BUSINESS TRANSFORMATION IN OPERATION(S) - ADM MATURITY CHECK - Frank Luyckx & René Overwater, februari 2015, Den Bosch VNSG Focusgroep Advanced ...
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BUSINESS TRANSFORMATION IN OPERATION(S) – ADM MATURITY CHECK Frank Luyckx & René Overwater, februari 2015, Den Bosch VNSG Focusgroep Advanced Delivery Management
ADM TOP MODELS
Performance model Business model Business Innovation model Process model
Model
Innovation
E2E E2E
Process Business
Performance Process
Management BT Architecture
Reporting model Architecture model
Governance models
E2E
E2E
Organization
@Frank Luyckx Solution
Management
Management
Business controls model E2E Project model
Template
Management
Organization model Template model Quality model Integration model
VNSG Focusgroep ADM; Themadag Business Transfromation in Operation 2ADM GOVERANCE TO MANAGE ALIGNMENT
Cus-
New
Business units m
tom
arkets
ers
(Profitability
Profitability)) New
Inno-
inno-
New vations New
Products
products vations customers
Markets
ADM governance
(E2E Efficiency)
ERP BI
New imple- Real-time
mentations adoption CRM
Applications MDM Modernization
(ICT Services SLA) Standards
ESB Legacy
Integration
(cloud) Rationalization
Frank Luyckx
VNSG Focusgroep ADM; Themadag Business Transfromation in Operation 3CRITICAL SUCCESS FACTORS • Single source of truth is the basis for company alignment • Management is supporting the single source of truth • ADM best practices models to align company departments • Balancing of long term and short term objectives • ADM maturity and company culture determines decissions
VNSG ADM MATURITY CHECK
Alignment , harmonisation,
rationalisation, reuse of:
Products, Processes,
Policies, Projects
Platforms, Procedures,
Planning, Power,
Performance, Politics,
.. People
As each bird flaps its wings it creates an A higher degree
uplift for the bird following. of alignment
By flying in a V formation the whole flock (ADM maturity)
adds 71% of the flying range than if each generates business
bird were to fly alone. agility and benefits
VNSG Focusgroep ADM; Themadag Business Transfromation in Operation 5ADM BEST PRACTICES – ALIGNMENT
Business Business strategy & leadership
Governance strategy
Business strategy & leadership
Business
purpose 1 Supply
management
Product
management
Demand
management
S upply P roduct Demand
management management management
Supply SOP Demand
S upply SOP Demand
Pr oduct
planning Planning planning
Customer
planning Planning planning
Reporting categories
Partner Transformation Customer
segments Legal & trading Product Customer
channels management channels
structure categories segments
Invoices Creditcontrol & Billing
& costs Productioncosts & revenue Partner Transformation Customer
Business support & controls
channels management channels
Invoices Product costs Billing
Guiding & Design principles & costs & margin control & revenue
Organizational Business
design Standardization services Business support & controls
Performance model 4 Business model 4 Business
Operating model 4 Process model 4
Operational excellence Business strategy Model Business innovations E2E alignment
Innovation B usiness Strategy, business drivers ,Guiding principles,
Prod uctivity Strateg y Long-Ter m Growth Strateg y
Business Architecture Ownership E RP organizational structure, Business
Ser vice oper ation, Solution development, Ser vice transition, Service design , Ser vice strategy,
Financial Shareholder Value
Business structure. ERP organization str ucture models, Products & Services, market segments
Perspective Imp rove Cost In crease Asset Exp and R even ue Exp and
Stru cture U tilization Opportun ities Custo mer Valu e
BPA process structure . E2E processes, BPM libraries,
Process architecture
ICT Service Lifecycle management (ITIL)
Architecture Domains
Central versus Local, ICT architecture
Customer Value Proposition Processes, Organization, Local / Centr al
Customer Cost
Qu ality Selection Availability Bran d Fu nctionality markets Service Partners
Perspective Price
Pro duct / p rod uctivity o ptimization Relatio nship / solution optimization
E2E E2E Information architecture
Reports, KPI’s , Master data, GRC KPI’s
Reports (standard and BI), BI architecture, KPI’s
Master Data management, GRC & IC reporting
Innovation Supply chain E H&S and Social Mar ket & S ell Customer
& res earch management respons ibility Products Serv ice Master data Repor ts GRC
