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BPM102

Using SAP Enterprise Modeling Applications by IDS Scheer Overview and Use Cases

Michael Hill, SAP NetWeaver PM SOA, SAP LABS, LLC Stephan Schluchter, SAP NetWeaver PM SOA / BPM, SAP AG

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 3

Model-Based Business Process Management on a Business Process Platform

SAP NetWeaver 7.1

Composition Environment 7.1

Human-Centric
Executable models Process collaboration SAP NetWeaver BPM & BRM

SAP Application Core Processes


SOA Design Governance

Packaged Processes
Business Object Business Object

Descriptive models Embedded workflow Expose services / events


Process Integration 7.1

System-Centric
Executable models Process automation (ccBPM) Service and event infrastructure

B2B

Non SAP

SAP 2008 / SAP TechEd 08 / BPM102 Page 4

Building Blocks of BPM Capabilities Including Enterprise Modeling Applications


SAP Enterprise Modeling Applications by IDS Scheer
Descriptive models Business Process Analysis Conceptual simulation / optimization Process planning & governance Process performance measurements
Business Architecture

Enterprise Modeling

Enterprise Architecture

Information Architecture

SAP 2008 / SAP TechEd 08 / BPM102 Page 5

Detailed Capabilities
Enterprise Modeling and Business Process Composition
SAP Enterprise Modeling Applications by IDS Scheer SAP NetWeaver Business Process Management
Process Composer Process Process Desk Desk

Process Server

Comprehensive process management


Unifying human and system automation processing steps Business Process is more than just service orchestration

Composition of event-driven processes Conceptual enterprise modeling


Analyze, govern, document and optimize stable business processes Model Enterprise, Business and Information Architecture Define Business Requirements Seamless combination of service, event and human task Graphical modeler based on BPMN Enterprise services consumption Tightly integrated with native Business Rules Management Out-of-the-box ESR integration

Support implementation and gap analysis


Business Blueprints SAP & non-SAP processes End-to-End Process Maps
SAP 2008 / SAP TechEd 08 / BPM102 Page 6

Execution of process models

SAP and IDS Partnership Overview

SAP 2008 / SAP TechEd 08 / BPM102 Page 7

Thats SAP Enterprise Modeling Applications by IDS Scheer


SAP Enterprise Modeling Applications by IDS Scheer
Leverages IT assets and reduces TCO
Reduces

drastically project times for upgrade and implementation Simplifies customizing based on business process requirements

Provides transparency and supports Governance


Enables

process oriented standardization of core processes Provides the conceptual business, IT and information architecture

Improves Performance, Transparency and Compliance


Ensure

process compliance and governance, support easy documentation Measure Process Performance and Savings

SAP 2008 / SAP TechEd 08 / BPM102 Page 8

SAP Enterprise Modeling Applications by IDS Scheer

SAP 2008 / SAP TechEd 08 / BPM102 Page 9

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 10

SAP Enterprise Modeling by IDS Scheer

Business Architecture

Enterprise Architecture

Information Architecture

Achieve process governance through conceptual business process modeling Support implementation of SAP solutions

Manage enterprise-wide IT environments and synchronize with business processes Plan processes, from documenting and analyzing the existing IT architecture to establish a new architecture

Automatically re-document existing SAP NetWeaver BI landscapes Visualize data structures and data flows

SAP 2008 / SAP TechEd 08 / BPM102 Page 11

SAP Enterprise Modeling by IDS Scheer Implementation Support


Make

use of a rich set of modeling methods for conceptual process design Leverage SAP Solution Manager to use SAP reference content for business configuration Navigate to SAP transactions and access documentation of SAP business scenarios and processes Synchronize business scenarios, processes and process steps from SAP Enterprise Modeling to SAP Solution Managers business blueprint

SAP 2008 / SAP TechEd 08 / BPM102 Page 12

Synchronization SAP Enterprise Modeling SAP Solution Manager

SAP Component

Objects synchronized:

