www.komus.de
Struktur Technologie Mensch Prof. Dr. Ayelt Komus
Success Factors And New Perspectives
Of BPM To Enable Scale
Process Summit Q4, 2012 Leading Processes to Enable Scale
October, 23rd, Wiesloch - Germany
Prof. Dr. Ayelt Komus BPM–Laboratory
University of Applied Sciences Koblenz www.komus.de
[email protected] www.twitter.com/AyeltKomus
2 www.komus.de © Ayelt Komus @AyeltKomus
Telegraphy
http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg
3 www.komus.de © Ayelt Komus @AyeltKomus
Telex
http://commons.wikimedia.org/wiki/File:Fornebu_telex_central.jpg
4 www.komus.de © Ayelt Komus @AyeltKomus
Fax Machine
http://commons.wikimedia.org/wiki/File:Fax-amarys.jpg
5 www.komus.de © Ayelt Komus @AyeltKomus
Mobile Phones (Nokia)
http://commons.wikimedia.org/wiki/File:Nokia_evolucion_tama%C3%B1o.jpg
6 www.komus.de © Ayelt Komus @AyeltKomus
Long-Term Technology
© pio3 - Fotolia.com
7 www.komus.de © Ayelt Komus @AyeltKomus
Long-Term Asset: Business Process Management
Department A
Department B
Department C
Department D
Top Management
Product 1
Product 2
Product 3
8 www.komus.de © Ayelt Komus @AyeltKomus
Long-Term Asset: Business Process Management
Department A
Department B
Department C
Department D
Top Management
Product 1
Product 2
Product 3
You can not not manage processes!
Good BPM is a sustainable business advantage!
9 www.komus.de © Ayelt Komus @AyeltKomus
How successful was your company compared to other companies in the industry?
82% ‘know’ or ‘believe’ their EBIT-margin is above industry average
0% 0% 0%
24%
35%
41%
0% 5%
10% 15% 20% 25% 30% 35% 40% 45%
BPM And Business-Success Go Hand-In-Hand
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
10 www.komus.de © Ayelt Komus @AyeltKomus
BPM-Survey: Managed BPM And Profit Margin
0,00%
5,00%
10,00%
15,00%
20,00%
25,00%
bis 2% 2-4% 4-6% 6-8% 8-10% 10-20%
20-30%
30-40%
40-50%
über 50%
Perc
enta
ge o
f Com
pani
es
Profit Margin
"Gezieltes BPM"'"Kein gezieltes BPM"
Source: BPM-Survey, Prof. Komus – FH Koblenz
Median
Managed BPM No managed BPM-Activities
Higher profit margin with managed BPM (Median 6-8% vs. 4-6%)
11 www.komus.de © Ayelt Komus @AyeltKomus
BPM + 6 Sigma: BPM And Profit Margin
Higher Profit Margins For BPM-Companies
Source BPM + Six Sigma study, FH Koblenz
12 www.komus.de © Ayelt Komus @AyeltKomus
How successful do you consider your company to be looking back at the last 3 years?
Company’s Success
2%
1%
6%
44%
38%
7%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
unbekannt - keine Meinung
deutlich weniger erfolgreich als andereUnternehmen der Branche
weniger erfolgreich als andere Unternehmender Branche
ähnlich erfolgreich wie andere Unternehmender Branche
erfolgreicher als andere Unternehmer derBranche
deutlich erfolgreicher als andere Unternehmender Branche
n=81
89% of BPM-study-participants are at least as successful as other companies in same industry
Quelle: Studie Qualität im BPM – www.q-in-bpm.info
much more successful
more successful
about as successful as other companies in industry
less successful
significantly less successful
uncertain – no opinion
13 www.komus.de © Ayelt Komus @AyeltKomus
www.
Status-Quo- Chemie- Pharma
.de
BPM-Laboratory
BPM Laboratory
www.
BPM6Sigma. de
Combination of BPM
with other methods
(esp. 6Sigma)
www.
IT-Radar .info
Today’s and future
topics In BPM and
ERP
BPM- Survey
BPM in SME
and large
enterprise
www.
