Business process management: the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology]
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Bonn [u.a.]
Galileo Press
2009
|
| Edition: | 1. ed. |
| Series: | SAP Press
|
| Subjects: | |
| Online Access: | Inhaltstext Inhaltsverzeichnis |
| Physical Description: | 411 S. Ill., graph. Darst. |
| ISBN: | 9781592292318 |
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MARC
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| 245 | 1 | 0 | |a Business process management |b the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |c Jim Hagemann Snabe ... |
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CONTENTS AT A GLANCE PART I BUSINESS PROCESS MANAGEMENT: A NEW STRATEGIE
CONTEXT? 1 INTRODUCTION 21 2 THE EVOLUTION OF PROCESS MANAGEMENT 35 3
ENTERPRISE ARCHITECTURE AND BUSINESS STRATEGY 53 4 ENABLING TECHNOLOGIES
FOR BPM 65 5 THE BPM TRANSFORMATION 83 PART II THE BP/VA ROADMAP 6
INTRODUCTION TO THE BPM ROADMAP 95 7 THE BPM STRATEGY 101 8 THE BPM
SET-UP 113 9 THE BPM TRANSITION 157 10 CONTINUOUS IMPROVEMENT 219 11
SUPPORTING ACTIVITIES 227 12 SUMMARY 247 PART III BUSINESS PROCESS
PLATFORM * THE ENABLERFOR BPM 13 THE VALUE OF BRINGING BPM AND BPP
TOGETHER 251 14 ARLA CASE STUDY 269 15 SAP'S VIEW ON BUSINESS PROCESS
MANAGEMENT 285 16 SUMMARY 315 PART IV EXPERIENCES AND CONCLUSION 17
WYETH PHARMACEUTICALS: IN PURSUIT OF PROCESS EXCELLENCE 319 18
CONCLUSION 341 APPENDICES A LIST OF ABBREVIATIONS 347 B TYPICAL
QUESTIONS 351 C SUMMARY OF EXPERIENCES 365 D BIBLIOGRAPHY 381 E AUTHORS
389 BIBLIOGRAFISCHE INFORMATIONEN HTTP://D-NB.INFO/991791924
DIGITALISIERT DURCH CONTENTS FOREWORD PREFACE . 15 17 PART I: BUSINESS
PROCESS MANAGEMENT: A NEW STRATEGIE CONTEXT? INTRODUCTION THE EVOLUTION
OF PROCESS MANAGEMENT 1.1 WHAT ARE THE BENEFITS OF BPM? 22 1.2 WHAT IS
BPM? 25 1.3 BUSINESS AND BPM 27 1.4 TECHNOLOGY AND BPM 29 1.5 PEOPLEAND
BPM 30 1.6 THE BPM JOURNEY AND THE STRUCTURE OFTHIS BOOK 31 2.1
SCIENTIFIC MANAGEMENT 35 2.2 THE TOYOTA PRODUCTION SYSTEM 36 2.3 TOTAL
QUALITY MANAGEMENT 37 2.3.1 LEAN MANUFACTURING 38 2.3.2 BUSINESS
EXCELLENCE 38 2.3.3 SIXSIGMA 40 2.4 BUSINESS PROCESS REENGINEERING 43
2.5 BUSINESS PROCESS MANAGEMENT 44 2.5.1 THE CONCEPT OF REFERENCE MODELS
46 2.5.2 THE CONCEPT OF PROCESS MATURITY 47 2.5.3 PROCESS MANAGEMENT
SYSTEMS 49 2.6 THE FUTURE OF PROCESS MANAGEMENT 50 3.1 WHAT IS
ENTERPRISE ARCHITECTURE? 54 3.1.1 ENTERPRISE ARCHITECTURE FRAMEWORK 55
3.2 ENTERPRISE ARCHITECTURE MATURITY 56 3.3 ENTERPRISE ARCHITECTURE AS A
STRATEGY 59 3 ENTERPRISE ARCHITECTURE AND BUSINESS STRATEGY 5.3 A
COMPREHENSIVE FRAMEWORK FOR BPM 91 CONTENTS 3.3.1 FOUNDATION FOR
EXECUTION 60 3.3.2 THE OPERATING MODEL 60 3.3.3 THE IT-ENGAGEMENT MODEL