Process
Perspective
•Opportun ity ID
•R &D Portfolio
•Supply
•Produ ction
•Employmen t
•Safety and Health
•Acquisition
•Cross selling
•Maintenance
•Consu ltancy Process Business
•D esign/Develop
•Laun ch
•Distribution
•Operations
Prod uct Leadership Operational excellence
•En vironment
•Community – GRC
Go od citizen sh ip
•Reten tion
•Live time value
Exp an d cu stomers
•Collaboration
•Co-development
Custo mer in timacy
Performance Process Application architecture
Applications, Interfaces; Integration, Enhancements
Physical A pplications, Interfaces, Integration, Forms,
Enhancements, Workflows
Experts Lo gistics Human Sales Service Management BT Architecture Technology architecture
Infrastructure, Network, Platforms
Communication & Infrastructure, ESB , Operating
systems Web-enablement, Development & Run-time
Learning and Knowledge B en chmarks Infor mation Market in fo Satisfaction P latform, Deployment model
Growth
Perspective Inno vatio n Leadership Organization En trep reneur Collab oration
S ervice operation, Solution development, Service
Techn ologies Competencies Growth Relationsh ip s Partnerships
ADM Corporate Business Process Architecture BPM Approach transition, Service design , Service strategy,
Organization with global, local and harmonized processes & Standards
Reporting model 4 Agr eeon Busi ness model
& business KP I’ s / PPI’s
O perat i onal
excel lence
m anager
2E E
rP o ce s
eP rf or man ce
Ma n ag em en t
Business archit ect
B u si ne s
©
Mo ed l
In n ov a oit n
raFnkLuxyc
Agr ee onBPM &
ALM governance
Agr ee onE2E business
process &EA ar chit ectuur
2E E
B u si ne s
rP oc e s
A r ch ti ec ut re
Busi ness
process
arc hi t ect
Supply
B usiness strategy & leadership
Product Demand
Architecture model 4
KPI value management ITIL best practices
Ris k &
Com pl ai nce
E 2E
O rg an zi at oi n
E 2E
S ol ut oi n
Man a eg men t
Sol ut oi n
management management management
M
a n ag e men t
of f ci er archit ect
Agr eeon E2Eor gani zati onal
2E E
T emp al et
Ma na g eme nt
Agr eeon E2Ei nt egrat i on
Supply S OP Demand
per of r ma nce & ir skobj ecti ves pl at of r m & ALM met hods
planning Planning planning
BI DG
ALMsupport m anager
Pr oduct Customer
categories segments Process Structure &
ADM objec tives P artner Transformation Customer Levels
channels management channels
Roles Invoices Creditcontrol Billi ng Standards,
SAP BusinessObjects Risk & costs & pro duct costs & revenue Conventions,
Responsibilities Handbook,
B usiness support & controls Guidelines
Aggregated Detection of Risks Governance board
Methods & Tools
and Control Monitoring
SAP SAP Environment
BusinessObjects Health & Safety
Global Trade
Services
Compliance
E2E ALM
Business Management
Processes E2E
Organization
SAP
BusinessObjects
SAP
BusinessObjects @Frank Luyckx
Solution
Access Control Process Control Management
Management
Business controls model Project model 4
E2E
4 Corporate governance Project best practices
Template
Return on inves tments (mea sured by KPI’s & PPI’s) Op eration s an d
Global process design B usin ess obje ctives
1 Synchronize
SAP So lution Manager
Template
Implementation
Docs, Config
Update
processes
6 Operations
Management Guidin g
an d go als G uidi ng princi ples b ecome Standa rd Ope ra ti ng Procedu re s (SOP)
co ntin uous
impro ve men ts
Pro cess h an dboo k
BPmon prin ciples BPA & Non -f un ctional
Standard 3 (te mp late pro ject )
Auth, RICEF
Test, training
(Sol uti on)
Processes In te gration a nd
Copy template (E2 E) Busin ess So lutio n p erfo rms intend ed i ntegra te d bu sine ss requi rements
User accep tance
Loc al
to
Roll-out 4 requ iremen ts E2E process es become i ntegrated tes t ca ses testing
Variant project
Harmonized 8 Issues &
Change
EWA & OSS
(So l uti on)
FA Bu sine ss In tegration
Compare re quiremen ts test ca se s
and Local
Processes
2 & adjust Update
Template
requests
Process & OCM Pro ce sses perform inten ded re quirements Fu n ction al Unit an d
Roll -out
req uire ments strin g testin g
Summit
(Imp lementation 9 CHARM
(Mai ntenan ce project)
Pro cess requi remen ts be co me Uni t tests
Publish for pro(Implementation)
je ct )
Project & Process Un it
St akeholders
IMG p rojec t
Transport OMP
7 re qu iremen ts SAP so lman test cases
I MG Requests Transport Applic ation
p rojec t Requests mo nitors
So lu tion design & Pro cess steps pe rforms functio nality (Tech nical) un it test