Transaction SAP Process Step
SAP 2008 / SAP TechEd 08 / BPM102 Page 13

SAP Scenarios SAP Processes SAP Process Steps Transactions SAP System Landscape

Development of Total Cost of Ownership


without SAP Solution Manager & SAP Enterprise Modeling with SAP Solution Manager & SAP Enterprise Modeling

TCO Implementation Content

Integration & Standardization

Lifecycle

Installation Blueprint

Configuration Test

Training

Upgrade

Tools + Content Services + Methodology SAP Solution Manager included in maintenance fee
SAP 2008 / SAP TechEd 08 / BPM102 Page 14

Continuous Improvement

Enterprise Modeling (outlook)

From Conceptual Planning to Technical Blueprints


Conceptually describe the business Support implementation and gap analysis
SAP Enterprise Modeling Applications by IDS Scheer
Business Architecture
Value Chain Diagram

Developing processes for execution

Information Architecture

Organizational Structures

Event-driven Process Chain Transactions Services

Enterprise Architecture

SOA Design Governance

Synchronization

SAP Solution Manager

Provide Enterprise SOA content

>> Consolidated view on application core for planning and gap analysis <<

SAP 2008 / SAP TechEd 08 / BPM102 Page 15

*Connectivity planned to be available with next version of SAP Enterprise Modeling by IDS Scheer

Information Architecture with SAP Enterprise Modeling


SAP Enterprise Modeling SAP NetWeaver Business Intelligence
XML Interface
SAP NetWeaver BI Dataflow

BI Modeler extracts the data flows and structures from SAP NetWeaver Business Intelligence systems via a unidirectional interface and models them in SAP Enterprise Modeling

SAP 2008 / SAP TechEd 08 / BPM102 Page 16

Function Highlights (1)

BI

Modeler re-documents existing SAP NetWeaver BI landscapes automatically by way of an integrated SAP NetWeaver BI interface The data structures and data flows are visualized using new model types and icons Resulting views of SAP NetWeaver BI are fully integrated into the central ARIS Repository Allows end-to-end modeling, from the strategic and operational process-related requirements through to their implementation in SAP NetWeaver BI

SAP 2008 / SAP TechEd 08 / BPM102 Page 17

Function Highlights (2)

The

models generated from SAP NetWeaver BI enable both an aggregated strategic overview of the BI landscapes and a detailed analysis of the data structures and data flows

aggregated

detailed
SAP 2008 / SAP TechEd 08 / BPM102 Page 18

Enterprise Architecture Managing IT Architectures


Build

application and technology inventories Specify, document and propagate group wide IT standards Describe system landscapes from a logical level down to the infrastructure details Integrate Enterprise IT architecture and Business Architecture to align the IT planning to your business demands

SAP 2008 / SAP TechEd 08 / BPM102 Page 19

Combining Business and IT Information

Which data is input?

Which system supports the task?

A plan

Order management

Product data management

Who is responsible?
Price calculation

Which data is output?

Which IS functions are supported by the system ?

SAP 2008 / SAP TechEd 08 / BPM102 Page 20

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 21

SAP Business Process Optimization by IDS Scheer


Enhance

SAP Enterprise Modeling for conceptual business process simulation and optimization Dynamically analyze business processes Use simulated KPIs to evaluate a range of alternatives Determine optimal procedures

SAP 2008 / SAP TechEd 08 / BPM102 Page 22

Highlights

Method
Consideration

of organizational structure Consideration of process hierarchies

Evaluation
Animation

of objects and attributes Statistics at run-time Visualization of results in charts Possibility to save simulation results in MS Excel format Integration of statistics and charts in MS Office products

SAP 2008 / SAP TechEd 08 / BPM102 Page 23

Simulation Input (Selection)

Start event Frequency


start

Organizational unit Number of employees

Function

function

Org unit

Static wait time Orientation time Processing time Orientation necessary

Connection or event after rule


end 1 end 2

Probability

SAP 2008 / SAP TechEd 08 / BPM102 Page 24

Optimize Business Processes

Support

in strategic decision making Fast results and decisions due to convenient and easy evaluation of KPIs Easy, company-wide, integrated analysis of goals, times, costs, resources, and capacities

