Inhaltsverzeichnis

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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
1.4.1 The Development of Business Model Concepts
35
1.4.2 Business Model Component Development
36
1.5 New Form of the Business Model Concept
40
1.5.1 Resources
43
1.5.2 Capabilities and Abilities
44
1.6 The Logic of a Business Model Framework Based on Competencies
46
1.6.1 Flexible and Free Connection of the Competencies
48
1.6.2 Consistency and Union of the Competencies
49
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
2.1.1 Adaptation Driver: Increased Service Orientation
58
2.1.2 Adaptation Driver: Networked Business
58
2.1.3 Adaptation Driver: Power-Shift from Supply- to Demand-Side
59
2.1.4 Service-Oriented Enterprise as Goal – Transformation as Journey
59
2.2 Business Transformation Change Levers
60
2.2.1 Change Lever: Customer Offering
61
2.2.2 Change Lever: Business Model
62
2.2.3 Change Lever: Value Creation Coordination
63
2.3 Business Transformation Case Studies
64
2.3.1 Case Study: Rolls Royce Total Care
64
2.3.2 Case Study: Arvato Lead Logistics Services
65
2.3.3 Case Study: Hewlett Packard Managed Printing Solutions
66
2.3.4 Lessons Learned from the Cases
67
2.4 Information Technology as Dynamic Capability of Business Enablement
69
2.5 Process-Centric IT Lifecycle Management
73
2.5.1 Closing the Loop of Business Process Management
73
2.5.2 Accelerating the Process Lifecycle
75
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
3.2.1 Value Planning and Identification
92
3.2.2 Value Creation
94
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
6.1.1 Most Common Industries Adopting BPM
127
6.1.2 Most Common Applications for BPM
128
6.2 Typical Business Requirements Satisfied by BPM
129
6.2.1 Articulating and Prioritizing Business Goals and Problems
129
6.2.2 Qualifying Questions to Instate BPM Projects
130
6.2.3 Orchestrating Dependent Actions in a Sequence
130
6.2.4 Orchestrating Actions that Bridge Multiple Systems
131
6.2.5 Orchestrating Actions Between Organizations
132
6.2.6 Architecting Processes for Change
132
6.2.7 Process-Specific User Interfaces
133
6.2.8 Measuring and Monitoring Business Processes
134
7 First Applications: Enterprise Information Management
135
7.1 INVISTA: Enabling Cross-System Master Data Management
136
7.1.1 Background
137
7.1.2 BPM Solution
138
7.2 Ericsson: Using Business Rules to Enable Globalization of Supplier Master Data Governance
141
7.2.1 Background
142
7.2.2 BPM Solution
143
7.3 SAP IT: Accelerating Postmerger Data Enrichment and Migration
150
7.3.1 Background
150
7.3.2 BPM Solution
154
8 Industry-Specific Processes
161
8.1 Patrimonio Hipotecaria: Supporting Unique Mortgage Processes Attached to SAP for Banking
163
8.1.1 Background
164
8.1.2 BPM Solution
166
8.2 Coca-Cola Erfrischungsgetränke AG: Promotion Material Planning and Procurement as an Extension of SAP Trade Promotion Management
171
8.2.1 Background
171
8.2.2 BPM Solution
174
8.3 GISA: Increased Competition in Utilities Demands Efficient Customer Service Connections
179
8.3.1 Background
179
8.3.2 BPM Solution
181
Siemens IT Solutions and Services: Balancing Standardization and Customizability in a New Solution Siemens IT Solutions and Services: Balancing Standardization and Customizability
