Visual Enterprise Architecture

Business Process Management & Enterprise Architecture

Services and Solutions

October 2012
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Global Presence
Service and Solution Delivery in
22 Countries and 3 Languages

Practical Expertise
Strategic BPM
Enterprise Architecture
Solution Accelerators

Client Portfolio
Public and Private Companies,
Government and Military
$ 1B - $ 100B+

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What are some common BPM challenges?

Corporate Strategic Objective Alignment

Process Ownership
Process Methodologies and Classification Frameworks
Process Benchmarks and Metrics
BPM Solution Vendors, Toolsets and Notations
Process Knowledge and Training
Process Communication

What are some of the other challenges you encounter when you are truly
Changing the Business?

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Master title style

How do you cross the Process Gap?

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- Seven Tenetstitle styleMgmt
of Process

Strategic Alignment
Governance
Process Models
Change Management
Performance and Maturity
Process Improvement
Tools and Technology

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- Strategic title style
Alignment
Levels 1 & 2 Crossing the Bridge Levels 3 & 4
Identify Strategic BPM Objectives Clear Corporate Objectives Plan Enterprise Objectives to
Identify Strategic Frameworks Executive and Key BPM Key Process Initiatives
(APQC, Zachman, TSM) Stakeholder Support Qualify Key Project Process
Identify Organizational Project BPM COE Authority Improvement Opportunities
Management Approach IT and Business Perspectives Implement Mandatory PMO
Initiate Business Process / Objectives for Projects Requirements for As-Is Process
Management Group Business Operations versus Development
Business Change Implement Mandatory PMO
Requirements for To-Be
Process Development
Provide Enterprise Capability
and Service Framework
Integration

Strategic Alignment The ability of the organization to focus its efforts on those
processes and capabilities that are most critical to achieving long-term goals.

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- Governance
Level 1 & 2
Establish Business Process
Competency Centre
Govern Project Intake and Portfolio
Management
Identify BPM Governance Exceptions
and Escalations
Initiate BPM Project Management
As-Is, Transition and To-Be States
Identify BPM Model Release
Management Strategy
Governance The structure of people, process, and technology that support the
attainment of business objectives around process management.
Crossing the Bridge
Ensuring Central Process
Repository Management
with Existing Owners
Mandate to Enforce
Standards, Ownership,
Governance
Implementing Common
Process Framework for
Enterprise Benefit
Managing Cross-
Departmental and In-Flight
Projects
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Level 3 & 4
Drive Process-Owner Focused
Leadership
Enforce Governance, &
Compliance with Framework
Execute Defined COE
Operational Processes
Review Process and Library
Owners to Support Framework
Growth across the Organization
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Change title style
Management
Level 1&2 Crossing the Bridge Level 3 & 4
Identify Process Content Training, Resources, Sustain Process Management
Development, Improvement, Release Motivation and Politics Culture
and Optimization Lifecycle Management Focus with Consolidate BPM Managers and
Establish Enterprise Business Process In-Flight BPM / EA Coordinate Efforts to Solve
Portal and End-To-End Content Projects Common Process Objectives
Management Framework Internal Enterprise Provide Enterprise Process
Conduct Informal Birds of a Process Communications Communications to Develop
Feather BPM Discussions and Knowledge Transfer Awareness, Adoption and
Minimized Emphasis on Effectiveness
Toolset Platform

Change Management Managing communication between people, feedback,

explanations and directives to ensure cohesive organization.

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Master title style
Global Process Visibility
Process Owner Enablement
Process Release Management
Process Training

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Process title style
Models
Level 1 & 2
Implement Initial Frameworks
within Selected Toolset Platform
Prepare Models by Business Area
Prepare Models by Perspective
Identify PMO Integration for Process
Project Identification and Approval
Ensure Process Awareness Actual
BPM and Enterprise Architecture
Repository
Develop Business Unit Process
Dashboards
Process Models They serve to visually represent the complex relationships within
the organization and the work performed. The core tool of process managers.
Crossing the Bridge Level 3 & 4
Develop BPM Services and Enforce Corporate Process
Resourcing Availability Framework within all Process
Identify Funding Requirements Activities
and Funding Model for BPM Implement Broad Content
Balance Competing Interests: Framework Governance and
Departments, Technologies, Release Management Controls
Methodologies
Business and IT Common
Process Framework
Legacy Issues from Prior
Projects or Teamwork
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Master title- Scoping
style
1 Process Framework 3 Process Scope and Assignments 1 2 3 4

