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In-Depth Information
it is essential to address key success factors and establish a clear and shared set of expectations for
program value creation; achieve a rapid program launch with effective value-based governance;
make the business case actionable and measureable by defining design imperatives, key perfor-
mance indicators (KPIs), and process performance indicators (PPIs); establish ongoing value man-
agement discipline to ensure that the Business Blueprint phase and the subsequent implementation
reflect design imperatives.
13.3.2 Business Process Management Considerations
The purpose of the business process management work stream is to work with value determination,
build a high-level to-be business process map, deliver the business scenario design, and implement.
The work-stream deliverables are enhanced to expand on the business case and ensure that the
value drivers are incorporated into the solution design. In addition to identifying the value drivers,
key process changes are also identified for input into the solution transformation that is a part of
the Business Blueprint BPM work stream. The creation of business process maps helps the project
team to verify the agreed-upon scope of the project and provide inputs for the Business Blueprint
workshop content. Business process maps provide the framework for business process modeling
and, therefore, help to control the scope of the project. Decomposition of the business scenarios
during project preparation is the starting point and acts as the foundation for the detailed business
process decomposition that takes place during the Business Blueprint stage.
13.3.3 Service-Oriented Architecture (SOA) Considerations
The decision to implement SOA usually represents an important architectural paradigm shift for
a company—within both the business and IT organizations. The burden of SOA implementa-
tion typically falls most heavily on the organizational side of the business, where new skills and
responsibilities have to be introduced along with focused attention to the business requirements
including new IT capabilities and to tighter relationship between IT and business.
The enterprise must establish an enterprise service-oriented architecture strategy and gover-
nance to ensure the success of your project. Effective enterprise SOA strategy and governance
calls for a holistic management approach that integrates and aligns the corporate business strat-
egy, the IT strategy, and the planning and operational activities associated with enterprise SOA
solutions—an approach that encompasses people, processes, and technologies. In most compa-
nies, IT governance can be used as part of the foundation for enterprise SOA governance. But
enterprise SOA governance is much more; it involves organizational structures, skills, and proce-
dures aligned with business needs.
13.4 Success Patterns for SAP implementation Projects
The concept of patterns was introduced by Christopher Alexander in the late 1970s in the field of
architecture. A Pattern describes a commonly occurring solution that generates decidedly success-
ful outcomes.
It is logical at this stage to summarize the lessons learned from past SAP implementation
projects in the form of a checklist that can be referred easily. It should be noted that these patterns
are applicable for SAP implementations envisaged for the Millennium Enterprises, by which I