5 Fu n ction al / tech nical
specification s
Co nfi g & co de complies to stand ards & co de review
OMD OMQ OMP Solu tio n design Golde n Con fig & code
CTD CTQ CTR
& specification s co nf iguration a nd d ocu men tation
Tran spo rt cod in g Con fig obje cts
Project Landscape Prod uction Landscape nu mbers
Organizational model 4 Template model 4 Quality model 4 Integration model 4
Identity access management Local best practices Template consolidation SMAC / IOT alignment
6
VNSG Focusgroep ADM; Themadag Business Transfromation in OperationMATURITY LEVELS TO MEASURE ALIGNMENT
5 Networked
Build a trusted relationship
with your business network
( suppliers and customers ) Networked E2E processes
with business partners
4 Integrated Strategical market agility
Domain integration and proactive improvements
requires discipline by the enabled by piloting innovative
complete organization Integrated E2E processes new ideas and technologies
and E2E process organization
across the 12 ADM domains
3 Standardized
E2E process analysis
Success depends on usage of both the E2E processes
corporate standards and products
Corporate E2E processes
are standardized by an
2 Managed accepted methodology.
ADM Competence Center
monitors ADM projects - ADM
Unit process discipline tools - E2E process standards
is in place to repeat processes
1 Initial and reduce rework.
Basic project management Success depends on
to track costs, schedule and management competencies
Individual process flows. functionality.
Few activities are described.
Individual planning Success depends on
motivation, efforts and employee competencies
heroicsWAY OF WORKING IN ADM WORKSHOP
During the ADM maturity workshop the 17 Topics of the ADM
business transformation cycle will be evaluated.
For each ADM topic the following information will be covered:
1. A short description of the ideal situation by the ADM focusgroup
2. A short description on the company situation
3. Determination of the company ADM maturity level
4. Undelying reasons for the determination of the ADM maturity
5. Determine the main ADM issues
6. Potential impact of the ADM issues for the business units
The objective is to finish the ADM workshop within 2/3 hours.
Frank LuyckxPREPARATION
In order benefit optimal from the maturity check workshop the
following preprations should be performed;
• Determine the objectives you want to achieve with the ADM check
• Determine the burning issues you have which could be resolved
• Determine the potential particpants for the workshop
• Determine 3 potential dates
• Allign objectives with the ADM maturity team (Frank)
• Plan the ADM maturity workshop
Frank LuyckxHOPE TO SEE YOU SOON …….. VNSG Focusgroep ADM; Themadag Business Transfromation in Operation
ADMINISTRATION / MATURITY CHECK • Market segment • Number of employees • Revenue • Country VNSG Focusgroep ADM; Themadag Business Transfromation in Operation 11
PARTICPANTS OF THE ADM WORKSHOP
In order benefit optimal from the maturity check workshop the
following roles could be invited;
• Business Process Excellence manager (operational logistics)
• Information managers & BPM governance managers
• Business Process Managers & BPM specialists
• Enterprise architects & Solution Architects
• SAP solution manager managers
• SAP project managers, program and PMO managers
• SAP competence & support managers
• SAP consultants & SAP application managers
• Change, test, release & template managers
• GRC & change managers
• Business Intelligence managers
• Operational excellence managers
• Business architects and business innovation managers
Frank LuyckxVNSG MAGAZINE
Frank LuyckxBPM MATURITY CHECK IN THE MARKET
Segment based: Worldwide on-line BPM maturity check
(e.g. Healthcare)
with more then 2500 BPM maturity
On-line
BPM Maturity check
valuations across industry segments
Product based:
(e.g. PD SAP BPM )
Frank LuyckxBPM MATURITY CHECK AT COMPANIES
Segment based:
(e.g. Healthcare)
On-line
BPM Maturity check
Product based:
(e.g. PD SAP BPM )
I percieved this BPM check both positive and confronting in the sense that we got better insight in what BPM stage CSM is in
It would be a good thing to repeat this regularly to check ourselves if we have made any progress improvement on BPM.
For the short term we were able to identify the most important actions to take and we are now busy to get those implementedYou can also read
