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Business Process Governance
Orchestrating the Management of BPM
White Paper - August 2005
Business Process Excellence
By Dr. Mathias Kirchmer
CEO, IDS Scheer Americas and JapanAffiliated Faculty, Center for Organized Dynamics,
University of Pennsylvania1055 Westlakes Drive
Berwyn, PA 19312610-854-6835 (phone)
610-854-7384 (fax)[email protected]
Table of Contents
Summary and Key Words . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Business Process Governance (BPG) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
What is Business Process Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Design of PBG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Implementation and Execution of BPG . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..18
Index of Figures
Figure 0: ARIS House of Business Process Excellence . . . . . . . . . . . . . . . . . . . . . . . 4
Figure 1: Process Governance:Managing Process Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Figure 2: Process Governance:Examples of Governance Processes for a Restaurant . . . . . . . . . . . . . . . . 6
Figure 3: Process Management:Examples of Restaurant Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Figure 4: Process Execution:Examples of a Restaurant. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Figure 5: Process Governance:Guidelines for Process Lifecycle Management . . . . . . . . . . . . . . . . . . . . . . 7
Figure 6: Drivers for Process Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 7: Enterprise Architecture Can EnforceProcess Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Figure 8: ”ARIS Architecture” Visualizes theArchitecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Figure 9: Application Architecture Driven by”Process Governance”. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Figure 10: Process Governance Drives the Process Factory . . . . . . . . . . . . . . . . . . . 14
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Business Process Governance
Summary
Business Process Governance (BPG) stands for the processes and guidelines focusedon the management of Business Process Management (BPM). Business trends, strategies, legal requirements and other aspects, like the use of standard software, drivethe design of Process Governance. Enterprise Architectures are used to apply andenforce the requirements of Process Governance. Governance Applications enable theimplementation and execution of Process Governance. BPG is a precondition for the useof next generation process automation environments and facilitates change management.
Key Words
ARIS, Business Process Factory, Business Process Management, Chief Process Officer(CPO), Compliance Management, Enterprise Architecture.
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Today, most enterprises use the concept of business process management (BPM) fornot only projects and short term initiatives, but as a general approach to achieve theirgoals, stay competitive, fulfill legal compliance requirements and maintain long-termsurvival. Concepts such as "the agile organization" or "the real-time enterprise" canonly be implemented based on BPM principles. Therefore, enterprises must firmlyestablish BPM as a permanent mainstay in their organization. For BPM to work effectively, organizations must orchestrate the "management" of BPM on a daily basis.Hence, a new term has emerged to address this orchestration - Business ProcessGovernance.
What is Business Process Governance?
Business Process Governance (BPG) is a set of guidelines and processes focused onorganizing all BPM activities and initiatives of an organization in order to manage the"BPM processes." BPM refers here to the management of the entire business processlifecycle, including design, implementation, execution and continuous improvement ofan organization's processes. The resulting governance processes provide the framework and reference point to guide organizational units of an enterprise andensure responsibility and accountability for adhering to the BPM approach. In its simplest terms, BPG can be considered the "definition" layer of BPM.
BPG ensures and guides the enterprise-specific execution of BPM. Therefore, generalprinciples for execution of strategies and management tasks must be consideredwhen defining BPG for an organization [31]:
Know your people and your businessInsist on realismSet clear goals and prioritiesFollow throughReward the doersExpand the capabilities of your employees
In order to develop BPG for an organization, it is crucial that the team in chargeknows the people and the business of an enterprise. It would not make sense todefine requests that do not meet the maturity level of the involved people and wouldtherefore not be executed. One must focus on realism when developing BPG guidelines and processes; otherwise, the guidelines are worthless. Within BPG, cleargoals and priorities must be set so that people involved in executing BPM activitiesare as effective and efficient as possible.
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Business Process Governance
BPG ensures that BPM activities are completed and the "doers," or people who gettheir BPM jobs done, are rewarded. This really makes BPM a living part of the organization. In order to ensure the necessary qualification of people involved in BPM,BPG should include guidelines for training and education to expand the capabilities ofemployees.
Governance processes are also business processes. Therefore, these processes canbe managed using the same frameworks (e.g., the ARIS House of Business ProcessExcellence - see Figure 0: ARIS House of Business Process Excellence) [2][3][8] andprinciples. General approaches of BPM are applied to the BPG process.