Develop Design and Market and sell Deliver

Vision and develop products product and Products
Strategy and services services and Services

1.1 2.1 3.1 4.1

Define the Plan for and
Design products Develop marketing,
business concept acquire necessary
and distribution, and
and long-term resources - supply
services channel strategy
vision chain planning
3.2 4.2
1.2
Develop and Procure
Develop manage customer materials
business strategy and services
strategy 3.3 4.3
1.3
Manage advertising, Produce/
pricing, and promotional Manufacture/
Manage
activities Deliver product
strategic
3.4 4.4
initiatives
Manage sales Deliver
partners and product/service
alliances to customer
3.5 4.5

Process Classification Manage sales

opportunitis and
Manage
logistics and

2
sales pipeline warehousing
3.6

1 2 3 4 Enter, process, and

4 Scope Expansion
track orders-order
Develop Design and Market and sell Deliver management
Vision and develop products product and Products
Strategy and services services and Services

1 2 3 4 5
3.1 4.1
Define the 1.1 2.1 Plan for and Develop Design and Market and sell Deliver Manage
Design products Develop marketing, Vision and develop products product and Products Customer
business concept acquire necessary
and distribution, and Strategy and services services and Services Service
and long-term resources - supply
services channel strategy
vision chain planning
3.2 4.2
1.1 2.1 3.1 4.1 5.1

1.2 Develop and Procure Define the Plan for and Develop
Develop Design products Develop marketing,
manage customer materials business concept acquire necessary customer
business and distribution, and
strategy and services and long-term resources - supply care/customer
strategy services channel strategy
3.3 4.3 vision chain planning service strategy
3.2 4.2 5.2
1.2
Develop and
Manage advertising, Produce/ Develop and Procure
manage
1.3 Develop manage customer materials
pricing, and promotional Manufacture/ customer
Manage business strategy and services
activities Deliver product strategy profiles
strategic 3.3 4.3 5.3
3.4 4.4
initiatives
1.3
Manage advertising, Produce/ Manage customer
Manage sales Deliver pricing, and promotional Manufacture/ service
partners and product/service Manage
activities Deliver product transaction
strategic
alliances to customer 3.4 4.4 5.4
initiatives
3.5 4.5
In Scope Manage sales Manage
Manage sales
partners and
alliances
Deliver
product/service
to customer
Perform
account management
(i.e., service the
opportunitis and logistics and relationship)
3.5 4.5
sales pipeline warehousing
3.6 Manage sales Manage

Out of Scope Enter, process, and

track orders-order
opportunitis and
sales pipeline
3.6
logistics and
warehousing

management
Enter, process, and
track orders-order
management

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Performance style
and Maturity
Level 1&2 Crossing the Bridge Level 3 & 4
Identify Key Process Analytics Acceptance of Key Optimize Key Process
Develop Measurement Framework Process Metric Capture Benchmarks and Measurements
Identify Process Costing and Analysis Compare Process Metrics with
Opportunities Organizational Change APQC Benchmark Studies
Impact of Process Metrics Implement Automated Tools for
Investment in Process Capturing Key Performance
Performance Indicator Data
Management Capabilities
Implementing Process
Metrics

Performance and Maturity Refers to the capability of an organization to measure

the performance of processes, process maturity and process management
capabilities.