Q-in-BPM .info
Quality. in BPM
BPM: Business Process Management ** www.bpmerp.de *** Worskhops/Trainings
www.
Status- Quo- Agile
.de
www.
BPM-ERP- Update
.de Praxis- forum
BPM&ERP**
BPM- Best
Practice Expert
Interviews with BPM-
Best Practice Companies
BPM-Umfrage (Studie) BPM-Check (Interactive Maturity Model) Empirical Studies
Practical Experience BPM-Expertise
14 www.komus.de © Ayelt Komus @AyeltKomus
Books
What are the success factors of
Wikipedia and other to learn from in the
field of BPM? How to use
Social Media in the organization?
What does the BPM of BPM-Best-
Practice-Companies look like?
BPM-Success Factors of Deutsche Bank, Miles & More, Bayer, Generali and
many other
Other Publiactions: www.komus.de/publikation
15 www.komus.de © Ayelt Komus @AyeltKomus
* Segmentation based on number of employees and turnover; difference to 100% due to rounding errors
BPM Best Practice-Study
Participants: Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG,
DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/ logistic service GmbH, EnBW Energie Baden-Württemberg AG, Finanz Informatik Technologie Service GmbH & Co. KG, Generali Deutschland Holding AG, Lufthansa Miles & More, Nordenia Deutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG, Watt Deutschland GmbH
Distribution by size*
• 63% – very large-scale enterprise (7 DAX-Companies) • 25% – large-scale enterprise (GU), • 13% – midsize companies (MU)
16 www.komus.de © Ayelt Komus @AyeltKomus
Success Factors
New Perspectives
To Enable Scale
Success Factors And New Perspectives To Enable Scale
17 www.komus.de © Ayelt Komus @AyeltKomus
4 Areas Of Successful BPM-Systems
Strategy
Structure Technology
People
18 www.komus.de © Ayelt Komus @AyeltKomus
Areas Of Successful BPM-Systems
Strategy
Structure Technology
People
19 www.komus.de © Ayelt Komus @AyeltKomus
BPM-Strategy-Alignment
82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy
Only 18% “systematic documented process” 65% “implicit process”
Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg
Best Practice BPM–Leaders have a very good understanding
of business needs and goals.
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
20 www.komus.de © Ayelt Komus @AyeltKomus
Immediate Value- In Short Term! ©
olly
- Fo
tolia
.com
© olly - Fotolia.com
21 www.komus.de © Ayelt Komus @AyeltKomus
Areas Of Successful BPM-Systems
Strategy
Structure Technology
People
22 www.komus.de © Ayelt Komus @AyeltKomus
Linking IT-Systems And Models
only 41% realized links between business models and IT-models only 25% realized links between IT-systems in production and business models BUT: 71%: development of IT-applications based on process-oriented methods
connection between
IT-systems and models is surprisingly poor
“Round-Trip” is not
very common yet. Exception: BPMS But more often than not BPMS-round-trips are not connected to “true” business modelling-world
Gartner‘s Businness Process Improvement Cycle
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
23 www.komus.de © Ayelt Komus @AyeltKomus
From Business To Technical Perspective Of Modelling
TIME
First workshop Before technical implementation
Diagrams: courtesy of Siemens
24 www.komus.de © Ayelt Komus @AyeltKomus
The Beauty Of Models
© Anna Khomulo - Fotolia.com
25 www.komus.de © Ayelt Komus @AyeltKomus
The Beauty Of Models
© Anna Khomulo - Fotolia.com
All Models Are Wrong
“Essentially, all models are wrong, but some are useful.”
George E. P. Box:
http
://en
.wik
iped
ia.o
rg/w
iki/F
ile:G
eorg
eEP
Box
.jpg,
abg
. 16.
4.20
12
Long-term-thinking is crucial! Who will maintain the process-model?