The Strategy Layer of the ARIS House of Business Process Excellence identifies anddefines BPG processes on a high level, including the architecture and strategic direction of BPG. Additionally, the areas in which BPG drives process innovation are identified. Based on those definitions, the governance processes are detailed in theProcess Specification layer. The result is a blueprint for the governance processesand guidelines of the Execution Layer. In the Controlling Layer, key performance indicators (KPIs) of the BPG processes are measured, enabling a continuous process improvement effort based on the comparison of as-is and to-be KPI values. KPIs forBPG could be the results of process audits or the efficiency of BPM activities.
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Figure 0: ARIS House of Business Process Excellence
The main goal of BPG is to ensure that BPM delivers consistent business results to satisfy and exceed the expectations of an organization. Thus, BPG "governs" BPM. Theinteractions between BPG, BPM and Process Execution are visualized in Figure 1: Process Governance: Managing Process Management.
An example of governance processes (in the format of event-driven process chains(EPC) [27]) is shown in Figure 2: Process Governance: Examples of GovernanceProcesses for a Restaurant. We have used a restaurant example because it is relatable and easy to understand for most people.
In this illustration, two governance processes are depicted. The first process requeststhe automation of a business process, but also requires the definition of a manualbackup process in order to reduce or eliminate the risk of process automation. Thesecond process presents the scenario for the manual process should the automationtechnology malfunction and the backup process need to be executed to ensure thedelivery of the process result. These governance processes encourage efficient, automated processes, while simultaneously mitigating the risk of process automation.These are just simple examples of BPG processes. Comprehensive procedural modelsfor BPM, such as ARIS Value Engineering (AVE), are examples of more sophisticatedBPG processes [23].
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Figure 1: Process Governance: Managing Process Management
Business Process Governance
On the Process Design level, those BPG processes lead to the design of process models for efficient automation while manually backing up the processes. Examplesare shown in Figure 3: Process Management: Example of Restaurant Processes.
In this example, a waiter takes orders from patrons and transfers them through a PDAdirectly to the bar and the kitchen for preparation. If the PDA malfunctions, the waiterexecutes the process manually with pen and paper. In both scenarios, the customerreceives the ordered products. However, the manual processes are more time-consuming, inefficient, susceptible to human error, and thus hamper productivity.
In reality, if a patron visits our restaurant, the processes are executed based on thedesigned processes. The models developed in our BPM design and implementationactivities are carried out. This is visualized in Figure 4: Process Execution: Examples ofa Restaurant.
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Figure 2: Process Governance: Examples of Goverance Processes for a Restaurant
Figure 3: Process Management: Example of Restaurant Processes
BPG is relevant for all phases of the business process lifecycle management:
Business Process DesignBusiness Process ImplementationBusiness Process ExecutionContinuous Business Process Improvement
Each phase of the lifecycle management is guided by BPG, leading to an overallorchestration of BPM. These guidelines may target the content of process models(e.g., identifying and mitigating risks) or purely formal aspects of BPM (e.g., each function of a process model must be assigned to the responsible and accountableorganizational unit or "rules" must be documented separately from the process models[28]). This is visualized in Figure 5: Process Governance - Guidelines for ProcessLifecycle Management.
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Figure 4: Process Execution: Examples of a Restaurant
Figure 5: Process Governance - Guidelines for Process Lifecycle Management
Business Process Governance
An example of a BPG guideline for process design is "identify operational risk inprocess models." A process implementation example is "deploy the related businessapplication software (ERP, SCM, CRM, etc.) to support the business processes" [16]."Any change in the process workflow has to be approved by the managers of theinvolved departments" is an example of a guideline for process execution."Benchmarks for process KPIs must be checked and updated every six months if necessary" guides the continuous process improvement.
The definition of BPG processes and guidelines for each phase of the process lifecycle can be used to drive an "execution-oriented" culture of an enterprise [31].BPG can set the stage for getting things done, as described previously.
An enterprise must define how BPG affects the organizational structure. BPG-relatedactivities may be centralized for the entire organization or decentralized (e.g., in business units). Alternatively, a combination of both extreme approaches can beapplied. The decision about the centralization or decentralization of BPG activities canbe made based on the same principles used in BPM [16]:
Coordination requirementsRelevant time periodsActuality of data (yearly, monthly, etc.)Data volume
In the case of a heavily decentralized BPM organization with decentralized BPG, itgenerally makes sense to define a minimum number of BPG guidelines and processesthat are applied across the entire organization. This ensures compliance with generallegal requirements avoids inconsistencies between business units and encouragesthe achievement of companywide synergies.
