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– A Practical Guide -
In recent years, business process modeling has emerged as a proven tool for About the author:
transparent documentation of process flows and identifying weaknesses.
Comparison with target processes helps to identify improvement potential
and boost corporate performance long term.
ARIS supports Business Process Management (BPM) in its entirety – from
strategy definition and process design through to implementation and moni-
toring of the executed processes.
This paper describes a typical business process transformation project,
where the aim is to systematically align processes with strategic corporate
objectives. In the course of the four phases (strategy, design, implementa-
tion, and controlling), you will learn which Britta Hilt
Senior manager, joined IDS Scheer
- Standard ARIS methods in 1995. She advised leading
multinational companies on man-
- Standard ARIS reports and analysis tools aging business processes with
ARIS for many years.
you should use to ensure the desired results as the project progresses. The insights she gained provide
valuable input for the ongoing
development of packaged ARIS
products. This ensures they
Find out: remain fully aligned with cus-
How can you deploy packaged ARIS products, such as ARIS tomer requirements, thereby facil-
Business Architect, to consistently achieve your various itating sustained process improve-
ment.
corporate objectives?
How do organizations go about transforming their business
processes?
What are the standard methods, reports, and analysis tools
offered by ARIS Business Architect and ARIS Business
Publisher that enable companies to achieve their objectives in
the individual phases?
1 Introduction
Depending on the task in hand and its complexity, a variety of proven methods
(ARIS Value Engineering1) and ARIS Platform products are available.
This paper looks at “only” two ARIS Platform products in detail:
ARIS Business Architect
ARIS Business Publisher
The powerful methods, reports, analysis functionality, and communication
options they provide as standard are sufficient to achieve many of the objectives
associated with a business process transformation project.
Any outstanding areas can be covered by deploying the ARIS Platform product
that suits your specific need, such as ARIS Business Optimizer (e.g., for contin-
uous process cost management and resource planning), ARIS Six Sigma (for
more efficient implementation of your Six Sigma projects), and ARIS Business
Simulator (e.g., for dynamic time analysis and monitoring of end-to-end process
cycle times in the context of service level agreements).
Contact:
1 ARIS Value Engineering and the Business Process Transformation scenario combine the experience of countless national and international arisproductmarketing@ids-scheer.com
process transformation projects covering a range of industry sectors.
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2 Country-specific strategies, objectives, and market factors may vary from the global standard; regional legislation may also necessitate process variants.
3 Information Technology Infrastructure Library (reference model for the implementation and operation of IT service management systems)
4 Supply Chain Operations Reference Model (reference model for supply chain design and analysis)
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3.1 Procedure
In the strategy phase, you begin to develop an overview of your business
environment, i.e., by analyzing your products and services and aligning
them with current or anticipated market conditions. Your products5 may
be weighted differently in different markets, of course. It is important
here that you define critical success factors, so that you can work
towards your objectives in a targeted manner.
The next step is a critical market analysis designed to identify how far
your company is from achieving its desired objectives and where it
stands compared to the competition.
It is now a simple matter to identify the processes that are key to achiev-
ing your aims. Instead of viewing processes solely in terms of individual
functional areas, they must be viewed holistically at this stage, i.e., from
end to end. This is crucial in order to properly identify the process areas
that matter most.
3.2.1 How can you analyze your markets? Fig. 3: Strategy phase
The tool used for detailed market analysis is the business segment
matrix, which enables you to compare and evaluate your products in the context of the corresponding markets. This will
provide fast, reliable answers to the following questions:
Where does my organization stand today?
Where does it need to be tomorrow?
Which members of my organization are key to achieving its objectives?
Which products must my organization offer?
Which markets should be prioritized?
Which products are relevant for the defined markets, both now and in the future?
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ARIS provides a variety of analysis options to transparently evaluate your business segments, including key success
factor analysis. This tool gives you a fast overview of your company’s goal achievement and highlights critical areas.
The resulting graphical summary displays and assesses the relevant key success factors for each business segment.
The analysis answers questions, such as the following:
How is the company performing in its critical business segments?
How is your strongest competitor performing?
Will you still be competitive in the future?
The current situation is clearly revealed for each rel-
evant business segment, enabling the key processes
to be defined so that they are consistent with market
conditions and strategic objectives. So far, so good –
but to what extent are these processes embedded in
your organization? The answer is provided by a
process map covering the entire company, which
highlights your core, management, and support
processes.
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4.1 Procedure
Having identified the critical processes in the strategy phase, you now
need to zoom in and define your target processes. Depending on the
project objective, this step can involve a greater or lesser degree of
detail.
To come up with the suggested improvements that will form the basis of
the target processes, the current situation needs to be analyzed both
dynamically and statically. Selected standard reports and analysis tools
for this phase are described below.
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How can you customize the evaluations to suit your target groups?
In addition to standard reports, you can quickly and
easily create custom report scripts without the
need for programming skills.
These ad hoc reports enable you to assemble all
the content you want to export to Word or Excel
with just a few mouse clicks, aided by a wizard. You
can thus produce individual, targeted process
analysis reports and result presentations.
How expensive are your processes, and how long do they take?