61 3.3.4 CREATING AND EXPLOITING THE FOUNDATION FOR EXECUTION 62 3.4 BPM
AND BUSINESS STRATEGY 62 4.1 WHAT IS A BUSINESS PROCESS MANAGEMENT
SYSTEM? 65 4.2 THE EMERGENCE OF ENTERPRISE SYSTEMS 67 4.3 MOVING TOWARDS
THE SECOND GENERATION OF ERP 70 4.4 ERP/II SYSTEMS 73 4.4.1 CORE
COMPONENTS 75 4.4.2 CENTRAL COMPONENTS 76 4.4.3 CORPORATE COMPONENTS 76
4.4.4 COLLABORATIVE COMPONENTS 77 4.4.5 NEW GENERATION ENTERPRISE
SYSTEMS? 78 4.5 MOVING TOWARDS A BUSINESS PROCESS PLATFORM 78 4.5.1
EVENT-BASED MANAGEMENT 78 4.5.2 PROCESS-DRIVEN ENTERPRISE SYSTEMS 79
4.5.3 SERVICE-ORIENTED ARCHITECTURE 80 4.5.4 MOVING TOWARDS A NEW
PROCESS-BASED ARCHITECTURE FOR ENTERPRISE SYSTEMS 81 5.1 GRUNDFOS CASE
STUDY: BE - THINK - INNOVATE 84 5.1.1 THE INITIAL SITUATION 84 5.1.2 THE
JOURNEY 85 5.1.3 FUTURE CHALLENGES 87 5.2 A NEW VALUE PROPOSITION 88
5.2.1 BUSINESS PROCESS PLATFORM 89 5.2.2 BUSINESS PROCESS MANAGEMENT 89
5.2.3 BUSINESS PROCESS INNOVATION 90 9 THE BPM TRANSITION CONTENTS PART
II: THE BPM ROADMAP ^ INTRODUCTION TO THE BPM ROADMAP 7 THE BPM STRATEGY
7.1 LINK TO STRATEGY 102 7.2 DEFINE BUILDING BLOCKS 105 7.3 CHOOSEPATH
108 7.4 MONITOR FIT-GAP 110 7.5 SUMMARY AND KEY POINTS 112 8.1 DEFINE
BASICS 114 8.1.1 PROCESS MAP 115 8.1.2 ROLES AND DECISION-MAKING BODIES
118 8.1.3 SUMMARY AND KEY POINTS 124 8.2 DEVELOP ANALYTICS 124 8.2.1
APPROACH FOR PROCESS PERFORMANCE MEASUREMENT 124 8.2.2 PROCESS MATURITY
CONCEPT 130 8.2.3 SUMMARY AND KEY POINTS 133 8.3 CREATE METHODS 134
8.3.1 BPM METHODOLOGY 134 8.3.2 BPM TOOL LANDSCAPE 141 8.3.3 MODELING
CONVENTIONS 148 8.3.4 SUMMARY AND KEY POINTS 153 8.4 HARMONIZE TERMS:
PROCESS TERMINOLOGY 154 8.4.1 ENSURING CLARITY OF TERMS 154 8.4.2
CONSOLIDATING AND PUBLISHING THE TERMS 155 8.4.3 SUMMARY AND KEY POINTS
156 9.1 CREATE BASIS 158 9.1.1 DESIGN AN ENTERPRISE PROCESS MAP 159
9.1.2 ASSIGN PROCESS OWNERSHIP 162 9.1.3 DEFINE PROCESS PERFORMANCE
INDICATORS (PPIS) 172 9.1.4 SUMMARY AND KEY POINTS 180 10 CONTENTS 10
CONTINUOUS IMPROVEMENT 9.2 PERFORM ANALYSIS 181 9.2.1 CONDUCTING A
PROCESS MATURITY ANALYSIS 181 9.2.2 CORPORATE PROCESS REPORTING 187
9.2.3 SUMMARY AND KEY POINTS 190 9.3 THE PORTFOLIO 191 9.3.1 PERFORMING
PROJECT PORTFOLIO MANAGEMENT 191 9.3.2 IMPLEMENT DECISION-MAKING BODIES
195 9.3.3 SUMMARY AND KEY POINTS 198 9.4 OPTIMIZE PROCESSES 199 9.4.1
EXECUTE WITH THE PML METHODOLOGY 199 9.4.2 EXECUTE WITH SIX SIGMA 210
9.4.3 SUMMARY AND KEY POINTS 218 BBBBB 10.1 PROCESS-BASED REWARDS 220
10.2 EXPAND CORPORATE BUSINESS REPORTING 221 10.3 PROCESS-BASED BUDGET
AND COST ALLOCATIONS 222 10.4 PROCESS AUDITS 224 10.5 SUMMARY AND KEY
POINTS 225 11.1 BUILD A PROCESS-CENTRIC IT 228 11.2 MANAGE CHANGE 232
11.2.1 WHAT IS CHANGE MANAGEMENT? 232 11.2.2 CHANGE MANAGEMENT
