Ensuring a successful implementation of ICM and the SAP Business Suite 7.0
How to successfully implement ICM and the SAP Business Suite 7.0
In this blog I am picking up where we left off from Using SAP Business Suite 7.0 for Public Security? (Using SAP Business Suite 7.0 for Public Security?) and Looking into in SAP Business Suite 7.0 to support investigations, (Looking into in SAP Business Suite 7.0 to support investigations). In those two blogs I elaborated on the business background of the changes in public security in general; and showed the challenge of implementing capabilities for the new types of investigations in prolice forces, and the potential fit of the primary process with ICM / SAP Business Suite 7.0. Police departments acknowledge a need to change the way investigations are managed across the enterprise. It is clear that public security organizations are looking to implement transformational programmes for the achievement of improved levels of security and operational performance. Now it is the task to show that special skills in systems integration are needed for success. We also like to mention the blog of Sean O’Brien with a description of the Public Security transformation requirements: see SAP Reference Model For Transforming Public Security.
Of course, new approaches to systems development are needed!
It must be clear by now that there is significant benefit to use Investigative Case Management based on SAP Business Suite 7.0 and CRM 7.0 for police work, so why don’t we quickly run to the local SAP-shop and buy such a suite?
Buying a platform without an approach to link business and strategy is what I call a ‘Yellow Pages’ approach to IT. I’d rather be a late adopter than find everything out on myself. The key to success is leveraging the wealth of knowledge of implementation partners. As Puneet Suppal mentions in his Café Innovation – SAP Business Suite 7 as a key aspect of your innovation story, you must leverage the new process modeling features to enable flexibility in key differentiating processes – while of course in the public sector, differentiation is not against and external competitor, but against other rules and regulations. In fact, I see the environment of public policy as several magnitudes more complex than traditional commercial environments. So I fully support his statement, and make it stronger even: If your platform is not geared for flexible processes your ability to innovate is completely hindered. The strategic implications of SAP’s Business Suite 7 must be made evident to the client management: we use the ASE and RDV workshops (more on that below) just for that purpose.
For that reason I want to introduce three essential ingredients of success to you. First of all, the integrator must perform extensive research into the business drivers – why do organization feel the need to change?; next they must have an collaborative method of developing systems and transforming an organization; and thirdly success in implementing a suite based on services must also be implemented with a method to implement SAP that leverages the services thinking by architecting the services.
Andy Mulholland, the CTO of Capgemini identified several business drivers that signify the growth into a WEB 2.0 organization. His concept is that developments depend on the capability to be agile. He distinguishes several key capabilities that each leverage a business process platforms capabilities:
- From transaction to interaction: Share case tasks, information, status and results while the platform keeps track of the status;
- Assemble Process-on-the-fly: create standard and personal templates to enable situational processing;
- Thrive on data: Predictive analysis, explorative search and feeds from external entities and share a common operational picture;
- Support a You-experience: Empower and connect people across organizational boundaries and leverage information channels.
A collaborative approach is essential
The mere fact that implementing a business platform in the public sector is a grand undertaking, means that the change is about both systems and the organisational strategies. The new enabling features link directly to new tasks and organisational structures. This means it is hard to imagine what this all means. The CIO must therefor adopt a cunning strategy to onboard all stakeholders.
Seeing is believing. Capgemini developed a new method to develop such complicated solutions with our clients. The core of our way of working is contained in three major project elements that our customers come to like more and more: ASETM , RDVTM and RSWTM. The Accelerated Solution Environment allows making decisions on IT directions based on insight and collaborative understanding of what the new services mean to business. Rapid Design and Visualization provides competencies in the areas of Visioning (Art of the Possible) and Blueprinting (Detailed Design) phases of solution development. RDV provides collaborative validation of features and functions prior to build – essential in a services world that has many faces – while in blueprinting RDV mitigates implementation risks through identification of common versus unique requirements that are simulated and reviewed before configuration. In Rapid Solution Workshops the client gets a hands-on feedback of the results of the business analysis as it results in the configuration and development of services.
As Puneet Suppal mentions in his blog Café Innovation – SAP Business Suite 7 as a key aspect of your innovation story, you must leverage the new process modeling features to enable flexibility in key differentiating processes – while of course in the public sector, differentiation is not against and external competitor, but against other rules and regulations. In fact, I see the environment of public policy as several magnitudes more complex than traditional commercial environments. So I fully support his statement, and make it stronger even: If your platform is not geared for flexible processes your ability to innovate is completely hindered. The strategic implications of SAP’s Business Suite 7 must be made evident to the client management: we use the ASE and RDV workshops (more on that below) just for that purpose.
For both the RDV and the RSW extensive play-grounds with SAP implementations are deployed to manage large-scale sessions to develop organizations and aid the transformation processes. The new SAP Business Suite 7.0 has a new User Interfaces based on Web Dynpro for all applications. The powerful combination of the Web Dynpro for ABAP programming model with the ABAP Enhancement Framework allows one to enhance SAP UIs without the drawbacks of a classical modification. The design-shop approach of RDV is able to leverage the feature of ‘skinning’ the new WEB User Interface (based on Cascading Style Sheets ) to improve the first-time acceptance of the desktop. The Rapid Solution Workshops provide immediate results of client demands and allow almost real-time collaboration in changes and building understanding. As Volker Hildebrand elaborates in Business Suite 7 officially launched – What’s new in CRM? Check out the video clips…: the new CRM is providing end-to-end business processes, that may span multiple applications. It has easy extension: the new Application Enhancement Tool (part of CRM 7.0) can easily create custom fields and enable them in existing applications; by using the templates, customers and partners can speed up the web service creation process significantly.