SAP 2008 / SAP TechEd 08 / BPM102 Page 25

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 26

SAP Business Server and Publisher by IDS Scheer


Access

ARIS repository (multi-user) Access database server Make process information dynamic and with low-cost available via Web-based portals Access process models (rights- and role-based) Present and communicate process content highly flexible

SAP 2008 / SAP TechEd 08 / BPM102 Page 27

Business Publisher Architecture

Dynamic

process publishing in a 3-tier architecture

WebApplication WebApplication Server Server Client Business Business Server Server

Browser

JSP + Servlets
push

SAP Enterprise Modeling by IDS Scheer

push

Database Database Server Server

Flat Flat Data Data Repository Repository

SAP 2008 / SAP TechEd 08 / BPM102 Page 28

Process Content in Browser

Several

navigation options Dynamic language switching (multiselective access) Default language automatic fallback when name is not available in the actual language Print functionalities with pdf, html and xls formats Role-based display of process content User specific model history storage User specific setup of favorites

SAP 2008 / SAP TechEd 08 / BPM102 Page 29

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 30

SAP Process Performance Management by IDS Scheer

SAP 2008 / SAP TechEd 08 / BPM102 Page 31

Comparison TO-BE / AS-IS Processes


TO-BE Process
Documented

AS-IS Process
really performed

Input from Account Team Receive customer plans PM reports Project Status PM Plans Customer Requirements Inform Sales Decide to place order with tactical planner Requirement generated as result of capacity Links PM Plans Customer Requirements & SE Capture Order SE Capture Order New quote request from customer Links PM plans Customer Reqs & Tactical Planning Form sent from Oswestry Capacity Managment SDH23 received

Account Team informs Manager of major project

Manager informed of major project from other

Customer Request 0.50 Day(s) Raise Customer Order Front Office


SDH PM not required (End)

Decide no new orders required Customer request (major project) Dead end

Tactical Planning

Route not investigated

New quote request from PM

RF's sent for Financial authorisation Out of Scope - not Modelled

Links Supervise contract & Tactical Planning

RFs sent to CSP Contracts

Supervise

Order being processed

CRF completed and

Response filed Dead end Dead end Pass Missing information to Issuer Ready for installation Links Supervise Contract & COW supervise External Works

Links SE Capture Order & Issuer Enter Order

Links SE Resolves & Issuer Enters Order

Links Detailed Planning & Supervise Contract

DL proact job on queue

Links JC analyse delay & WBP 601 Task Issuer Enter Order SE Resolves Missing information request (Issuer) NJRA closed Links Issuer Enters Order & NTE Task 601 task to Wideband planner Links Issuer Enter Order & Search for Y Code Dead end - route not investigated Progress info passed to PM Links Issuer Enter Order & SE Resolves Dead end - route not investigated Progress info passed to NSD Dead end - route not investigated Progress info passed to WBP

INAC task live

SE respond to Customer

Route not investigated Delay enquiry from customer

Detailed Planning

0.50 Day(s) Job Control NJRA Job Control Initiated CSPC

0.50 Day(s) Term Point Allocation A601 Term point Allocation complete
Missing information received (JC) Links Issuer chase missing info & JC Order Validation

Wideband Planner

Validation job generated on CMC queue Links Issuer Enter Order & JC Order Validation

Links JC analyse delay & SE responds to Customer

Progress update to SE

SE Analyse Delay

Proact job complete Links to External Works carrying out DL works

Not modelled

JC Analyse Delay

Links SE analyse delay & JC analyse delay

Progress request to JC (SE) Requires further Investigation Budget IM Plan Sites for Capacity Requires further Investigation

JC order

Re-Issue 601 Task to WBP Links JC Order Validation & Search for Y Code

Y Code Search Slough/ London

Links WBP Site Survey & NSD Job Selection & Clean 010/O534 live (Link)

Dead end - route not investigated NSD Q Manager chase missing info/clean data Glasgow