26 www.komus.de © Ayelt Komus @AyeltKomus
Areas Of Successful BPM-Systems
Strategy
Structure Technology
People
27 www.komus.de © Ayelt Komus @AyeltKomus
Process Managers
PMs are widespread (82%)
PMs with full line management competencies concerning employees in relevant processes only 12%
Pragmatic approach of combining process approach with existing managerial structures
0%
10%
20%
30%
40%
50%
60%
12%
59%
12%
0%
18%
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
28 www.komus.de © Ayelt Komus @AyeltKomus
BPM Center Of Excellence
BPM Center of Excellence in almost all Best Practice-Companies
No line management structure between Center of Excellence and process managers
Typical Tasks Definition of standards Centralized services Quality Management and Quality Assurance Responsible for Technical BPM-Infrastructure
Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png
Source: BPM Best Practice-Study – Prof. Komus – HS Koblenz
29 www.komus.de © Ayelt Komus @AyeltKomus
The Big Divide: Technical And Business BPM
© eurobanks - Fotolia.com
30 www.komus.de © Ayelt Komus @AyeltKomus
Areas Of Successful BPM-Systems
Strategy
Structure Technology
People
31 www.komus.de © Ayelt Komus @AyeltKomus
It’s The People, Stupid!
32 www.komus.de © Ayelt Komus @AyeltKomus
Defined Standards And Reality
33 www.komus.de © Ayelt Komus @AyeltKomus
Documented Real Life
InformSales
SE CaptureOrder
Routenot
investigated
New quoterequestfrom PM
New quoterequest fromcustomer
Requirementgeneratedas result of
capacityLinks PM Plans
Customer Requirements& SE Capture Order
Responsefiled
Dead end
CRF completedand
Links SE CaptureOrder & Issuer
Enter Order
IssuerEnter Order
Validation jobgenerated onCMC queue
Links Issuer EnterOrder & JC Order
Validation
Pass Missinginformationto Issuer
Links SE Resolves& Issuer Enters Order
NJRA closed
Links Issuer EntersOrder & NTE Task
Missinginformation
request (Issuer)
Links Issuer EnterOrder & SEResolves
601 task toWideband
planner
Links Issuer EnterOrder & Search
for Y Code
JC order
Missinginformation
request (JC)
Links chase missinginfo & order validation
Missinginformation
received (JC)
Links Issuer chasemissing info & JCOrder Validation
Links JC OrderValidation & NTE
allocation
NJRAclosed
Re-Issue601 Taskto WBP
Links JC OrderValidation &
Search for Y Code
NTE Tasks(129/532)
London/Glasgow
Y CodeSearchSlough/London
Input from Account Team
Receivecustomer
plans
Decide no neworders required
Dead end
Decide to placeorder with
tactical planner
Links PM plansCustomer Reqs &Tactical Planning
SEResolves
PM PlansCustomer
Requirements
Links Search for YCode & Q Mgr
selects NTE TaskA29/O532/O530
New job inqueue
Links Search for YCode & NTE Task
New Job inqueue
Links Issuer chasemissing info &
WBP Site Survey
Missinginfo received
WBPSite Survey
SE referCosting toCustomer
Issue RFsGlasgow/London
JC Respondto CREP
Links refer costingto customer &cancel order
Order
Customerconfirm
information toWideband
Links SE refercostings to customer& WBP Site Survey
Link to internal/external workgroups - not
modelled
Info sent tointernal/external
workpacks
Links WBP SiteSurvey & SE Refer
Costing toCustomer
Ancillary costinfo to SE
Links WBP SiteSurvey & Issue
RF's & JC Respondto CREP
154 atCOM
Job delayed
Links WBP Site Survey& JC Analyse Delay
Cancelorder
End
Ready toCREP
Links NSDRoute/Assign& JC Respond
to CREP
Task called toissuer
Issuer choosesto ignore so not
modelled
Links JC respondsto CREP & Issue
RF's Glasgow
CREPcomplete
NSD Route
JC AnalyseDelay
Allocate CoWLondon /Sheffield
SE AnalyseDelay
Route not investigated
Delay enquiryfrom customer
Links SE analyse delay& JC analyse delay
Progressrequestto JC(SE)
Ready forinstallation
Links Allocate COW &COW supervise external works