APPROACHES 233 11.2.3 USING CHANGE MANAGEMENT 234 11.2.4 THE BPM SURVEY
235 11.2.5 SUMMARY AND KEY POINTS 236 11.3 COMMUNICATE AND TRAIN 236
11.3.1 COMMUNICATION 237 11.3.2 TRAINING 243 11.3.3 SUMMARY AND KEY
POINTS 246 12 SUMMARY 15.2.7 EMBEDDED BUSINESS RULES MANAGEMENT 303
CONTENTS 14 ARLA CASE STUDY PART III: BUSINESS PROCESS PLATFORM * THE
ENABLER FOR BPM 13 THE VALUE OF BRINGING BPM AND BPP TOGETHER 13.1
BUSINESS NEEDS TO UNDERSTAND HOW SOA CAN ENABLE BPM 252 13.2 THE BASIC
STEP TO BRING BPM AND SOA TOGETHER 254 13.3 ESTABLISH THE CORRECT
INFORMATION BASE IN TERMS OF SOA-RELEVANT PROCESSES 259 13.4 SPECIFYING
BUSINESS SERVICE CONTRACTS INCLUDING REQUIRED QUALITY CRITERIA 261 13.5
ENSURING AN INTEGRATED BUSINESS AND IT VIEW DURING PROCESS MODELING 266
13.6 ENSURING THE LINK BETWEEN BPM AND SOA GOVERNANCE . 268 14.1 THE
THREE GENERATIONS 270 14.1.1 FIRST GENERATION * BEFORE THE MD FOODS/ARLA
MERGER 273 14.1.2 SECOND GENERATION * THE "ETT ARLA" PROGRAM (2001-2006)
274 14.1.3 THIRD GENERATION * THE FUTURE IT SOLUTION (2007-2012) 276
14.1.4 THE THREE "GUIDING PRINCIPLES" 277 14.2 SUMMARY 282
B3SS9SSE92QEBS3BBBE3 15.1 INNOVATION WITHOUT DISRUPTION 285 15.2
BUSINESS NETWORK TRANSFORMATION 287 15.2.1 THE EVOLUTION OF BPM 288
15.2.2 CHALLENGES FROM AN IT PERSPECTIVE 290 15.2.3 WHAT IS A BUSINESS
PROCESS * A DEFINITION 292 15.2.4 BUILDING BLOCKS OF SAP NETWEAVER BPM
CAPABILITIES 297 15.2.5 CHANGING VALUE PROPOSITION OF REFERENCE MODELS
300 15.2.6 COMPOSITE BUSINESS PROCESSES 301 CONTENTS 15.2.8 BUSINESS
PROCESS MANAGEMENT STANDARDS 305 15.2.9 THE VALUE PROPOSITION OF
ENTERPRISE BPM 306 15.2.10 ROADMAP HIGHLIGHTS 307 15.3 SAP'S NEW BPM
METHODOLOGY 308 15.3.1 CALIBRATION 309 15.3.2 AS-IS ANALYSIS 310 15.3.3
TO-BE PROCESS DESIGN 311 15.3.4 SOLUTION TRANSFORMATION 313 16 SUMMARY
PART IV: EXPERIENCES AND CONCLUSION 17 WYETH PHARMACEUTICALS: IN PURSUIT
OF PROCESS EXCELLENCE 17.1 COMPANY PROFILE 319 17.2 ORGANIZATIONAL
BACKGROUND 320 17.3 BPM PHILOSOPHY 321 17.4 THE HISTORYOF BPM WITHIN
TO&PS 324 17.5 APPROACHTO BPM: SETTING THE BPM VISION 327 17.6 EXECUTING
THE BPM VISION 329 17.6.1 3-STEP PLAN 329 17.6.2 COMMUNITY ROLES 335
17.6.3 THE BPM VALUE 337 17.6.4 IDENTIFIED BPM SUCCESS FACTORS 338 17.7
SUMMARY 339 18.1 BPM - A NEW STRATEGIE CONTEXT 341 18.2 THE BPM ROADMAP
342 18.3 BPP - THE BPM ENABLER 343 18 CONCLUSION . 12 INDEX 407
CONTENTS APPENDICES A LIST OF ABBREVIATIONS 347 B TYPICAL QUESTIONS 351
B.1 PART 1: BUSINESS PROCESS MANAGEMENT: A NEW STRATEGIE CONTEXT? 351
B.2 PART 2: THE BPM ROADMAP 353 C SUMMARY OF EXPERIENCES 365 D
BIBLIOGRAPHY 381 E AUTHORS 389 |
| adam_txt |
CONTENTS AT A GLANCE PART I BUSINESS PROCESS MANAGEMENT: A NEW STRATEGIE
CONTEXT? 1 INTRODUCTION 21 2 THE EVOLUTION OF PROCESS MANAGEMENT 35 3