Progress info passed to CSM

2.00 Day(s) Identification of Customer SDH and Parenting 0532 Customer SDH and Parenting identified 4.00 Day(s) Identification of Core Network Capacity 0534 Routing and Assignment of Circuit Complete 0.50 Day(s) Determine Service Delivery Date CREP Service Delivery Date Determined 0.50 Day(s) Review Order Requirements 0680 Order Requirements Reviewed CWPC Network Solution Design Network Solution Design

Solution Planning Missing information request (JC) Links chase missing info & order validation INJC in JCs queue (Link) Links NTE Tasks (No Y Code) & JC Analyse Delay Order in Job Controller's Queue (Link) Job assigned to NSD (Link) Links NSD Job Selection/Clean & NSD Route /Assign Links NSD Job selection/Clean & JC Analyse delay Requires further Investigation

IM Facilities Decisions

Links JC Order Validation & NTE allocation

NJRA closed Links Issuer chase missing info & WBP Site survey &WI

Links Search for Y Code & Q Mgr selects NTE Task A29/O532/O530 Missing information not available (WBP)

New job in queue

NTE Tasks (129/532) London/Glasgow

Links Search for Y Code & NTE Task

New Job in queue

Requires further Investigation

Issuer chases missing info

Links Issuer chase missing info & WBP Site Survey Relevant NSD informed of new proj order (Link)

Missing info received

154 Task live (Link)

Links NTE Tasks & WBP Site Survey

Missing information passed to NSD (End) Route not investigated

Links Queue Manager selects NTE & Route/Assign Glasgow

Link to internal/ external work groups - not modelled

Info sent to internal/external workpacks

WBP Site Survey

Job delayed Links WBP Site Survey & JC Analyse Delay Links WBP Site Survey & Issue RF's Glasgow SDH2C form sent to NSD (Link)

Links WBP Site Survey & Issuer chase missing Info

Missing information request (WBP) Links WBP Site Survey & SE Refer Costing to Customer Ancillary cost info to SE

Links WBP Site Survey & Issue RF's & JC Respond to CREP

154 at COM

NSD Route SE refer Costing to Customer Links refer costing to customer & cancel order Order Links NSD Route/Assign & JC Respond to CREP

Job returned to queue man (Link) Links Route/Assign & Queue Manager Chases missing details

Ready to CREP Cancel order Customer confirm information to Wideband Links SE refer costings to customer & WBP Site Survey

Links Route/Assign & JC Analyse delay INJC in JCs queue (Link)

CSPC
End

JC Respond to CREP

Task called to issuer Issuer chooses to ignore so not modelled

Links JC responds to CREP & Issue RF's Glasgow

CREP complete RF prepared (Link) Links Issue RF's & Route & Assign

Issue RFs Glasgow/ London

Links Issue RF Glasgow & Allocate COW

198/O912 complete

Allocate CoW London / Sheffield

Ready for installation Links Allocate COW & COW supervise external works

Call Customer CALL Customer Call Complete 14.00 Day(s) Build Core Network 0630 Core Network Built 3.00 Day(s) Configure Service CONF Service Configuration Complete 0.50 Day(s) Report Service Order Complete WNEX Service Completion Reported 1.00 Day(s) Handover Service to Customer HAND Handover Complete 0.50 Day(s) Service Completion Monitor COMP

Front Office
Supervise Input not Modelled Incoming call from field engineer Scheme installed & commisioned Links Supervise External /Contractor & Integrate Schemes

Equipment not delivered Not Modelled at Present - Non Fluid Process

Capacity problem raised Links Supervise External Works/Contractor & IM facilities decisions

Link not Modelled/investigated

Scheme referred to NSD

Integrate Schemes

Network Solution Design

CONF Live Links Integrate Schemes & Configure Circuit/Resolve Problems

Scheme referred to CSP Integrate scheme and Tactical planning eEPCs

Route, Assign & config 2Mbit Circuits

R&A task com'd Link to COSMOSS glue and Config circuit

Configure Circuit Resolve Problems

Other output tbc

NOU

End of Process WNEX live after WNEX task is triggered by COSMOSS, once all other tasks have been completed