Links JC analysedelay & SEresponds toCustomer
Progress updateto SE
SE respondto Customer
Dead end
Links JC analysedelay & WBP
601 Task
INAC tasklive
Dead end - routenot investigated
Progress infopassed to WBP
Dead end - routenot investigated
Progress infopassed to NSD
Dead end - routenot investigated
Progress infopassed to PM
Dead end - routenot investigated
Progress infopassed to CSM
Supervise
Equipmentnot delivered
Not Modelled at Present- Non Fluid Process
Schemeinstalled &
commisioned
Links Supervise External /Contractor& Integrate Schemes
IntegrateSchemes
Input not Modelled
Incomingcall from field
engineer
CONFLive
Links Integrate Schemes& Configure Circuit/Resolve Problems
Link notModelled/investigated
Schemereferred to
NSD
Schemereferred to
CSP
Integrate scheme andTactical planning eEPCs
Configure CircuitResolve
Problems
WNEXlive after
WNEX task is triggered byCOSMOSS, once all othertasks have been completed
End ofProcess
TacticalPlanning
Links Supervise contract& Tactical Planning
RFs sent toCSP Contracts
RF's sent forFinancial
authorisation
Out of Scope - not Modelled
Supervise
Links DetailedPlanning
& Supervise Contract
DL proact jobon queue
Ready forinstallation
Links Supervise Contract& COW supervise
External Works
DetailedPlanning
Proact jobcomplete Not modelled
Links toExternal Works
carrying out DL works
PM reportsProject Status
IM FacilitiesDecisions
Capacityproblemraised
Links Supervise External Works/Contractor& IM facilities decisions
Requiresfurther
Investigation
IM Plan Sitesfor Capacity
Issuer chasesmissing info
Links WBP Site Survey &Issuer chase missing Info
Missinginformation
request (WBP)
Route, Assign& config 2Mbit
Circuits
SolutionPlanning
Budget
Links NTE Tasks (No Y Code)& JC Analyse Delay
Order in JobController's
Queue (Link)
NSD Q Managerchase missinginfo/clean data
Glasgow
Links WBP Site Survey& NSD Job Selection & Clean
010/O534live (Link)
Job assignedto NSD (Link)
Links NSD Job Selection/Clean& NSD Route /Assign
Links Route/Assign& JC Analyse delay
INJCin JCs
queue (Link)
Relevant NSDinformed of newproj order (Link)
Links Queue Manager selects NTE& Route/Assign Glasgow
154 Tasklive (Link)
Links NTE Tasks& WBP Site Survey
Links Issue RF Glasgow& Allocate COW
198/O912complete
Links WBP Site Survey& Issue RF's Glasgow
SDH2C formsent to NSD
(Link)
Account Teaminforms
Manager ofmajor project
Customerrequest (major
project)
Managerinformed
of major projectfrom other
SDH PMnot required
(End)
Missinginformation
passed to NSD(End)
Route not investigated
JC amend CDD
Feed into COSMOSSstatistics - Dead end
CDDamended
CDD can't
Feed into COSMOSSstatistics - dead end
INJCin JCs
queue (Link)
Links NSD Job selection/Clean& JC Analyse delay
Links Issuer chase missing info& WBP Site survey &WI
Missinginformationnot available
(WBP)
RF prepared(Link)
Links Issue RF's& Route & Assign
Job returnedto queue man
(Link)
Links Route/Assign& Queue Manager Chases missing details
Requiresfurther
Investigation
Requiresfurther
Investigation
Requiresfurther
Investigation
Form sent from Oswestry Capacity Managment
SDH23received
R&A taskcom'd
Link to COSMOSSglue and Config circuit
Other outputtbc
Slide courtesy of British Telecommunications plc
As-Documented Versus As-Is
34 www.komus.de © Ayelt Komus @AyeltKomus
BPM Training
12%
29%
41%
18%
0%
5% 10% 15% 20% 25% 30%
35% 40% 45%
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
Relevance of training is well understood among BPM Best Practice Companies
35 www.komus.de © Ayelt Komus @AyeltKomus
Culture Of Change
18% 18%
65%
0%
10%
20%
30%
40%
50%
60%
70%
2 / 3 of Best Practice Companies understand change as an accepted part of their corporate culture
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
