Projects (SAP and Non SAP)

SOA/ Composing Tools (Galaxy)

Six Sigma Process Improvement Projects

Application Management (Solman)

SAP 2009 / Ann Rosenberg/ BPM Page 7

Agenda

Business Process Management: A new strategic context? SAPs five BPM Deliverables

SAP 2009 / Ann Rosenberg/ BPM Page 8

The Evolution of Process Management

Evolution (Quality)

Central Ideas Business Process Process Lifecycle Capability Maturity

Business Process Management Business Process Re-engineering Lean Manufacturing Total Q lit T t l Quality Management

Industrial Engineering

Toyota Production System

Six-sigma

Evolution (Time)

SAP 2009 / Ann Rosenberg/ BPM Page 9

Business Process Management Is a Management DisciplineBusiness Process Management (BPM) is a management discipline that requires organizations to shift to process-centric thinking, and to reduce their reliance on traditional territorial and functional structures. BPM requires and enables organizations to manage the complete revision cycles of their th i processes, from process design to monitoring and optimization, and to change f d i t it i d ti i ti dt h them more frequently to adjust to changing circumstances. The development of BPM technologies is enabling business managers to abstract process flows and rules from the underlying applications and infrastructure, and to change them directly. BPM is neither a technology nor an updated version of BPR. It is an IT-enabled management discipline. It represents a fundamental change in how business manage and run their processesSource: Gartner Business Process Management Summit 2007 SAP 2009 / Ann Rosenberg/ BPM Page 10

Business Process Management covers both automated and manual perspectiveBusines Process Modeling in ARIS ss M

Manual Activities

Typically >80%

End to End process spans manual and automated activities

Automated Activities

Typically