BPG for emergent processes is especially important. Emergent processes are business processes for which the outcomes are not obvious, so that participants mustcontinuously assess their situation and make real-time decisions about next steps. Asa result BPM and Process Execution occur in a very short time frame. BPG ensuresthat the emergent process stays on track, consistent with the traditional businessprocesses.
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Design of Business Process Governance
BPG is relevant on a strategic, tactical and operational management level. The designof BPG is driven through the following aspects:
General Trends, or "Mega Trends," such as globalization, mobility, or inter-enterprise processes in enterprise networks
Legal Requirements, such as Sarbanes-Oxley (SOX), Basel II or FDA regulations
Enterprise Strategies, e.g., customer centric organization, real-time business, cost reduction, highest quality standards or innovation
Other Corporate Factors, e.g., existing ERP systems, enterprise culture or regional locations
These BPG drivers are shown in Figure 6: Drivers for Process Governance.
Once the general drivers for BPG are identified, concrete requirements for the governance processes must be defined. The BPG drivers lead to guidelines that arethe basis for the definition of the governance processes. Some of those governanceprocesses can be used in all organizations within an industry sector or even acrossindustry boundaries - others are company-specific. Therefore, it is essential for eachenterprise to develop a specific BPG, suited to their specific culture and business situation.
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Figure 6: Drivers for Process Governance
Figure 7: Enterprise Architecture Can Enforce Process Governance
For example, a global organization must deal with cultural differences and other country variants in terms of business processes. The use of mobile devices mayrequest additional data consistency checks in processes. SOX or Basel II requires acertain risk management within an organization's business processes. Real-time business requires a flexible process design environment. A specific ERP system canlead to the use of appropriate best practice reference models for process designwithin BPM activities.
Formally, BPG can be applied and enforced through Enterprise Architectures (EA),such as the ARIS Architecture, the Zachman Framework or the Department ofDefense Architecture Framework (DoDAF) [10][25][26].
These architectures ensure that all relevant aspects of a business process areaddressed though BPG. The use of those architectures is enabled by special enterprise architecture software tools. BPG delivers the guidelines for filling thearchitecture framework with business, Information technology (IT) or other content.Consequently, the application of such a "governed" EA leads to the application of BPGin the BPM of an organization. This approach is visualized in Figure 7: EnterpriseArchitecture can be used to enforce Process Governance.
Business Process Governance
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To build an EA in an organization, the following activities must be completed:
Define architecture requirements (e.g., Which aspects of a process should be included: business, IT, legal, etc.?).Select the right existing EA framework (ARIS, DoDAF, Zachman, etc.).Tailor the selected architecture (Which information is needed in what level of detail?).Chose the suitable methods/notations (methods that deliver the necessary information, ease-of-use, etc.).Select the appropriate architecture software tool to implement the framework.
BPG delivers not only the input to all of the aforementioned steps, but also the resultsof the activities, which lead to additional governance guidelines and processes.
The ARIS Architecture is a widely used example of an EA [1][27]. BPG can be appliedto the various ARIS views of business processes:
Organization View: Who (e.g., people, departments, different enterprises) is involved in the process?Function View: What activities are carried out in the process?Data View: What data is necessary for or produced in the process?Deliverable View: Which deliverables are produced from the process?
Control View: How do all of the other views fit together?
Here are some examples for BPG guidelines targeting the various ARIS views:
Organization: "Organizational structures must be defined based on process principles, not on single functions."Function: "Each function of a process model must be detailed in a description that will be part of a job description."Data: "Data structures must be defined in the IDS Scheer ERM Format."Deliverable: "The deliverable of a process must provide inherent value for an internal or external client; these benefits must be fully described."Control: "The process models must be defined so job descriptions can be created automatically based on the interactions between organizational units and functions."
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Each view of the ARIS Architecture can be described (and guided by BPG) on the following levels:
BusinessIT specificationImplementation
The use of those architectures is enabled by special enterprise architecture softwaretools, such as the ARIS Toolset [17][29], as mention previously. In general, these toolscan be further used for resulting BPM tasks [30].
The types of information models used within such an EA are generally defined in anenterprise-specific way in a "Method Handbook." This is part of BPG and ensures theconsistent use of modeling methods across an organization.