36 www.komus.de © Ayelt Komus @AyeltKomus
Structure Technology
Process Ownership Center of Excellence
BPM-Success Factors
Strategy
Alignment with Business Value Success-Stories
Value-driven Loose
Coupling
Know-why Training Culture
People
37 www.komus.de © Ayelt Komus @AyeltKomus
Very Often Simple Things Make The Difference
Life Expectancy 1900: ~ 45 years – today: almost 80 years
Prof. Dr. med. Martin Exner, Institut für Hygiene und Öffentliche Gesundheit http://www.ihph.de/publikationen/Hygiene_oeffentlGesundhei.pdf, abg. 11.6.2012 http://commons.wikimedia.org/wiki/File:Operation_Medizin.jpg http://upload.wikimedia.org/wikipedia/commons/1/1b/OCD_handwash.jpg
Healing Medicine Hygiene and Public Health
5 years 30 years
38 www.komus.de © Ayelt Komus @AyeltKomus
Success Factors
New Perspectives
To Enable Scale
Success Factors And New Perspectives To Enable Scale
39 www.komus.de © Ayelt Komus @AyeltKomus
New Perspectives
Loose Coupling
Social Media
Agile
Success Factors And New Perspectives To Enable Scale
40 www.komus.de © Ayelt Komus @AyeltKomus
Loose Coupling – Learn From Construction Industry
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
Roller Bearing
http
://de
.wik
iped
ia.o
rg/w
iki/D
atei
:Deh
nung
sfug
e.jp
g
Expansion Joints
41 www.komus.de © Ayelt Komus @AyeltKomus Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Layers Of Models – Technology BPM
Technology BPM
42 www.komus.de © Ayelt Komus @AyeltKomus
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Layers Of Models In BPM (Technology And Business)
High Level Process Models
Business Process Landscape
Technology BPM
Business BPM
43 www.komus.de © Ayelt Komus @AyeltKomus
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Loose Coupling Of Models
High Level Process Models
Business Process Landscape
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
44 www.komus.de © Ayelt Komus @AyeltKomus
How To Put Loose Coupling Into Practice
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
Flexible Pointers (i.e. Wikis)
Social Links
Culture
Organisational Structure
Shared Process Oriented Goals (IT and PM)
Avoid Overengineering and Rigid Structures
* Process Manager
45 www.komus.de © Ayelt Komus @AyeltKomus
New Perspectives
Loose Coupling
Social Media
Agile
Success Factors And New Perspectives To Enable Scale
46 www.komus.de © Ayelt Komus @AyeltKomus
Availabilty Of Models And Grass-Root-Modeling
84%: Models are available for all employees and easy to read BUT: Development of models only together with specialists Process Models are not commonly used to support day-to-day-
work
Bottom-Up-Models stay in the desk drawer and have almost no connection to the ‘official’ process world
47 www.komus.de © Ayelt Komus @AyeltKomus
Example: Open Processes – Deutsche Telekom
Que
lle:
Apel
dorn
, And
reas
: Ope
n Pr
oces
ses
- Def
izite
des
kla
ssis
chen
Pro
zess
man
agem
ents
und
di
e W
ikim
anag
emen
t-Erfo
lgsf
akto
ren.
Pro
zess
Man
agem
ent 2
012,
25.
5.20
12 W
ien
BPM is NOT just producing lots of process-models!
Social Media – Tools and Methods – is key to involve staff involved in processes
48 www.komus.de © Ayelt Komus @AyeltKomus
New Perspectives
Loose Coupling
Social Media
Agile
Success Factors And New Perspectives To Enable Scale
49 www.komus.de © Ayelt Komus @AyeltKomus
3 things we wish were true… The customer knows what he wants The team knows how to build it Nothing will change along the way
3 Things….
3 things we have to live with…
The customer discovers what he wants The team discovers how to build it Many things change along the way
Based on Henrik Kniberg
http://commons.wikimedia.org/wiki/File:Change.jpg?uselang=de
50 www.komus.de © Ayelt Komus @AyeltKomus
Sucessful Scrum – Not Limited To IT-Development!