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ClickProcess
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Master title style
Dynamic Process Perspectives
Process Portfolio Analysis
Application Portfolio Analysis
Views for the WOW Factor

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Process title style
Improvement
Level 1 & 2 Crossing the Bridge Level 3 & 4
Initial Deployment of Enterprise In-Flight Projects without Implement Defined COE
Process Framework (PCF) As-Is Representation Process Methods for Project
Identification of Key Project Process Projects Delivered by Execution
Deliverables and Reporting External Resource and Perform Value Analysis and
Documentation of Current Compliance Prioritization of Process Project
Processes (As-Is) and Future Cross-Departmental Candidates
Processes (To-Be) Coordination of Further Implement Business
Key Identification of Project Repository / Library Unit Integration, Ownership
Improvement Opportunities Assets and Framework Development
Fast- track Implementation of Quick Maintaining Single
Hits and Wins for Success Corporate Process
Framework
Development of
Enterprise Process
Content

Process Improvement Typical process improvement tools are divided into

continuous or breakthrough improvement tools. Breakthrough improvement
activities include re-engineering and are more difficult.

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ClickProcess
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Master title style
Process and Role (RACI)
Process and System
Process and Data (CRUD)
Process Controls

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Tools title style
and Technology
Level 1 & 2 Crossing the Bridge Level 3 & 4
Identify BPM Toolset Platform Methodology Adoption Execute BPM Platform Training
Identify Training and Requirements Resources and Effort Objectives
Perform BPM Tool Implementation Required to Execute Empower BPM Resources to
Develop Training Curriculum and Projects with Process- Develop, Manage and
Resource Plans Focus Optimize Processes
Identify BPM Repository Standards, Business and IT Identify and Implement Key
Guidelines and Content Knowledge and Training Opportunities for Advanced
Develop BPM Repository Technical Process Metrics and
Administration Plan Benchmarking

Tools and Technologies They are enablers of successful processes. They provide
breakthrough capabilities in process models, change management and governance.

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title style

2013 2014 2015

2012
Identify Framework Implement Enforce Enterprise Assess Enterprise
(PCF) Framework with Process Framework Process Framework
Initiate Process Project Content Implement Process Improvement
Improvement and (Process Models) Metrics and Implement Process
Governance Identify Project Benchmarks Governance
Plan Operational Model Facilitate Ownership, Management Solution
Implement Platform Implement Change Improvement and Optimize Process
Tools Management and Governance Metrics within
Governance Framework
Identify Process
Metrics

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Master titleSolutions
style (BPM)
Facilitate Corporate Process Management
Strategic Objectives
Manage BPM Project Content Development
and Governance
Enhance and Accelerate Platform Adoption,
Management, and Deployment
Provide Qualitative Methodology for
Identifying and Comparing Processes
Organize and Manage Process Repository
Libraries and Key Assets
Manage Final Delivery for Project Sponsors,
Stakeholder and Business owners

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Master title
Maximize ROI of Toolset Platform and Realize
Additional Value Immediately

Provide Project Deliverables, Improve Application

Portfolio Management and Scoring

Multiple-source Content Import, Export, and

Manipulation Capabilities

Multi-Level Complex Repository Analysis

Repository Governance and Administration

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IT style

Define &
Model

Improve Build

Monitor Execute

Source: Software AG

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Project Business Final Go Live
Realization Run
Preparation Blueprint Preparation Support

VEA Services for SAP Platform Delivers:

Clear and Effective communication of the scope of your implementation
Accurate Documentation of Enterprise Functional and Technical Requirements
Effective Blueprinting Documentation Design and Development
Accurately Represent Business Processes and Organizational Structures
Streamlined Testing Preparation and Complex Analysis
Expertise for Effective Leveraging of Solution Manager Synchronization
Serve as Client Advocate
Ensure Project Deliverables comply with Enterprise Standards

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Master title style
Facilitate Corporate Process Management Strategic Objectives
Define Governance Structures Short and Long-Term
Manage Stakeholders and Business Process Owners
Identify Enterprise Process Frameworks, Business Perspectives and
Visualize the Business for Success
Accelerate Platform Adoption, Management, and Deployment
Provide Qualitative Methodology for Identifying and Comparing Processes
Maximize Value Delivery with Enterprise Architecture Support
Manage Projects, Content Development and Assessments
Develop BPM Resources and Knowledge Management Strategy
Organize and Manage Process Repository Libraries and Key Assets
Communicate Process Across the Global Enterprise

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