Process optimization is often about achieving time and cost savings compared to current processes. Available as a stan-
dard analysis tool, time/cost analysis functionality compares potential target process improvements with the actual
time and cost of existing processes. Specific data is maintained for this purpose, such as the duration of a process step.
You can analyze a single process or multiple processes, making it possible to quickly identify process steps that are par-
ticularly costly or time-consuming (in terms of processing time or unnecessarily long wait times).
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5.1 Procedure
The implementation phase is all about converting theory (i.e., the results
of the design phase) into practice.
After all, even the best-designed process is of no use if it is left to gather
dust and people continue to work as before.
In addition, process changes often impact a company’s organizational
structure and IT systems.
To ensure sustained success, you need to establish a process-oriented
enterprise, which entails continuous critical assessment of your
processes. Using a BPM governance model, you can embed the process
management concept throughout the organization.
So how can you ensure that your improved process design has the
desired effect?
The process participants must
be informed about the changes, and
take ownership of them.
It sounds easy enough in theory – but the human element should not be Fig. 15: Implementation phase
underestimated!
ARIS offers a variety of valuable options here.
5.2 How can you make process changeover easier for your staff?
Employees may need the overall context to better understand the
rationale behind changes, but they also need a description of the
new processes tailored to their specific situation. One option is to
create job descriptions for all relevant processes and roles.
These reports can be provided for all employees in the form of a
Word document, for example.
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6 Controlling
6.1 Procedure
Once the strategy, design, and implementation phases have been
completed, it is necessary to establish how the operational process-
es are actually being executed in your company. Questions that
need to be answered include:
Were your strategic objectives properly implemented?
Did the transactions defined during process design yield the
desired benefits?
This check is essential to make sure that your project objectives are
achieved. All too often, practical deployment reveals that defined
processes do not run smoothly the way they were designed.
Unfortunately, reality tends to be much more complex than antici-
pated.
The graphic below shows
the newly designed target process on the left-hand side
the target process as it actually executes on the right-hand
side.
Fig. 19: Controlling phase
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6.3 How can you comprehensively and continuously evaluate goal achievement?
The above procedure is not efficient in terms of monitoring success on an ongoing basis. For effective continuous meas-
urement, you need to
avoid manual surveys as far as possible
ensure that all relevant measurement results are clearly presented by an IT system, regardless of whether your
enterprise uses one or several IT systems to implement your process from end to end.
ARIS Process Performance Manager performs pre-
cisely this task by recording and displaying business
processes automatically. You can thus continuously moni-
tor process performance (quantity, time, cost, and quality),
which is measured in real time via the process-supporting
IT systems. ARIS PPM enables intuitive ad hoc analysis for
process improvement and identifies behavioral patterns in
organizational structures. Using actual data, the process-
es are compared with their target values and analyzed. An
efficient early-warning system for critical performance
indicators guarantees control and transparency of your
process performance at all times, enabling you to take the
appropriate action and respond rapidly to potential prob-
lems.
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Folder of
Name in Text Chapter Report Name Location of evaluated model Evaluation
Script
Strategy / Objectives / business segments UMG
Key success Main critical factor
factor analysis 3.2.1 analysis
Automotive by markets [Business segment BPM
matrix]
You can create a template (Folder: Evaluate – Report – Create template for data import),
Transferring
master data 3.2.3 add all relevant information in this Excel sheet and import it again (Folder: Evaluate –
Report – Import data in Excel format).
United Motors Group / 4. IT Systems / Systems /
IT system
assessment 3.2.3 System evaluation 01 System Inventory / IT Systems (domains) IT Architecture
[Application system type diagram]
United Motors Group / 2. Processes / Process
Responsibility
architecture / Core processes / Marketing & Sales
matrix 4.2.2 Export RASCI Chart
(as-is processes) / Sales process / Sales order
Default
(RASCI Chart)
processing [EPC]
Output model United Motors Group / 2. Processes / Process
Process-oriented information architecture / Core processes / Marketing & Sales
IT evaluation 4.2.2 considering various (as-is processes) / Sales process / Sales order
Default
aspects processing
ARIS Business Architect (module Administration) offers you to create ad hoc report
Ad hoc reporting 4.2.2 scripts. Please refer to online help, chapter Help Topcis - Creating scripts.
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Expert
ARIS Paper
Platform
IDS Scheer AG
Headquarters
Altenkesseler Str. 17
66115 Saarbruecken
Phone: +49 681 210-0
Fax: +49 681 210-1000
E-mail: info@ids-scheer.com
© Copyright IDS Scheer AG, Saarbruecken, 2007. All rights reserved. The contents of this document are subject to copyright. Any changes, modifications, additions
or amendments require prior written consent from IDS Scheer AG, Saarbruecken. Reproduction in any form is only permitted on the condition that the copyright
notice remains on the actual document. Publication or translation in any form requires prior written consent from IDS Scheer AG, Saarbruecken. “ARIS”, “IDS” ,
“ProcessWorld”, “PPM”, ARIS with Platform symbol and Y symbol are trademarks or registered trademarks of IDS Scheer AG in Germany and in many other
countries worldwide. “SAP NetWeaver” is a trademark of SAP AG, Walldorf. All other trademarks are the property of their respective owners.
ID-Number: EP-EBPM-1008-E www.ids-scheer.com