Sou
rce:
Err
etka
mps
, Hei
nz; Y
on, G
rego
ry: A
gile
Pro
duct
Dev
elop
men
t at J
ohns
on C
ontro
ls A
utom
otiv
e E
xper
ienc
e –
A S
ucce
ss S
tory
, Scr
um G
athe
ring,
Bar
celo
na O
ct. 2
012.
http
://w
ww
.scr
umal
lianc
e.or
g/sy
stem
/slid
es/1
19/o
rigin
al/
Clo
sing
Key
note
_Hei
nzE
rret
kam
ps&
Gre
gory
Yon_
Agi
leM
echa
nica
lPro
duct
Dev
elop
men
t.pdf
?134
9825
029
51 www.komus.de © Ayelt Komus @AyeltKomus
56% Overall Improvement In Designing Mechanism Parts
Que
lle: H
einz
Err
etka
mps
und
Rol
and
Frey
: Agi
le P
rodu
kten
twic
klun
g be
i Joh
nson
Con
trols
Au
tom
otiv
e Ex
perie
nce
– Ei
ne E
rfolg
sges
chic
hte
- SC
RU
M D
AY 2
012,
5. J
ULI
201
2, S
T. L
EON
-RO
T
Key Performance Indicator – Self Assessment of Team-Performance
52 www.komus.de © Ayelt Komus @AyeltKomus
Success Factors
New Perspectives
To Enable Scale
Success Factors And New Perspectives To Enable Scale
53 www.komus.de © Ayelt Komus @AyeltKomus
Structure Technology
Process Ownership Center of Excellence
BPM-Success Factors
Strategy
Alignment with Business Value Success-Stories
Value-driven Loose
Coupling
Know-why Training Culture
People
54 www.komus.de © Ayelt Komus @AyeltKomus
Loose Coupling
Social Media
Agile
New Perspectives
55 www.komus.de © Ayelt Komus @AyeltKomus
BPMS The Linking Pin To The Long Tail
Number of processes in certain period
Processes in order of frequency (highest left – lowest right)
‘classical’ Business IS
BPM Suites
Groupware/ CSCW*
* CSCW – Computer Supported Collaborative Work
Idea: Scherer, Siemens AG
© Prof. Dr. Ayelt Komus – FH Koblenz
56 www.komus.de © Ayelt Komus @AyeltKomus
New Possibilities With More Powerful BPMS-Technology
Number of processes in certain period
Processes in order of frequency (highest left – lowest right)
BPM Systems
Groupware/ CSCW*
* CSCW – Computer Supported Collaborative Work © Prof. Dr. Ayelt Komus – FH Koblenz
‚classical‘ Business IS
57 www.komus.de © Ayelt Komus @AyeltKomus
Automated Processes
source: http://news.bbc.co.uk/2/hi/uk_news/wales/7702913.stm
“I am not in the office at the moment. Send any work to be translated”
58 www.komus.de © Ayelt Komus @AyeltKomus
Questions?
www.komus.de www.bpmerp.de
www.it-radar.info www.bpm-erp-update.de
You‘ll Find Many Of My Presentations on www.komus.de/vortrag
Thank You For Your Attention
59 www.komus.de © Ayelt Komus @AyeltKomus
Save The Date
© alswart- fotolia
Praxisforum BPM und ERP (27.11.2012, HS Koblenz) Thema: Agile Methoden in IT- und Prozessmanagement www.bpmerp.de (Nur für Anwender – leider Warteliste)
Praxisworkshop: Scrum und Kanban im SAP- und Prozessmanagement 21. und 30.11.2012 - www.bpm-erp-update.de
Praxisworkshop: BPM-ERP-Udpate 2013: Chancen und Herausforderungen für Prozess- und SAP-Management in 2013 11.12.12 und 15.1.13 - www.bpm-erp-update.de
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