ENTERPRISE ARCHITECTURE AND BUSINESS STRATEGY 53 4 ENABLING TECHNOLOGIES
FOR BPM 65 5 THE BPM TRANSFORMATION 83 PART II THE BP/VA ROADMAP 6
INTRODUCTION TO THE BPM ROADMAP 95 7 THE BPM STRATEGY 101 8 THE BPM
SET-UP 113 9 THE BPM TRANSITION 157 10 CONTINUOUS IMPROVEMENT 219 11
SUPPORTING ACTIVITIES 227 12 SUMMARY 247 PART III BUSINESS PROCESS
PLATFORM * THE ENABLERFOR BPM 13 THE VALUE OF BRINGING BPM AND BPP
TOGETHER 251 14 ARLA CASE STUDY 269 15 SAP'S VIEW ON BUSINESS PROCESS
MANAGEMENT 285 16 SUMMARY 315 PART IV EXPERIENCES AND CONCLUSION 17
WYETH PHARMACEUTICALS: IN PURSUIT OF PROCESS EXCELLENCE 319 18
CONCLUSION 341 APPENDICES A LIST OF ABBREVIATIONS 347 B TYPICAL
QUESTIONS 351 C SUMMARY OF EXPERIENCES 365 D BIBLIOGRAPHY 381 E AUTHORS
389 BIBLIOGRAFISCHE INFORMATIONEN HTTP://D-NB.INFO/991791924
DIGITALISIERT DURCH CONTENTS FOREWORD PREFACE . 15 17 PART I: BUSINESS
PROCESS MANAGEMENT: A NEW STRATEGIE CONTEXT? INTRODUCTION THE EVOLUTION
OF PROCESS MANAGEMENT 1.1 WHAT ARE THE BENEFITS OF BPM? 22 1.2 WHAT IS
BPM? 25 1.3 BUSINESS AND BPM 27 1.4 TECHNOLOGY AND BPM 29 1.5 PEOPLEAND
BPM 30 1.6 THE BPM JOURNEY AND THE STRUCTURE OFTHIS BOOK 31 2.1
SCIENTIFIC MANAGEMENT 35 2.2 THE TOYOTA PRODUCTION SYSTEM 36 2.3 TOTAL
QUALITY MANAGEMENT 37 2.3.1 LEAN MANUFACTURING 38 2.3.2 BUSINESS
EXCELLENCE 38 2.3.3 SIXSIGMA 40 2.4 BUSINESS PROCESS REENGINEERING 43
2.5 BUSINESS PROCESS MANAGEMENT 44 2.5.1 THE CONCEPT OF REFERENCE MODELS
46 2.5.2 THE CONCEPT OF PROCESS MATURITY 47 2.5.3 PROCESS MANAGEMENT
SYSTEMS 49 2.6 THE FUTURE OF PROCESS MANAGEMENT 50 3.1 WHAT IS
ENTERPRISE ARCHITECTURE? 54 3.1.1 ENTERPRISE ARCHITECTURE FRAMEWORK 55
3.2 ENTERPRISE ARCHITECTURE MATURITY 56 3.3 ENTERPRISE ARCHITECTURE AS A
STRATEGY 59 3 ENTERPRISE ARCHITECTURE AND BUSINESS STRATEGY 5.3 A
COMPREHENSIVE FRAMEWORK FOR BPM 91 CONTENTS 3.3.1 FOUNDATION FOR
EXECUTION 60 3.3.2 THE OPERATING MODEL 60 3.3.3 THE IT-ENGAGEMENT MODEL
61 3.3.4 CREATING AND EXPLOITING THE FOUNDATION FOR EXECUTION 62 3.4 BPM
AND BUSINESS STRATEGY 62 4.1 WHAT IS A BUSINESS PROCESS MANAGEMENT
SYSTEM? 65 4.2 THE EMERGENCE OF ENTERPRISE SYSTEMS 67 4.3 MOVING TOWARDS
THE SECOND GENERATION OF ERP 70 4.4 ERP/II SYSTEMS 73 4.4.1 CORE
COMPONENTS 75 4.4.2 CENTRAL COMPONENTS 76 4.4.3 CORPORATE COMPONENTS 76
4.4.4 COLLABORATIVE COMPONENTS 77 4.4.5 NEW GENERATION ENTERPRISE
SYSTEMS? 78 4.5 MOVING TOWARDS A BUSINESS PROCESS PLATFORM 78 4.5.1
EVENT-BASED MANAGEMENT 78 4.5.2 PROCESS-DRIVEN ENTERPRISE SYSTEMS 79
4.5.3 SERVICE-ORIENTED ARCHITECTURE 80 4.5.4 MOVING TOWARDS A NEW
PROCESS-BASED ARCHITECTURE FOR ENTERPRISE SYSTEMS 81 5.1 GRUNDFOS CASE
STUDY: BE - THINK - INNOVATE 84 5.1.1 THE INITIAL SITUATION 84 5.1.2 THE
