© 2011 SAP AG. All rights reserved. / Page 1 INTERNAL

Repartition des Questions PIC

Section Relevant Course

Approx. Questions

Difficulty Level

BPM Methodology Concept BPM300 17 Hard/Medium

Business Process Governance BPM300 9 Medium

SAP Business designer by IDS scheer

BPM130 6 Medium

SAP Enterprise Modeling Applications by IDS Scheer

BPM130 6 Hard

SAP Enterprise SOA Fundamentals

SOA100 9 Medium

Solution manager in a BPM Set-up

BPM130 7 Medium

Solution manager Overview SMI310 5 Medium

Strategic Context of BPM BPM300 11 Easy

Usage of BPM Methodology BPM100 9 Easy

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 2 INTERNAL

Governance ManagementWhy do we need a new implementation approach REVISIONS

© 2011 SAP AG. All rights reserved. / Page 3 INTERNAL

4 steps BPM governance model

4 steps BPM Governance model: SSTC– STRATEGY > SET-UP > TRANSITION > CONTINUOUS IMPROVEMENT

Strategy: o Link to Strategyo Define Building Blocks o Choose Patho Monitor Fit-Gap

Set-Up: o Define Basicso Develop Analyticso Create Methodso Harmonize Terms

Transition: o Create Basiso Perform Analysiso Define Portfolioo Optimize Processes

Continuous Improvement: o Add Process Based Rewards o Expand Reporting o Allocate Budgeto Perform Audit

A company‘s vision and strategy

=>decisions to optimize daily business

The strategy translated into business processes

Business Processes deliver value

quality, costs, time and capacity.

Value generated through the implementation

of IT systems and organizational structures

With business processes Approach

With Continuous Improvement

1. Support Phases Communicate & Train – évangélisation drive

People Transformation Manage Change – drive Business transformation Build Process Centric IT – drive IT Transformation

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 4 INTERNAL

BPM300 and BPM100

Vous aurez certaines questions sur l’évolution de BPM (notamment TQM, SixSigma, BPR) et les Idées Centrales BP,PL,CM

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 5 INTERNAL

BPM300 and BPM100

Des questions indirectes sur les Etapes de la Transformation à travert la Matrice de Maturité (Architectural Maturity Stages)

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 6 INTERNAL

BPM300 and BPM100

Vous la question sur les 4 Etapes de la BPM Governance

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 7 INTERNAL

BPM300 and BPM100

Vous aurez certaines questions les caractéristiques de la StrategieFocus Corporate Strategy Drivers, Relevant Parties, Open Communication Feedback, Measurable Objectives

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 8 INTERNAL

BPM300 and BPM100

Des Questions sur les 4 Building Blocks et les sous éléments

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 9 INTERNAL

BPM300 and BPM100

Comprendre la différence entre les 2 KPI et PPIMots clés “Increase in Customer Satisfaction”, “Revenue Growth”, ‘Increase in Sales Volume”

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 10 INTERNAL

BPM300 and BPM100

Questions sur les Responsabilités du Process Owner

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 11 INTERNAL

BPM300 and BPM100

Se remémorer les 4 Phases et les principes des sous-phases

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 12 INTERNAL

BPM Governance

Maturity Matrix

Process Maturity Journey => Business Modularity – Maturity Matrix 5 Level Process Maturity : : Not Organized, 2-Some Organized, 3- Most organized, 4 Managed, 5-

Continuously improved 5 Level Maturity Matrix: Busines Silos, Stranddized Technology, Optimized Core, Business Modularuty,

Dynamic Venturing Criteres : It Capability, Business Objectives, Who/applifaction, Strategic Implication

Donne la trajectoire de Transformation

Transition MAP Approach: Revolutionary Bigbang, StepbyStep-Project by Project , Evolutionary-Process by Process

Apres Alignement Corporate Strategy Vs BPM on alnalyse Process Management Maturity

On Definit Building Blocks/facteurs pour preparer l’implementation BPM People-Processes-Structures-Tecnologies Developpement personnel Strategy, Business Process Operations, Organization, Guidelines Standards IT Operations + BPM Enablement