Company
Feed into COSMOSS statistics - Dead end CDD amended

JC amend CDD

CDD can't

Feed into COSMOSS statistics - dead end

CWPC

Front Office

Project managers

CWPC

Project administrators

ARIS modelers

Service providers

Service Completion being Monitored

System administrators

Method consultants

Process owners

Times Costs Quantities Risks Chances

SAP 2008 / SAP TechEd 08 / BPM102 Page 32

Applications

line width announces frequency of activity Tendency conclusion based on warehouseData

Direct access favorites

AUTO-generated process-display

DragnDrop Input of filters and dimensions

Within the real SAP PPM Application (Browser-based) is the DrillDown possible on each individual imported process. The Surface was completely redesigned and offers to opportunity users the possibility for analyze the TO-BE operations.

SAP 2008 / SAP TechEd 08 / BPM102 Page 33

Generated Flowchart

Visualization of parallel functions

Aggregation of all previews workflows

SAP 2008 / SAP TechEd 08 / BPM102 Page 34

Benchmarking of Best & Worst Performers


Best Practice
region A

Benchmarking
activity level

Worst Performer
region B

Performance Differences
revealed at Benchmarking

Best Performance
due to a slim process-stream

Process weakness
identify as Bottlenecks

SAP 2008 / SAP TechEd 08 / BPM102 Page 35

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 36

With Visibility Comes Accountability with


QUICK FACTS Company Name

SAP Process Performance Management by IDS Scheer


Berkley operation needed to measure performance of business processes in many areas including warehouse management, production, quality management and supply chain.

Bayer Healthcare Location: Berkley, Ca. Industry: Pharmaceutical Products and Services; Pharmaceuticals Revenue: Euro 32.385 million (2005) Employees: 106,000 Web Site: www.bayer.com

KPIs for processes Process order execution (timely PO entry) Inventory movement (negative inventory) Quality management (QI lots)

Challenges and Opportunities


Replace Current Manual data collection and aggregation in EXCEL The SAP KPIs reported today are insufficient, additional KPIs needed for more efficient process performance Replace unstable technical solution requiring high effort for maintenance and programming expertise to maintain current solution Business managers avoid generation of additional business process performance KPIs due to effort to generate in manual tool. Automated Data Collection Activities Daily Updates replaces weekly with no manual intervention Dashboards* available to show daily progress toward performance and conformance to process standards Scaleable application, can be used for many other areas of the business and their business processes KPIs assigned to managers, linked to VPs & Directors, and socialized in the organization Previous data reporting was 9 days old when reported on. NOW system updated daily for accurate data reporting. Discovered that inaccuracies were introduced in the manual calculations the new automated PPM now provides accurate and timely data Spotlight effect created by increased visibility into manager KPIs rapidly encouraged adoption of process standards creating more consistent, predictable performance
*Planned to be available with next version of SAP Process Performance Management by IDS Scheer

Implementation Highlights

One of the primary benefits to employing PPM early in the process maturity of an organization is that by having a measurement framework in place, you can be assured that you do not run the risk of getting the organization ingrained in the wrong process.
Susan Sergo Bayer Healthcare

Benefits

SAP 2008 / SAP TechEd 08 / BPM102 Page 37

Enterprise Modeling Cuts Manufacturing Costs

SAP Enterprise Modeling by IDS Scheer reduces Total Cost of Ownership by aligning and optimizing conceptual models with configuration

Applied Materials implemented SAP Enterprise Modeling, empowering the company to auto-script its SAP configuration and improve its ownership and control over models.

Company Name

Applied Materials Location: Santa Clara, Ca. Industry: Semiconductor & Industrial Machinery Revenue: $9,734.9 million (2007) Employees: 14,500 Web Site: www.appliedmaterials.com

Reduced manufacturing costs by enhancing forecasts, value-oriented processes, and configurations

SAP Enterprise Modeling bridges the gap between our business users and the IT configuration team to facilitate collaborative process design.