JOURNEY 85 5.1.3 FUTURE CHALLENGES 87 5.2 A NEW VALUE PROPOSITION 88
5.2.1 BUSINESS PROCESS PLATFORM 89 5.2.2 BUSINESS PROCESS MANAGEMENT 89
5.2.3 BUSINESS PROCESS INNOVATION 90 9 THE BPM TRANSITION CONTENTS PART
II: THE BPM ROADMAP ^ INTRODUCTION TO THE BPM ROADMAP 7 THE BPM STRATEGY
7.1 LINK TO STRATEGY 102 7.2 DEFINE BUILDING BLOCKS 105 7.3 CHOOSEPATH
108 7.4 MONITOR FIT-GAP 110 7.5 SUMMARY AND KEY POINTS 112 8.1 DEFINE
BASICS 114 8.1.1 PROCESS MAP 115 8.1.2 ROLES AND DECISION-MAKING BODIES
118 8.1.3 SUMMARY AND KEY POINTS 124 8.2 DEVELOP ANALYTICS 124 8.2.1
APPROACH FOR PROCESS PERFORMANCE MEASUREMENT 124 8.2.2 PROCESS MATURITY
CONCEPT 130 8.2.3 SUMMARY AND KEY POINTS 133 8.3 CREATE METHODS 134
8.3.1 BPM METHODOLOGY 134 8.3.2 BPM TOOL LANDSCAPE 141 8.3.3 MODELING
CONVENTIONS 148 8.3.4 SUMMARY AND KEY POINTS 153 8.4 HARMONIZE TERMS:
PROCESS TERMINOLOGY 154 8.4.1 ENSURING CLARITY OF TERMS 154 8.4.2
CONSOLIDATING AND PUBLISHING THE TERMS 155 8.4.3 SUMMARY AND KEY POINTS
156 9.1 CREATE BASIS 158 9.1.1 DESIGN AN ENTERPRISE PROCESS MAP 159
9.1.2 ASSIGN PROCESS OWNERSHIP 162 9.1.3 DEFINE PROCESS PERFORMANCE
INDICATORS (PPIS) 172 9.1.4 SUMMARY AND KEY POINTS 180 10 CONTENTS 10
CONTINUOUS IMPROVEMENT 9.2 PERFORM ANALYSIS 181 9.2.1 CONDUCTING A
PROCESS MATURITY ANALYSIS 181 9.2.2 CORPORATE PROCESS REPORTING 187
9.2.3 SUMMARY AND KEY POINTS 190 9.3 THE PORTFOLIO 191 9.3.1 PERFORMING
PROJECT PORTFOLIO MANAGEMENT 191 9.3.2 IMPLEMENT DECISION-MAKING BODIES
195 9.3.3 SUMMARY AND KEY POINTS 198 9.4 OPTIMIZE PROCESSES 199 9.4.1
EXECUTE WITH THE PML METHODOLOGY 199 9.4.2 EXECUTE WITH SIX SIGMA 210
9.4.3 SUMMARY AND KEY POINTS 218 BBBBB 10.1 PROCESS-BASED REWARDS 220
10.2 EXPAND CORPORATE BUSINESS REPORTING 221 10.3 PROCESS-BASED BUDGET
AND COST ALLOCATIONS 222 10.4 PROCESS AUDITS 224 10.5 SUMMARY AND KEY
POINTS 225 11.1 BUILD A PROCESS-CENTRIC IT 228 11.2 MANAGE CHANGE 232
11.2.1 WHAT IS CHANGE MANAGEMENT? 232 11.2.2 CHANGE MANAGEMENT
APPROACHES 233 11.2.3 USING CHANGE MANAGEMENT 234 11.2.4 THE BPM SURVEY
235 11.2.5 SUMMARY AND KEY POINTS 236 11.3 COMMUNICATE AND TRAIN 236
11.3.1 COMMUNICATION 237 11.3.2 TRAINING 243 11.3.3 SUMMARY AND KEY
POINTS 246 12 SUMMARY 15.2.7 EMBEDDED BUSINESS RULES MANAGEMENT 303
CONTENTS 14 ARLA CASE STUDY PART III: BUSINESS PROCESS PLATFORM * THE
ENABLER FOR BPM 13 THE VALUE OF BRINGING BPM AND BPP TOGETHER 13.1
BUSINESS NEEDS TO UNDERSTAND HOW SOA CAN ENABLE BPM 252 13.2 THE BASIC
STEP TO BRING BPM AND SOA TOGETHER 254 13.3 ESTABLISH THE CORRECT
INFORMATION BASE IN TERMS OF SOA-RELEVANT PROCESSES 259 13.4 SPECIFYING
BUSINESS SERVICE CONTRACTS INCLUDING REQUIRED QUALITY CRITERIA 261 13.5
ENSURING AN INTEGRATED BUSINESS AND IT VIEW DURING PROCESS MODELING 266
