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The somehow provoking blog “Process Management Lifecycle” on SAP’s enhanced PML gave an overview on some new process management ideas. These were:  – A separated optimize phase is unnecessary, since a process optimization goes through all the existing PML phases – Process Management is not a closed loop but can be influenced from external factors – Process Management can not only focus on the business side of processes but must be used as a vehicle to improve the interaction between Business and IT  The really interesting comments on that blog led me to add some more information on our enhanced PML. I would like to include additional ideas and some more details on every PML Phase.  1. Additional ideas:   Clearly define views and interconnect them: To make the interaction between Business and IT and their respective tasks more concrete and tangible, a PML interaction model was created (see also blog “Process Management Lifecycle”). The basis is one simple, joint interaction view to show that process management tasks can not be done, only by the Business or, only by IT but, must be completed by both in the sake of good process modeling.  image As you can see in the picture, Business and IT are present on all phases with the difference that on the Analyze and Run/Monitor phases, the work is done separately. At the end, we have 6 inner fields in the interaction model describing the participation of Business and IT in the PML. Behind each of these six inner fields, we will provide detailed information that fit to the specific use of each of the phases. These concrete views for Business and IT allow us to describe things with a specific and clear language and therefore to increase the acceptance of the PML.   To get these concrete views interconnected and to ensure that we have only one general model within SAP, we are going to define a minimum set of mandatory deliverables for each phase that will be needed to smoothly move from one field of the PML into the next one. Depending on the type of project, this minimum set of deliverables can or even must be extended to additional deliverables.  Decouple methods & assign them to PML deliverables and to-do’s: We also decided to give our units flexibility on the methods and templates they want to use to achieve these deliverables. Therefore, we decoupled the portfolio of Business Process Management (BPM) and Project Management (PM) methods that you can use. The PM methods portfolio is only seen as a useful offering. But depending on factors like the process maturity of involved units, the degree of complexity of the process scope, skills of involved consultants, etc., the project management team can decide how the required deliverables should be completed.  We assign a collection of BPM and Project Management methods to the deliverables or even to-do’s which are listed in the detail view of every field to make it easier to work with the PML. By clicking on the detail page of a respective field of the PML interaction graphic, our users have easy access to this collection of methods and templates. image 2. Details on the PML phases and views:  The detailed information for each one of the six PML inner fields is structured into six categories. Some of them are mandatory and some of them are optional: imageimage The explanation of each category can be found on our upcoming Wiki: Process Management Lifecycle (PML).
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  1. sundaramurthy pulluri
    To follow processes is a must for the success of any project implementation,in particular SAP as it involves huge costs.But many businesses don’t follow most of the processes which are to be followed.Even the implementation partners compromise in this aspect as the business are generally reluctent to adopt to a process which they are not used to.This will have impact on cost and time lines of the project,which in turn will have strong impact on the quality of the project and some times may result in failure of the project.So,there should be some indipendent mechanism to monitor the processes followed in project implementation so as to safeguard the brabd value of SAP.
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