Database Reference
In-Depth Information
Agility Pattern 9
: The components of agile enterprises replicate components to provide the
desired capacity, load balancing and performance, fault tolerance, and variations on the
basic component functionality and behavior.
Agility Pattern 10
: The components of agile enterprises enable dynamic utilization of addi-
tional or reduced number of resources depending on the requirements.
Chapter 10, Section 10.1.3 “Enterprise Architecture” presents the current approaches to
enterprise agility and architecture that is embodied in post-Internet packaged applications like
SAP CRM.
7.1.4 Enterprise Change Management with SAP
Initiating change and confronting change are the two most important issues facing the enterprises
of today. The ability to change business processes contributes directly to the
innovation
bottom
line. The traditional concept of change management is usually understood as a one-time event.
But if an organization is looking for the capability not only to handle change management but also
management of changes on a continual basis, then CRM, like SAP, is a must!
SAP enables the essential changing of processes that are so critical to the success of the
enterprise. Business processes that
reside
or are internalized within an organization's employ-
ees are difficult to change simply because human beings naturally find it more difficult to
change. However, processes that reside within any computerized systems are easy to change (see
Chapter 1, Section 1.3.5 “Enterprise Change Management”).
7.2 enterprise BPR Methodology
In this section, we look at the full life cycle of an enterprise's BPM methodology. We will indi-
cate opportunities where SAP CRM can be of assistance in an ongoing BPM effort within the
enterprise:
Outsourcing is distancing the company from noncore but critical functions; as
against this re-engineering, which is associated with BPM, it is exclusively about the
core.
We present an overview of the seven steps in a BPM methodology. These steps are as follows:
1. Develop the context for undertaking the BPM and in particular re-engineer the enterprise's
business processes. Then identify the reason behind redesigning the process to represent the
value perceived by the customer.
2. Select the business processes for the re-engineering effort.
3. Map the selected processes.
4. Analyze the process maps to discover opportunities for re-engineering.
5. Redesign the selected processes for increased performance.
6. Implement the re-engineered processes.
7. Measure the implementation of the re-engineered processes.