13.6 ENSURING THE LINK BETWEEN BPM AND SOA GOVERNANCE . 268 14.1 THE
THREE GENERATIONS 270 14.1.1 FIRST GENERATION * BEFORE THE MD FOODS/ARLA
MERGER 273 14.1.2 SECOND GENERATION * THE "ETT ARLA" PROGRAM (2001-2006)
274 14.1.3 THIRD GENERATION * THE FUTURE IT SOLUTION (2007-2012) 276
14.1.4 THE THREE "GUIDING PRINCIPLES" 277 14.2 SUMMARY 282
B3SS9SSE92QEBS3BBBE3 15.1 INNOVATION WITHOUT DISRUPTION 285 15.2
BUSINESS NETWORK TRANSFORMATION 287 15.2.1 THE EVOLUTION OF BPM 288
15.2.2 CHALLENGES FROM AN IT PERSPECTIVE 290 15.2.3 WHAT IS A BUSINESS
PROCESS * A DEFINITION 292 15.2.4 BUILDING BLOCKS OF SAP NETWEAVER BPM
CAPABILITIES 297 15.2.5 CHANGING VALUE PROPOSITION OF REFERENCE MODELS
300 15.2.6 COMPOSITE BUSINESS PROCESSES 301 CONTENTS 15.2.8 BUSINESS
PROCESS MANAGEMENT STANDARDS 305 15.2.9 THE VALUE PROPOSITION OF
ENTERPRISE BPM 306 15.2.10 ROADMAP HIGHLIGHTS 307 15.3 SAP'S NEW BPM
METHODOLOGY 308 15.3.1 CALIBRATION 309 15.3.2 AS-IS ANALYSIS 310 15.3.3
TO-BE PROCESS DESIGN 311 15.3.4 SOLUTION TRANSFORMATION 313 16 SUMMARY
PART IV: EXPERIENCES AND CONCLUSION 17 WYETH PHARMACEUTICALS: IN PURSUIT
OF PROCESS EXCELLENCE 17.1 COMPANY PROFILE 319 17.2 ORGANIZATIONAL
BACKGROUND 320 17.3 BPM PHILOSOPHY 321 17.4 THE HISTORYOF BPM WITHIN
TO&PS 324 17.5 APPROACHTO BPM: SETTING THE BPM VISION 327 17.6 EXECUTING
THE BPM VISION 329 17.6.1 3-STEP PLAN 329 17.6.2 COMMUNITY ROLES 335
17.6.3 THE BPM VALUE 337 17.6.4 IDENTIFIED BPM SUCCESS FACTORS 338 17.7
SUMMARY 339 18.1 BPM - A NEW STRATEGIE CONTEXT 341 18.2 THE BPM ROADMAP
342 18.3 BPP - THE BPM ENABLER 343 18 CONCLUSION . 12 INDEX 407
CONTENTS APPENDICES A LIST OF ABBREVIATIONS 347 B TYPICAL QUESTIONS 351
B.1 PART 1: BUSINESS PROCESS MANAGEMENT: A NEW STRATEGIE CONTEXT? 351
B.2 PART 2: THE BPM ROADMAP 353 C SUMMARY OF EXPERIENCES 365 D
BIBLIOGRAPHY 381 E AUTHORS 389 |
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| edition | 1. ed. |
| format | Book |
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| id | DE-604.BV035111776 |
| illustrated | Illustrated |
| index_date | 2024-07-02T22:17:47Z |
| indexdate | 2024-07-20T09:53:03Z |
| institution | BVB |
| isbn | 9781592292318 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016779589 |
| oclc_num | 298554072 |
| open_access_boolean | |
| owner | DE-20 DE-1051 DE-706 DE-2070s |
| owner_facet | DE-20 DE-1051 DE-706 DE-2070s |
| physical | 411 S. Ill., graph. Darst. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Galileo Press |
| record_format | marc |
| series2 | SAP Press |
