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Introduction to Business Process Management (BPM) Session 1. Agenda. Introduction to Business Process Management part 1 Introduction participants Overview of all the sessions Literature which will be used Execises Final assignment and exam
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Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Introduction - Participants Motivation for selecting BPM BPM definition Who are you
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Literature which will be used BPM Compendie Både bogen og BPM Kompendie er klar hos Akademisk boghandel
BPM Compendie (Artikler) • R.S. Kaplan and D.P. Norton “Integrating Strategy Planning and Operational Executive: A Six-Stage System, “Balanced Scorecard Report, May – June 2008. • D.P. Norton and Randall H. Russel “Linking Strategy to Operations: Process Models and Innovation” Publication date: Jul 15, 2009, Hardvard Business Review • D.P. Norton and Randall H. Russel “Linking Strategy to Operations: Part 2-Theme Teams and IT Infrastructure” Publication date: Sep 15, 2009, Hardvard Business Review • Major issues in Business Process Management • D.P. Norton and Randall H. Russel “Linking Strategy to Operations for Competitive Advantage”, Harvard Business Review • R.S. Kaplan and D.P. Norton “The Starting Point for Strategy Execution”, Harvard Business Review • R.S. Kaplan and D.P. Norton “A Platform for Strategy Management”, Harvard Business Review • R.S. Kaplan and D.P. Norton “The Office of Strategy Management—The State of the Art, 2011”, Harvard Business Review
BPM Compendie (Artikler) • R.S. Kaplan and D.P. Norton “The Office of Strategy Management—The State of the Art, 2011”, Harvard Business Review • R.S. Kaplan and D.P. Norton “Mastering the Management System”, Harvard Business Review • von Rosing M, Rosenberg, A., Dec 2009_Procesarbejde i et historisk • von Rosing M_Febr 2010_Business Value Management a way to plan create and realize value • von Rosing, M, Scheel, H, Creating a better future with the right Business Sustainability Framework_2010 • von Rosing, Combining BPM and EA in complex IT projects • Snabe, Rosenberg, Møller, Scavillo, Business Process Management – the SAP Roadmap - Abstract • A BPTrends Report, The State of Business Process Management 2010 • John P. Kotter, Leading Change – Why Transformation Efforts Fail
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Execises Studerendes egne virksomheder Case ” Global Bike Inc” Tiløvelseafteoretiske modeller og frameworks Udleveret cases af underviser Input til din afsluttendeopgave
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
Final assignment and exam 7,5 ECTS report standard page span: 15 pages + 2 additional pages per group member (also counting the first member) Example: In a 7,5 ECTS report with 2 group members, 15 + (2 x 2) = 19 pages is the standard page span. If one person wrote this report alone, the upper limit would be 17 pages. A +/- 10% margin is considered within the normal range. Eksempler på 2 forskellige opgavetyper Vejledning i specialeskrivning Gode råd fra en tidligere studerende på studiet Aflevere eksamsopgave: 14 December 2011 Eksamen: 11 og 12 Januar 2012
Gode råd fra en tidligere studerende på studiet • Gør et grundigt forarbejde inden problemformuleringen • Lav tidsplan, som revideres løbende • Diskutér problemformuleringen med vejleder, kolleger, medstuderende etc. • Vær kritisk med valget af modeller og metoder (konkretisér muligheder, begrænsninger) • Start i god tid - nedbryd opgaven - arbejd lidt hele tiden! • Hav hele tiden "den røde tråd" for øje. Vend tilbage til problemformulering og modelvalg • Klargør argumenter, konsekvenser og konklusioner • Adskil skarpt mellem data, analyse og tolkning • Sæt god tid af til redigering
Vejledning i specialeskrivning • Problemformulering: En problemformulering til speciale vil normalt være på 1-2 sider med en præcisering af problemstillingen, hvilke emner skal analyseres i.f.t. problemformuleringen, hvilke spørgsmål skal besvares/diskuteres, hvilke ledelses- og styringsteorier og modeller kommer til behandling ... konklusion: hvad går det her ud på, hvordan har jeg tænkt mig at gribe det an, hvad skulle det gerne ende med! • Modelanvendelse er det væsentligste. Modeller kan anvendes til mange ting i en opgave. De kan strukturere opgaven, anvendes til problemanalyse og løsningsopstilling, problem-formulering, erkendelse, analyse, vurdering af resultater/løsninger, argumenter, resultatkritik og perspektivering. • Analysen: Et problembeskrivende speciale vil normalt ikke være tilstrækkelig, f.eks. en beskrivelse af en given virksomheds problemer. Analyse og anvisning af løsninger eller løsningsskitser til beskrevne problemer vil som hovedregel udgøre de centrale elementer i et speciale. • Konklusionen: Konklusionen bør svare på de spørgsmål der rejses i problemformuleringen - evt. ved opsamling af delkonklusioner og/eller sammenstilling/debat af delkonklusioners gensidige samspil/modspil. • Executive Summary: Executive summary er et referat til “ledelsen”, hvori de væsentligste forhold i opgaven præsenteres: Hvad er problemstillingen? Hvad er analyseret? Hvad siger konklusionerne? Hvad betyder det for virksomheden/ledelsen (eller andre problemejere)? • Struktur: Der bør i opgaven være en rimelig balance mellem beskrivelse af forudsætninger, analyse, tolkning og løsningsgenerering. Bemærk dog: Der findes flere opgavetyper. Der skal desuden være en "rød tråd" mellem problem, modelvalg, analyse og konklusioner • Målgruppen: Målgruppen for specialet skal angives
