Agility by ARIS Business Process Management (eBook)

Preface 5
Table of Contents 7
Part I: Business Process Lifecycle 10
ARIS – Software, Method and Instrument 11
Closed System for Customer-Individual Requirements 12
From the Strategy to Controlling and Back 13
BPM – A Question of the Definition 14
Process Management as a Mile Stone for Service Oriented Architecture ( SOA) 15
The Bridge from Business to IT 15
Business Processes Support Growth at BMW Group Financial Services 19
Practical Implication and Use of Process Management at T- Mobile Czech Republic, a.s. 24
1 Brief Introduction 25
2 Milestone of Process Management at TMCZ 26
3 Future Outlook 33
4 Conclusion 33
When Giants Learn How to Dance – The Introduction of Process Management to a Health Insurance Fund 34
1 The Company 35
2 From a Project to Process Management 35
3 Project 2000 36
4 Process Management 2005 40
5 Conclusion 43
Part II: Business Process Strategy 45
From Business to Processes 46
1 BPM Bridges the Gap Between Business and Organization 47
2 Understanding the Business 49
3 The Human Factor 56
Bibliography 57
Business Process Excellence at Royal KPN 58
1 Introducing KPN 59
2 Initial Situation 60
3 The Project 62
4 Track 1: Process Release Cycle Management 65
5 Track 2: End-User Targeted Process Web 69
6 Track 3: Modeling Conventions 72
7 Conclusions and Lessons Learned 73
Quality Management Handbook on the Web – A Visionary Platform 76
1 Company Profile of Ingenics AG 77
2 Starting Point 77
3 New Management and Process Culture 78
4 Web-Enabled QM Handbook 82
5 Outlook 87
Bibliography 88
New Roof for Austrian Railways Network Provider – The Introduction of Business Process Management at ÖBB Infrastruktur Betrieb AG 89
1 The Concise History of ÖBB and the ÖBB Infrastruktur Betrieb AG 90
2 The Vision of ÖBB Infrastruktur Betrieb AG 91
3 Timetable 91
4 “Process Management Is on Track” 93
5 The Information Platform for Process Management 96
6 Conclusion 96
Industrialized Sales 98
1 Media in Fear of Livelihood 99
2 Cul de Sac: Cost Reduction 100
3 Make 90 Sales Persons from 40 – Process Optimization in Sales 101
4 Conclusion 104
What Business Leaders Can Learn from Jazz Musicians About Emergent Processes 105
1 Introduction 106
2 Entergy’s Story 107
3 Principle #1: Conversations Should Be the Focus 111
4 Principle #2: Rely On, and Constantly Build, a Mental Map of What Others’ Know 112
5 Principle #3: Engage Customers in the Emergence, Don’t Hide It 113
6 Principle #4: Constantly Shift Leadership 114
7 Conclusion 115
Part III: Business Process Design 116
Business Process Design as the Basis for Compliance Management, Enterprise Architecture and Business Rules 117
1 The ARIS Method as the Basis for Company-Wide Business Process Management 118
2 Business Process Design – Modeling, Analysis and Optimization 119
3 From Business Process Design to Compliance Management 121
4 From Business Process Design to Enterprise Architecture 123
5 From Business Process Design to Process Execution According to Business Rules 126
6 Conclusion 127
Process-Oriented Changes in the Slovak Railways 128
1 First Division of the State-Owned Railways 129
2 Preparation of the Project of the Process-Oriented Change of ZSSK 130
3 Conclusion 140
Success Formula for the Regulated Economy – Certitude Through Compliance Management 141
1 Increasingly Complex Requirements 143
2 Introducing the Right Compliance Strategy 143
3 Unnecessarily High Compliance Costs 144
4 From Cost-Driver to Competitive Advantage 144
5 Well Prepared? The Tasks of Holistic Compliance Management 145
6 Comprehensive Controls! Reassuring Answers to Urgent Questions 146
7 Universal and Integrated 147
8 More Certitude Through an Integrated Compliance Management Approach 151
Bibliography 151
IOP – Intelligent Order Processing 152
1 Company Profile 153
2 The Challenge 153
3 Evaluation Phase 154
4 The Solution 155
5 Conclusion 159
Part IV: Business Process Implementation 160
Business Process Implementation – More than Just Implementing IT 161
1 From Swift Implementation to Systematic Success 162
2 ARIS Value Engineering for SAP 165
3 New Ways in Service-Oriented Architectures 171
4 Conclusion 174
Bibliography 175
Building an Integrated Performance Management System for Process- Oriented Operation Management 176
E.ON Kernkraft – Unterweser Nuclear Power Plant ( UNPP): A Short Outline 177
2 Requirements for Process-Oriented Operation Management 178
3 Principles of the Performance Management System 178
4 Procedure for the Introduction of a PMS 180
5 Process Monitoring Using PMS 182
6 Supervising PMS 185
7 Process Analysis Using ARIS Process Performance Manager ( ARIS PPM) 186
8 Assessment and Benefits of PMS 191
Integrated Manufacturing Execution Systems – Yesterday, Today and Tomorrow: From Systems Integration to Comprehensive Optimization of Business Processes 193
1 25 Years of Operation Management Systems 194
2 Outlook: Opportunities and Challenges 201
Bibliography 202
Hawaiian Tropic Sizzles with Integrated mySAP All- in- One Solution 203
1 Mergers and Mayhem 204
2 A Smooth Transition 204
3 Timing Is Everything 205
4 A Sunny Forecast 206
Aligning the Core Logistics Processes of the US Army with SAP 207
1 Introduction 208
2 Solution 209
3 Conclusion 214
Bibliography 214
From Business Process to Application: Model- Driven Development of Management Software 215
1 Overview 216
2 Business Process Analysis 216
3 Specification Analysis 219
4 Analysis Classification Model 220
5 System Design and Generation 224
6 Conclusion 224
Bibliography 225
Part V: Business Process Controlling 226
Monitoring, Analyzing and Optimizing Corporate Performance – State of the Art and Current Trends 227
1 From ‘Business Intelligence’ to ‘Corporate Performance Management’ 228
2 Early Indicators – Structural Analysis Instead of Visualizing Key Indicators 228
3 Trends and Current Developments 236
4 Outlook: Performance of Unstructured ‘Processes’? 240
Bibliography 241
Closed Control Cycle for Business Process Management on the Credit Suisse Securities Platform 243
1 Project Description 244
2 Technical Solution 248
3 Case Study: Stock Market Transaction Processing in Securities Operations 255
4 Conclusion 260
From Process Efficiency to Organizational Performance 261
1 Corporate Performance Management – Processes and Organization 262
2 History and Field of Application for the Analysis of Organizational Networks 264
3 Application of ARIS PPM for the Purpose of Organizational Analysis 265
4 Outlook 271
Bibliography 272