Criteres/Processes

Matrutity Level

Crit.1-n Score/Rankk

process.1

Process.2

Result Classmt

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 13 INTERNAL

Mesurer la Governance BPM

KPI = Business Goals= Strategic Level = Quantitative + Qualitative=Financial & non Financial for Business OWNERS

PPI= Process Goals=Operational Level=Quantititative&Qualitative=from Data in Process Flow for Process Controlling & Optimization

CSF = Critical Success Factors BPI= Busines Performance Indicator SBO=Strategic Business Objective QI=Quality Indicator TI=Time indicator CI=Cost Indicator VI=Volume Indicator EI=Efficiency Indicator

PML = Process Management Lifecyle = Process Handling approach Analyse-Design-Implement-Run.Monitor For Process Gov/Process Ownership/ Orga/People/Technology BAM = Business Activity Monitoring

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 14 INTERNAL

BPM300 and BPM100

Il y a toujours en général la question sur la définition BPM Management Discipline

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 15 INTERNAL

BPM

BPM= Business Process Management = Management Discipline Drive alignment of Business suite, Tradi ERP and Composite Appls BPMS = Business Process Managmeent Suite = Tools for Modeling,Automating,Monitoring, managing &

Optimizing

BPM Methodology = Calibration, AS-IS,To-be, Solution Transformation (CASISTOBEST)

Calibration=Vision Strategy, Business Success Factors, Calibrate IT, highlevel Process Landscape, Prioritize Processes

Output = Bunsiness Success Factors+Process MAP+ProcessCatalog+Projects

ASIS=Reference, Parameters&Classification, Document asis processflows, identity&weakness, interdependency&weakness, asis-IT Ach, Roles&Systems

TOBE=IT Arch,Weakenss Cause elimination for Weakness clusters, Tobe process definition and map, process description activity level, Role&systems, Business Case

ST= BPM blueprinting=Sol approach per BP, Transf.Roadmap, Transf.IT Arch, Master Data, for Core+EHP+Composition+3rdparty

Cluster Weakness = group weakness by root causes (UI,Organization, …) Fit Gap analysis during Setup-Transition-CI but All Clusters must be solved during Design Phase

RACI = Accountable, Responsible,Consulted, Informed

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 16 INTERNAL

BPM130

Question sur contenu et role du RACI

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 17 INTERNAL

BPM process hierarchy modeland SOA composition

BPM process hierarchy model

Process Area

Process Group

Process

End-to-End Process

Process Step

Activity

SOA Domain Design - A service model structured in a logical way – comparable to a process structure.

Logical Service Model= set up the business service structure business domains, software-independent process components business services service operations

SOA Composition = Map Service Operation Candidates to Existing Services and Evaluate the Coverage Level the required services represented by the business perspective in respect to the provider model (i.e. the existing services in ESR/Enterprise Services Repository). Service gaps

Services to be extended Services to be developed

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 18 INTERNAL

BPM Approach

Opportunity Management

Project Engineering

Project Preparation

Project Preparation Deliverables

Business Process Scanning – Calibration

Business Process Scanning – As-Is Analysis

Value Management

Project Preparation

Data Management

Technical Solution Management

.. Business Blueprint

Blueprint Approach

Business Process Design and

Solution Transformation

Value Management in Business Blueprint

Data Management in Business Blueprint

Technical Solution Management in Business Blueprint

ARIS modeling

Integrated Solution Managementin Business Blueprint

Integrated Solution Managementin Business Blueprint

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 19 INTERNAL

Templates

Calibration

1.1 Understand High-Level Business Vision and Strategy Business Accelerator

“Product and Customer Ranking”

1.2 Identify business success factors• Business Accelerator

“Ranking of Business Success Factors”