Vejledning i specialeskrivning • Valg af virksomhed: • Det mest almindelige er at skrive i og om egen organisation, simpelthen fordi det er lettest at skaffe adgang til denne, men derfor er det ikke nødvendigvis den bedste løsning. Problemerne kan bestå i indforståethed, tagen for givet, blinde pletter, mangel på kritik, bestillingsopgaver, pleasing, mv. Disse problemer er langt mindre når man skriver i og om andre organisationer, hvor det så til gengæld kan være sværere at skaffe sig adgang. • Modelvalg og modelanvendelse: • Specialet må ikke være teoriløst. Det forventes, at der argumenteres for, vælges og anvendes teoretiske modeller. Disse kan være indenfor såvel som udenfor pensum. Ekstra teori og litteratursøgning ved hjælp af informationsteknologi på biblioteket kan hæve niveauet - og bør altid foretages som et check af mulige andre kilder. Modelvalget skal være: relevant, begrundet, målrettet og afbalanceret.
Eksempler på 2 forskellige opgavetyper • Den teoretisk funderede konsulentrapport • Hovedvægt: Modelanvendelse, analyse, hypotesetest, forklarende og/eller løsnings- orienteret • Krav: Sammenhæng mellem teori og caseanalyse og/eller løsningsopstilling • Indhold: Problem- og modelbaserede analyser og løsninger • Empiri: Udgangspunkt i enten empiriske problemer eller analyse af empiri ved hjælp af teori/modeller • Den teoretiske opgave • Hovedvægt: Modelvurdering ud fra teoretiske kriterier • Krav: Teoretisk dybde • Indhold: Teorier diskuteres og vurderes i forhold til hinanden og i forhold til meta- teori • Empiri: Eksemplificering
Opgave exampler • Opgave exampler fra BPM forår 2010 og 2011
Agenda • Introduction to Business Process Management part 1 • Introduction participants • Overview of all the sessions • Literature which will be used • Execises • Final assignment and exam • Introduction to Business Process Management part 2 • Business Process Management • Exercise • Next time: Processer og deres Evolution
BPM Today An assessment of the BPM Anatomy
What initiate BPM BPM Today What have initiated BPM • Burning Platforms • Continuous Process Improvement (efficiency) • Operation Excellence • Change the IT based implementations to process based implementations • Process optimization • BPM Tomorrow What will/ are today initiating BPM • Compelling Opportunity • Game Changer • Linking the Strategy Model to the Operation Model • Business Transformation • Link between Strategic Business Objectives, Transformation KPIs and ployees PBOs • Process Innovation
Business Process Management today An assessment of the BPM Anatomy Process orchestration by leveraging process based pre-built assets SKILLS & MINDSET ASAP 7 provides a proven, comprehensive, repeatable and rich implementation methodology to streamline projects including governance frameworks BPM METHODOLOGY & GOVENANCE Solution Manager, BPM Technology (Business to Model and Modeling to execution) BPM TOOLS Content Packages: ASAP Business Add-ons, Rapid Deployment Solution and Content Component: Solution Manager content, Best Practice…. PROCESS BASED IMPLEMENTATION CONTENT Content Educatio:ASA380, TBPM10, TBPM20, SOA200, EA100, VD100, OCM100, TEC001...Associate and Professional Certifications: Project Management, BPX, EA, TEC.... TRAINING SAP Modelling Handbook External BPM Webinars http://www.sdn.sap.com/irj/bpx/starterkitforbpm http://www.sdn.sap.com/irj/sdn/soa-kit http://www.sdn.sap.com/irj/sdn http://www.sdn.sap.com/irj/bpx http://ecohub.sdn.sap.com/ http://www.sdn.sap.com/irj/uac COMMUNITY AND ENABLEMENT
BPM tools facilitate the Process Management LifecycleAn assessment of the BPM Anatomy
Governancethrough the lifecyclesAn assessment of the BPM Anatomy
What has initiated BPM BPM Today What has initiated BPM • Burning platforms • Continuous process improvement (efficiency) • Operation excellence • Change the IT based implementations to process based implementations • Process optimization • BPM Tomorrow What will/ are today initiating BPM • Compelling opportunity • Game changer • Linking the strategy to the operational model • Business transformation • Link between strategic business objectives, transformation KPIs and employees PBOs • Process innovation • Use BPM to implement sustainability
Future Trends for BPM • Better integration between the strategy and the operational model