184
8.4.1 Background
184
8.4.2 BPM Solution
186
8.5 RS Components: Automating Supply Chain Collaboration for Inventory Planning and Supplier Performance Management
189
8.5.1 Background
190
8.5.2 BPM Solution
191
9 BPM, Business Transformation, and Continuous Process Improvement
197
9.1 KAESER KOMPRESSOREN: Transforming from a Products Company to a Service Company
197
9.1.1 Background
198
9.1.2 BPM Solution
199
9.2 Braskem S.A.: Realizing the Value of Efficiency and Visibility in Supplier Processes
205
9.2.1 Background
206
9.2.2 BPM Solution
209
10 Good Ideas for BPM
217
10.1 Public Sector: Potholes and Green Area Maintenance – Taxpayers Get More for Their Buck
217
10.1.1 Background
218
10.1.2 BPM Solution
221
10.2 Airline: Streamlining the Maintenance Process for the Transportation Industry with BPM
227
10.2.1 Background
228
10.2.2 BPM Solution
231
11 Planning for BPM Transformation
235
11.1 Hospira: Integrating Architecture to Become Process-Centric
235
11.1.1 Company Profile
236
11.1.2 Need for Business Process Management Discipline
237
11.1.3 Architecture Practice and BPM
238
11.1.4 BPM Solution
241
11.1.5 BPM Center of Excellence (CoE)
246
11.1.6 Building a BPM Community of Practice
249
11.1.7 Lessons Learned
249
11.1.8 What’s Ahead?
250
11.2 Danish Defense: Value Drivers in Corporate Businesses
251
11.2.1 The Importance of Having the Right Business Model in Place
253
11.2.2 The Need to Describe the Business Model
255
11.2.3 The Need for Business Governance
257
11.2.4 Implementing BPM in the Danish Defense
268
11.2.5 BPM and Core Business
282
11.2.6 Danish Armed Forces BPM and Technology Delivery
284
11.2.7 Terminology and Conventions
287
11.2.8 Technology Delivery
290
11.2.9 Implementation of Change
291
11.2.10 Conclusion
293
12 Conclusion
295
PART III BPM Anatomy for Implementations
297
13 Methodology and Governance
299
13.1 SOA Survey
300
13.1.1 Feedback Survey for the Methodology
300
13.1.2 Key Observations and Trends in SOA Projects
301
13.1.3 Summary
308
13.2 How to Combine Business Modeling and Process Modeling
308
13.2.1 Business Model Innovation and Optimization
309
13.2.2 How To Create Value in Connecting the Business Model and Processes
309
13.2.3 The Limitation of Having Only a Process Focus
311
13.2.4 The Holistic Approach – Creating Value by Connecting the Business Model to the Processes
315
13.2.5 Business Model Approach to Connecting Strategy to Business Model and Business Model to Operational Model (Processes)
316
13.2.6 Process Identification and Harmonization on the Strategic Level
324
13.2.7 Process Identification and Harmonization on the Tactical Level
325
13.2.8 Harmonization through a Simple Pattern Using the ICASIO Approach
327
13.2.9 Definition and Validation of Process Step Variants Using the RACI Model Approach
329
13.2.10 Process Identification and Harmonization on the Operational Level
332
13.2.11 Conclusion
337
13.3 ASAP Methodology 7 Core
339
13.3.1 Project Preparation
342
13.3.2 Business Blueprint
353
13.3.3 Realization
363
13.3.4 Final Preparation, Go-Live Support, and Run
377
13.4 Business Add-Ons to ASAP
387
13.4.1 Business Add-Ons to ASAP – a New Flavored Approach
388
13.4.2 Tools for Applying Business Add-Ons to ASAP
393
13.4.3 Business Add-Ons to ASAP Methodology, Governance Frameworks, and Implementation Technology Content: Part I
398
13.4.4 Business Add-Ons that Deliver Methodology, Governance Frameworks, and Implementation Content: Part II
408
14 BPM Tools — From Modeling to Execution
413
14.1 Composite Development Architecture Guidelines
414
14.1.1 Value Proposition of SAP NetWeaver CE
414
14.1.2 Platform Overview
414
14.1.3 Structure of Composites
419
14.1.4 Separation of Functionality
443
14.1.5 SOA Pattern
463
14.1.6 Conclusion
474
14.2 Highlights of the Innovation Provided by SAP NetWeaver BPM and BRM
475
14.2.1 Business Analyst Experience
475
14.2.2 Process Developer Experience
476
14.2.3 Improved Business Insight
478
14.2.4 Interoperability with SAP Applications
478
14.2.5 Interoperability with Other Task User Interfaces
479
14.3 Handling Decisions and Business Rules in a BPM Approach
480
14.3.1 The Power of Decisioning
481
14.3.2 Identifying Operational Decisions
486
14.3.3 Implementing Decisions with Business Rules
492
14.3.4 Best Practices in Decision Management
499
14.3.5 Governance
508
14.3.6 Managing the Organizational Implications
511
14.4 Business Rules Management from SAP
513
14.4.1 Roots of Business Rule Framework Plus
513
14.4.2 Roots of SAP NetWeaver BRM
513
14.4.3 Business Rule Framework Plus
513
14.4.4 SAP NetWeaver Business Rules Management
529
14.4.5 Usage Recommendations
541
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
15.1.1 Business Add-On to ASAP Delivering Point of Sales Implementation Content
555
15.1.2 Business Add-Ons to ASAP that Deliver Small SOA/BPM-Based Implementation Content Packages
559
15.2 SAP Rapid Deployment Solutions
563
16 Enablement and Communities
565
16.1 Enablement: People as Key Success Factor
566
16.1.1 The Link Between IT and Business
567
16.1.2 Role-Based Education for Organizational Performance
568
16.1.3 Roles and Required Skills
571
16.1.4 Summary
574
16.2 Enablement: SAP University Alliances BPM Curriculum
574
16.3 Enablement: Starter Kit for Business Process Management, an Add-On to ASAP
576
16.3.1 Benefits and Target Audience
576
16.3.2 Navigating Through the Starter Kit for BPM, an Add-On to ASAP
577
16.4 Enablement: SOA KIT, an Add-On to ASAP
579
16.5 Enablement: SOA CIO Guide — Abstract
582
16.5.1 Solution Space and Key Capabilities
582
16.5.2 Reference Architectures and Maturity Model
584
16.5.3 SAP Product Implementation Guidance
596
16.5.4 Trends and Roadmap
597
16.5.5 Conclusion
597
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
18.1.1 Supporting the Knowledge Worker
616
18.1.2 Fostering Collaboration
616
18.1.3 Responding to Rapidly Changing Situations
617
18.1.4 Working Any Time, Anywhere
617
18.1.5 Developing Process Skills
618
18.1.6 Giving Control to the Business
618
18.1.7 Summary
619
18.2 BPM for Knowledge Workers
619
18.2.1 What Is a Business Process?
619
18.2.2 What Is a Business Practice?
622
18.2.3 Business Practice Example: Part Replacement
625
18.2.4 SAP ASAP Methodology
627
18.2.5 Summary
629
18.3 Exploring Additional Future BPM and SOA Trends
629
18.3.1 “Business Process Management and Semantic Interoperability” by Alexander Dreiling
630
18.3.2 “SOA for Business Networks – Service Delivery Framework” by Alistair Barros
631
18.3.3 “A Requirements Framework for Semantic Business Process Modeling” by Alistair Barros and Ingo M. Weber
632
18.3.4 “Process-Centric Decision Support” by Mathias Fritzsche, Wasif Gilani, and Michael Picht
633
18.3.5 “Semantic Technologies: An Enabler of Intelligent Business Processes” by Ivan Markovic
634
18.3.6 “Customer and Partner Views on the Future of BPM: A View from Two SAP Mentors” by Twan van den Broek and Richard Hirsch
635
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