Improved customer satisfaction by enabling faster delivery of systems via a business-aligned IT framework

Reduced overall costs and improved margins by improving operational efficiency


Vipin Arora Enterprise Architect, Applied Materials
SAP 2008 / SAP TechEd 08 / BPM102 Page 38

Business Process Transformation at SAP

Challenges
Transparency over process execution Measure attainment of company goals pro-actively Benchmark among regions and subsidiaries Aggregate times and costs locally, regionally or globally Identify concrete process weaknesses Establish a continuous improvement program success Make SAP a more process-oriented enterprise

Solution
Define a BPM tool landscape and define exactly how processes should

be measured Implementation of SAP Process Performance Management by IDS Scheer:


PML Process Management Lifecycle at SAP

Clarify process scope Identify and define adequate Process Performance Indicators (PPIs) Determine to-be values of PPIs, consider benchmarks Evaluate measurement of as-is values of PPIs Record cycle time of all involved sub-processes

Benefit
Transparency as the main benefit for GPO (Global Purchasing

Organization). Saved time to focus more on strategic issues


Benchmarking: Implement best-in-class purchasing processes SOX Compliance: Easily monitor whether controls in the process are

With the analysis of Process Performance Indicators (PPIs), we will be able to identify process weaknesses and initiate projects to make our global processes more efficient. With the automation of Process Performance reports, we will be able to provide support to the regions to improve their processes and consequently incrementally improve customer satisfaction.
Mark Scavillo, Head of Process Governance, SAP AG

complied with globally


SAP 2008 / SAP TechEd 08 / BPM102 Page 39

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 40

Versioning Principle

March 1

April 1

May 1

ARIS Database
Modeling Versioning

ARIS Database
Modeling Versioning

ARIS Database
Modeling Versioning

V 1.0

V 1.1 V 1.0

V 2.0

V 1.1 V 1.0

Create version

Create version

Create version

Model/s

define the scope for versioning, relevant content is versioned with the model (objects, attributes (placement), free-form graphics, etc.) Scope can be automatically enhanced via drill down (assignments)
SAP 2008 / SAP TechEd 08 / BPM102 Page 41

Change list 2

Change list 3

Change list 1

Versioning Summary

Main functionalities
Create

versions of models Activate versions via changes lists


Navigate

in old states of the database (versioned content) Compare actual content with old version
Publish

versioned content via Business Publisher, i.e. all new versions available on June 1

SAP 2008 / SAP TechEd 08 / BPM102 Page 42

End User Roles Synchronization

SAP

Solution Manager offers the use and mapping of end user roles in the blueprint structure Project Team can choose between organizational unit, position, job and user to be used on the 3 blueprint levels

SAP 2008 / SAP TechEd 08 / BPM102 Page 43

End User Roles Synchronization

Download

end user roles from SAP Solution Manager Assign end user roles within business blueprint Synchronize end user roles between SAP Enterprise Modeling and SAP Solution Manager New model type: SAP Role Matrix

Map

SAPs end user roles with company-specific roles or SAP Portal roles Extended Synchronization

SAP 2008 / SAP TechEd 08 / BPM102 Page 44

Agenda

1. Introduction
1.1. Model-Based Business Process Management 1.2. Enterprise Modeling

2. Overview
2.1. 2.2. 2.3. 2.4. SAP Enterprise Modeling by IDS Scheer SAP Business Process Optimization by IDS Scheer SAP Business Server and Publisher by IDS Scheer SAP Process Performance Management by IDS Scheer

3. Customer Use Cases 4. Summary


4.1. Some new features with 7.1 4.2. Conclusion

SAP 2008 / SAP TechEd 08 / BPM102 Page 45

Conclusion

SAP Enterprise Modeling Applications by IDS Scheer helps to


Design

business processes with the business in mind on a conceptual level Document and publish process knowledge Increase process performance Reduce total cost of ownership by leveraging IT assets Improve performance, transparency, and compliance Decrease process costs and resource requirements Lay a firm foundation for holistic Business Process Management

SAP 2008 / SAP TechEd 08 / BPM102 Page 46

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SAP 2008 / SAP TechEd 08 / BPM102 Page 47

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SAP 2008 / SAP TechEd 08 / BPM102 Page 49

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SAP 2008 / SAP TechEd 08 / BPM102 Page 50

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