| spelling | Snabe, Jim Hagemann Verfasser aut Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] Jim Hagemann Snabe ... 1. ed. Bonn [u.a.] Galileo Press 2009 411 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier SAP Press Prozessmanagement - Informationsmodellierung - SAP <Marke> - Anwendungssystem Prozessmanagement (DE-588)4353072-2 gnd rswk-swf Informationsmodellierung (DE-588)4214293-3 gnd rswk-swf Anwendungssystem (DE-588)4139375-2 gnd rswk-swf SAP Marke (DE-588)4595331-4 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 s Informationsmodellierung (DE-588)4214293-3 s SAP Marke (DE-588)4595331-4 s Anwendungssystem (DE-588)4139375-2 s DE-604 text/html http://deposit.dnb.de/cgi-bin/dokserv?id=3093419&prov=M&dok_var=1&dok_ext=htm Inhaltstext DNB Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016779589&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Snabe, Jim Hagemann Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] Prozessmanagement - Informationsmodellierung - SAP <Marke> - Anwendungssystem Prozessmanagement (DE-588)4353072-2 gnd Informationsmodellierung (DE-588)4214293-3 gnd Anwendungssystem (DE-588)4139375-2 gnd SAP Marke (DE-588)4595331-4 gnd |
| subject_GND | (DE-588)4353072-2 (DE-588)4214293-3 (DE-588)4139375-2 (DE-588)4595331-4 |
| title | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |
| title_auth | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |
| title_exact_search | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |
| title_exact_search_txtP | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |
| title_full | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] Jim Hagemann Snabe ... |
| title_fullStr | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] Jim Hagemann Snabe ... |
| title_full_unstemmed | Business process management the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] Jim Hagemann Snabe ... |
| title_short | Business process management |
| title_sort | business process management the sap roadmap discover a comprehensive framework for implementing business process management gain insights and experience from leading companies on their bpm journey learn how to benefit from enterprise soa using bpm and sap s technology |
| title_sub | the SAP roadmap ; [discover a comprehensive framework for implementing business process management ; gain insights and experience from leading companies on their BPM journey ; learn how to benefit from Enterprise SOA using BPM and SAP's technology] |
| topic | Prozessmanagement - Informationsmodellierung - SAP <Marke> - Anwendungssystem Prozessmanagement (DE-588)4353072-2 gnd Informationsmodellierung (DE-588)4214293-3 gnd Anwendungssystem (DE-588)4139375-2 gnd SAP Marke (DE-588)4595331-4 gnd |
| topic_facet | Prozessmanagement - Informationsmodellierung - SAP <Marke> - Anwendungssystem Prozessmanagement Informationsmodellierung Anwendungssystem SAP Marke |
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