Linking the Strategy Model to the Operation Model Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell
Linking the Strategy Model to the Operation Model Linking Strategy to Operations: Process Models and Innovation by David P. Norton and Randall H. Russell
ALEXANDER OSTERWALDERBUSINESS MODEL DESIGN TEMPLATE Business model design template: Nine building blocks and their relationships, Osterwalder 2004
Hvem driver og hvordan drives teknologiudvikling i forretningen? • Forretningsdrevet IT er i denne kontekst ikke ment som de vise sten for informationssystemudvikling. Der eksisterer andre modeller for at drive udvikling af informationssystemer frem til at blive anvendelige og accepteret af såvel virksomhedsledelsen som af medarbejdere. • Grunden til at belyse denne fremgangsmåde skyldes i høj grad behovet for, at virksomheders interne processer, der allerede eksisterer eller der skal sættes strøm til, bliver gennemført i en konstruktiv dialog mellem forretning og IT. • Som en modsætning til forretningsdrevet IT kan man pege på teknologidrevet IT. I 1990’erne satte IT ofte rammerne for hvad der skulle udvikles, og ikke mindst hvordan informationssystemer skulle udvikles. Groft sagt vidste IT godt hvad forretningen havde behov for, hvorfor datalogen hurtigt og enkelt omsatte forretningen til stringente IT-processer. Mange af disse teknologidrevne systemer viste sig at være svære at implementere. Et var at forandringsledelsesværktøjerne ikke var tilstrækkeligt modnet, et andet og mere alvorligt aspekt var at forretningen ikke var inddraget nær nok i transformationen fra foranalyse til implementering og ibrugtagelse.
Andre måder at drive udvikling på • Et andet perspektiv og et kort eksempel på en anden måde at drive udvikling af softwaresystemer på kan være Design-Driven Innovation, som handler om udvikling ud fra designerens forslag (proposal) og på ingen måde direkte ud fra kundeanalyser og forretningsbehov. Tankegangen er mere revolutionær, idet man tænker sig til de behov, morgendagens kunde kunne tænke sig. Apple med Steve Jobs i spidsen er en blandt flere virksomheder, der gør det. Et andet eksempel er Nintendo med WII. Design-Driven Innovation har brug for interpreters, dvs. formidlere af morgendagens teknologi eksempelvis journalister fra magasiner o. lign., dvs. personer der er på forkant med UI (User Interface), Usability og teknologiudvikling. Design-Driven Innovatører tager et bredere og længere perspektiv, end hvad forretningsdrevet IT og kundeanalyser kan. De undersøger kontekst for kunders liv, og hvordan deres liv udvikler sig dels i sociokulturelle termer dels i tekniske termer (Verganti, 2009). Denne opgave omhandler dog alene forretningsdrevet IT, herefter uden videre skelen til andre måder at drive nye systemer på.
Future Trends for BPM in a SAP environment • Better integration between Business Process Management and Enterprise Architecture
The difficult task of combining: Strategy, Business Model, Critical Success Factors, Process Landscape & Solution Landscape The important task of linking ones Business to IT to identify, create and realize value Book Source: Real-world BPM in an SAP environment , SAPpress, 2011 – Prof. Dr. Mark von Rosing, Ann Rosenberg, Sascha Kuhlmann et al. • Without a clear Business Architecture, Process Architecture and Information Architecture, both management and operation careens from one performance and value issue to the next, unable to leverage reusable capabilities, assets (competencies) and process execution. With a defined and declared Enterprise Value Architecture, a organization uses the high value processes and low value processes that can drive performance and value opportunities to realization.
TODAY TOMORROW Customer waits 2 years before actually driving it … …and it was ok to require a Ph.D. in driving to do so Customer waits a few weeks before driving it and no need for additional license Engineer required to have a Ph.D. in assembling… ... it was ok to collect parts from different factories Engineer follows simple instructions and all the parts are ready for assembly … the delivery is in pieces and its assembly would cost up to $175,000. … the delivery is in pre-built packages and its assembly will cost up to $25,000. “Engineer-to-Order” “Assemble-to-Order” If enterprise software was a $25,000 car … If enterprise software was a $25,000car …
Trends CxOs will give renewed priority to business transformation programs Responsibility for enterprise applications will shift to the business Enterprise will cautiously but steadily embrace cloud applications Business Process Professional will slowly but steadily begin to focus on sustainability Enterprises will race to embrace mobility to empower business people Process disciplines will adopt new approaches and frameworks Source: The Top 10 Business, Proccess, and Technology Trends Impacting Business Process Pros in 2011, April 12, 2011