1.3 Calibrate IT topics• Process Catalog

• Process Map

• Checklists: Application Architecture Technology Architecture Data Architecture Enterprise Information Architecture Functional and non-functional requirements f

or Architecture

1.4 Define High-Level As-Is Process Landscape• Process Catalog

• Process Map

1.5 Prioritize processes to be analyzed• Process Catalog

• Process Description

(As-Is) Analysis

2.1 Assess reference content• Process Map

• Process Catalog

• Process Description

2.2 Identify relevant process parameters and classifications

• Process Catalog

• Process Description

2.3 Document as-is processes• Process Description

• BPA Tool

• Process Expert Content

2.4 Analyze processes and identify weaknesses• Process Description

2.5 Identify interdependencies and cluster weaknesses• Process Description

2.6 Assess Prioritize weakness clusters• Business Accelerator

“Cluster Assessment”

2.7 Analyze as-is architecture• Process Catalog

• Process Description

• Technical Architecture Modeling

• Interface Inventory List (WBS 1.6.1 in Roadmap Composer)

• Technical Requirements Guide (WBS 1.6.2 in Roadmap Composer)

2.8 Consolidate roles, systems and information carriers

• Model Types Organizational Chart Information Carrier Modeling System/Application Modeling Software-Independent Business Object

Specification

2.9 Develop Business • Business Accelerator

Slide “Value Map”

• Business Case Questionnaire

• KPI Repository

(To-Be) Business Process Design and Solution Transformation

3.1 Develop Business Model (WBS 2.5.4)• Process Description

• Process Expert Content

3.2 Design To-Be Processes (WBS 2.5.4.4/2.5.4.5)• Process Catalog

• Process Description

• Process Expert Content

3.3 Detail To-Be Processes (WBS 2.5.4.5)• User-Centered Design Process

• Low Fidelity Mock-Up

• User Productivity Criteria & Success Factors

• Model Types

3.4 Elaborate Solution Tracks (WBS 2.5.5)• Process Description

3.5 Derive Adoptions of the Organizational Structure (WBS 2.5.3.1)

• Model Types Organizational Chart

3.6 Develop Organizational Transformation Roadmap (WBS 2.5.3.1)

• Process Catalog

• Process Description

• Model Types Organizational Chart

3.7 Identify Requirements for Data Governance (WBS 2.5.3.2)

• SOA Composition

3.8 Consolidate Roles and Information Carriers (WBS 2.5.3.3/2.5.3.4)

• Process Description

• Model Types Organizational Chart Information Carrier Modeling Master Data Requirement

3.9 Design To-Be Architecture (WBS 2.6.1)• Process Description

• Technical Architecture Modeling

3.10 Transform Architecture (WBS 2.6.1)• Process Expert Content

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 20 INTERNAL

ARIS

BPMN = Business Process Modeling Notation (BPMN) =

notation graphique standardisée pour modéliser des procédures d'entreprise dans un workflow

BPEL = Business Process Execution Language ( en XML, WDSDL)

langage de programmation destiné à l'exécution des Procédures d’entreprise

QQOQCCP

La procédure d’entreprise représente la manière de mettre en œuvre tout ou partie d'un processus métier.

Le processus représente le Quoi ?,

la procédure représente le Qui fait Quoi ?, Où ? Quand ? Comment ? Combien ? et Pourquoi

Event-Driven Process Chain (EPC)

Value-added Chain Diagram (VACD) – Typical Structure

Function Allocation Diagrams (FAD)

A method filter reduces the modeling alternatives in the ARIS tool

object types synchronized Functions

Transactions (Screens in ARIS)

Documents (only links KW Solman )

Master Data, Org-Units, User Roles(Solman)

•The ARIS House

The function

view

The process

view

The data view

•The output view products and services

• organizational

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 21 INTERNAL

BPM130

EPC doit toujours Démarrer par un Event et Finir dans un event

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 22 INTERNAL

BPM130

ARIS FILTERS, Template for SAP

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 23 INTERNAL

BPM130

A number of questions related to ARIS Synchronization with Solution manager for e.g. which objects in ARIS can be synched in solman. How many levels of processes are possible to synch from Aris into Solman? Which objects can be directly synched up?

Questions su les Value Chain Diagrams

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 24 INTERNAL

SOA100

La définition d’un ES Bundles revient souvent

REVISIONS

© 2011 SAP AG. All rights reserved. / Page 25 INTERNAL

REVISIONS