Many SAP project managers are struggling with the question whether they should integrate BPM within their SAP projects. For them the ROI of BPM for their project is not obvious.
The Enterprise BPM framework, as introduced in my previous blogs, provides an overview of the utilization of BPM within SAP projects.
The decision whether BPM should be incorporated within the SAP projects should also be taken by the stakeholders who are responsible for the TCO of the SAP environment.
Typical SAP projects apply business process models for:
- Definition of the SAP process scope & alignment of the documentation
- Automatic definition of E2E testing scripts & E2E workflows
- Process oriented training & process oriented KPI’s
- E2E business process analysis & process optimalisation
However, if we consider the Enterprise BPM Framework, we will understand that we do not utilize the full potential of BPM within SAP projects. The following figure gives a mapping of key ASAP project deliverables onto the Enterprise BPM Framework.
|Figure 1: The Enterprise BPM framework with ASAP deliverables|
We can learn from the Framework, that business process models extended with organizational responsibilities can also support:
- Design of the organizational structure & resource analysis
- Creation of the authorization profiles & Segregation Of Duties (SOD)
- Definition of the portal view profiles & data view profiles
- Definition of the HRM job profiles & employee skill profiles
Extending the business process model with IT system information, the process models can also be applied for:
- Definition of the IT system landscape architecture (SEAF, TOGAF)
- Integration of the interfaces & enhancements
- Impact assessments during SAP life cycle support management
- Landscape planning & End-user license management
BPM can be the glue between the business processes and the various execution platforms, as positioned by SAP as ‘Business to Model´ vs. ‘Model to Execution’
BPM tools can extend the utilization of the business process models to the alignment and configuration of SAP Process Composer, SAP Enterprise Service Repository, SAP Solution Manager and SAP Business Rules Management (see figure 2). More information on the SAP ESR is available at: http://www.sdn.sap.com/irj/ecohub/solutions/enterpriseservicesrepositoryintegration
|Figure 2: ARIS and SAP BPM as complementary tools|
Industry specific business process models and templates, which are aligned with the SAP best practices, are available to reduce the time required developing the SAP blueprint.
SAP / BPM transaction monitors are available to reengineer the business processes and the related SAP customizing information from the SAP ECC and SAP BI clients. This re-engineering or redocumentation of current SAP systems will dramatically reduce the time required for SAP consolidation and SAP upgrade projects.
This is not only driven by generating (instead of drawing) the as-is process models, but also by the avoidance of upgrading custom developments that have never been used (at client projects a typical 30-40% reduction). More information on the SAP redocumentation is available at: http://www.ids-scheer.nl/set/2238/SAP%20Redocumentation.581365.pdf
Use of Corporate Process Model
When the use of BPM is accepted and actively used within the SAP projects and maintained within the SAP support organization, a high quality Corporate Process Model can be developed for the organization.
The Corporate Process Model will become an asset to the organization and will be reused for many other purposes. (e.g. Governance Risk and Compliance, Enterprise Architecture, Process Performance Management, Identity Management)
The Corporate Process Model is key to manage the quality of the (new) business processes and record the required business changes. In this way the support of continuous business improvement by the SAP projects and the SAP support organization is ensured.
The BPM governance organization will use the Corporate Process Model to identify the integration areas and execute the following change management activities;
- Stakeholder analysis and alignment
- Process owner engagement
- Change management planning
- Business communication planning
The SAP quality management team will use the Corporate Process Model to efficiently validate the SAP project documentation and SAP project deliverables.
Agility for business change
BPM will make the SAP environment more controllable and agile for business changes, this will increase the support and cooperation with the business stakeholders.
The Corporate Process Model will be re-used within subsequent SAP projects but also within the SAP support organization and within the BPM governance organization.
Therefore the decision whether BPM should be incorporated within the SAP projects should not only be taken by the SAP project managers but preferably by the stakeholders who are responsible for the TCO of the SAP environment.
The Enterprise BPM framework can be used to calculate the benefits case for the SAP projects and the determination of the TCO for the SAP and BPM environment.
Six Sigma :Part 5: Enterprise BPM Framework; Six Sigma
BPM governance :Part 4: Enterprise BPM Framework; BPM governance (white paper)
BPM projects & Platform :Part 3: Enterprise BPM Framework : BPM projects & BPM platform
Maturity level & ROI :Part 2: Enterprise BPM framework : Maturity level & ROI
BPM framework :Enterprise BPM Framework