Architect your services.
Service orientation is the new concept behind the Business Suite 7.0. To leverage that, an architected approach to developing the business platform is required. Capgemini provides such a method (see http://www.architectedsap.com/). The adoption of packaged IT solutions into any enterprise has far-reaching consequences. This is compounded if the package inherently must be seen as composed of services. It impacts the process of strategy delivery in many ways. The architecture must make clear how the rationalisation and standardisation of investigation approaches are achieved on enterprise level.
For this reason, Capgemini brings ArchitectedSAP, an end-to-end approach for the delivery of strategy in SAP-centric environments.
It provides an Enterprise Transformation effort from the beginning to the end by addressing change:
- in an end-to-end fashion;
- that spans across disciplines;
- in a way that is fit for use in the era of services thinking;
- that aids the business transformation both in the visoning stage and in the transition programmes.
The method is not a pure IT-methodology, but one aiming to support people that are tasked with the preparation of decision-making around SAP or with the planning for and delivery of projects that include any services-based SAP solutions. The new Business Suite architecture provides the ability to pick and choose software functionality without the need for wholesale changes to the system landscape – true services. This means informed decisions are needed! The development approach can be staged: prioritize specific departments without the need to implement the entire suite at once. Architecture then can be seen as a strong tool for the BPX-er to handle the change in a cross-team co-ordination.
What I have elaborated on here is that the new capabilities of the Business Suite have to be guided to make them land in the organization. It is an integrators task to manage the transformation.
Let’s have a look at what these services imply and how these can be guided with the new approach we propose.
ICM, with the features of CRM 7.0 and the SAP Business Suite 7.0 now supports several hundreds of technical services. These services sometimes are a real USP on the market of ICM, and they should be leveraged in the implementation in police forces and Public Security organisations. Just two examples.
Examples of how to leverage such a new approach
Task lists as services. A police force and agency can easily develop their own ways of working, fill their own lists of project approaches and activity lists. The integration with cProjects is based on a services stack. The configuration of the component is externalized now. This is very favorable. The amount of know-how needed to develop the organization is large, and they can better be left to the agency themselves to develop that. Where we previously saw a need to use a staff of programmers and configuration consultants and ABAB-ers for a customized process flows, now the agency develops patterns of working in a similar ‘closed-shop’. Work though, now is done on a higher level. Users are involved directly, often the configuration lists like in cProjects can be managed by a user. In our approach we see on the one hand that the ‘initiation’ to the concepts of self-configuration is needed (for instance in the RDV setting). The underlying services are developed based on the architecture and linked to the ‘enterprise transformation’ and the implementation of new tasks and skills.
Data versatility. Another critical service of ICM is the one based on access to external data. The business suite provides new integration patterns with external data based on service architecture. Feeds can be received and mapped to entities: for instance WEB crawlers that are used extensively in the financial world to detect stock-price sensitive information, can be used here to feed data on the stored entities. Rules can trigger predefined actions. This must fit in with new concepts of the primary process. Decision-making on the direction, on the timing of the integration are key. Which responsibility lies where, how does this fit into the inherent trust relationship that is the core of the implementation of Intelligence Led Policing. Once the strategic collaboration patterns are finalized in an ASE, the design of the interaction is visualized in an RDV setting. The architecture captures the end-to-end relationships and the new role models as well as the information interfaces and their supporting services like security.
This means that with SAP Business Suite 7.0 we have a platform for Public Security with Investigative Case Management as an open business suite for typical closed shops like public security and forces conducting investigations. The tooling allows the forces and agencies to retain their ‘we do it on our own’ bespoke-IT development thinking but now on a high level with direct involvement of users. It is the new capability of business services that makes this possible. And now there is a natural integration with all aspects of the business suite, such as resource planing, HRM, budgets, compliance facitities and so on and so on.
Like Ronald Juffermans, ICM product Lead for SAP NL said, ‘the open nature of the new platform will for instance fit in seamlessly at the regional police forces and the National Criminal Investigation Unit, who have to collaborate with other agencies and forces, execute investigations and have access to shared data in a secure way, based upon dynamic authorizations. With the open platform and the ICM solution Police and Intelligence Forces can move away from fragmented, disconnected and siloed investigative processes, information and data. It offers increasing standardisation and automation, which will reduce the administrative burden. The usage of the State of the Art technology optimise productivity, performance and quality.’
Based on our broad review, we like to conclude:
SAP offers a complete solution-set that addresses the operational challenges for police and law enforcement, disaster and crisis management, as well as disaster & emergency management.
Capgemini, a leading SAP integrator, offers world class public security solutions, expertise and proven pedigree in the delivery of transformational public security programmes, delivering improved performance and value.
Guido Driessen and Mendel Koerts wer part of the team that formulated the transformation programme requirements
Public Security Capgemini The Netherlands