Business Process Governance
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Figure 8: “ARIS Architecture” Visualizes the Architecture
DataData
OrganizationOrganization
FunctionFunctionProcess
Customer data
Order data
Sales data
Customer data
Order data
Sales data
Customerorder
Customer orderconfirmation
Customerorder
Sales services
Customerorder
Customer orderconfirmation
Customerorder
Sales services
Salesprocess
Ordertracking
Orderconfirmation
Salesprocess
Ordertracking
Orderconfirmation
Orderconfirmationgenerated
Customer orderconfirmation
Order data
employee
Customer order
received
Orderconfirmation
Sales
Orderconfirmationgenerated
Customer orderconfirmation
Order data
employee
Customer order
received
Orderconfirmation
Sales
Companymanagement
Production
Salesemployee
Productionplanner
Sales
Companymanagement
Production
Salesemployee
Productionplanner
Sales
Product/service
DataData
OrganizationOrganization
FunctionFunctionProcess
Customer data
Order data
Sales data
Customer data
Order data
Sales data
Customerorder confirmation
Customerorder
Customerorder
Customer orderconfirmation
Customerorder
Sales services
Salesprocess
Ordertracking
Orderconfirmation
Salesprocess
Ordertracking
Orderconfirmation
Order
Customer orderconfirmation
Order data
employee
Customer order
received
Order Sales
Orderconfirmationgenerated
Customer orderconfirmation
Order data
employee
Customer order
received
Orderconfirmation
Sales
Company
Salesemployee
Productionplanner
Sales
Company
Salesemployee
Productionplanner
Sales
Product/service
Company
Salesemployee
Productionplanner
Sales
Companymanagement
Production
Salesemployee
Productionplanner
Sales
Product/service
Implementation and Execution of Business Process Governance
The implementation and execution of BPG is enabled by governance applications (e.g., SOX Audit Management Systems), similar to how BPM is supported by BPM applications (e.g., Process Design Tools or Rules Engines) and how actual processesare executed by business application software (e.g., ERP, SCM or CRM systems andother automation technologies). An example of application architecture driven by BPGis demonstrated in Figure 9: Application architecture driven by "Process Governance."
BPG applications require specific implementation approaches. While the general concepts of a process-oriented implementation of standard software can be utilized[16], the following specific aspects should be included in the BPG applicationapproach:
Close integration with BPM tools (e.g., A BPG application could be a module of a BPM tool carrying out a consistency check of process models.)Documentation requirements to proof the compliance with BPG processes and guidelines (e.g., Executing SOX relevant checks is not enough; these requirements must be documented and managed.)Change Management to make BPG part of the overall enterprise culture(e.g., BPG guidelines may also need to be applied "manually" by employ ees working on BPM initiatives; thus, BPG tools simply deliver the necessary information.)Other aspects (e.g., the requirement to use formal methods and tools)
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Figure 9: Application Architecture Driven by “Process Governance”
Business Process Governance
Current BPG applications on the market focus on various aspects of legal compliancemanagement (e.g., ensuring SOX compliance). Since the management of legal compliance is independent of specific laws, a general compliance management system may be applied and configured according to specific legal requirements. Thisfurther increases the efficiency of the implementation of BPG applications for legalrequirements.
BPG serves at the foundation for building and running a Business Process Factory[7][8]. This "factory" is visualized in Figure 10: Process Governance drives the ProcessFactory. The Business Process Factory ensures an efficient and effective use of business process orientation as general management paradigm.
BPG delivers the following major input to the process factory:
Governance processes and guidelines (including procedural reference models [24])Process Reference models that reflect standards or best practices to be applied [15]Enterprise architecture and structural framework for all process models and related information models
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Figure 10: Process Governance Drives the Process Factory
The reference models delivered by BPG are stored in the Business ProcessWarehouse, the repository containing all process information. Governance processesand guidelines can also be stored in the process warehouse. The EA and related documents (e.g., the method handbook) guide the structure and use of the warehouse.This ensures that all process models in the process warehouse are consistentlydefined and can be used to achieve overall enterprise goals.
Based on the content of the process warehouse (e.g., software reference models),enterprise-specific process models are developed. If no suitable content is available inthe warehouse (for "new" processes, reflecting "next business practices"[8]), process models are created and guided by BPG. In any case, the enterprise-specificprocesses are also stored in the process warehouse for re-use in future initiatives.Enterprise-specific processes may be developed within a process improvement initiative, and reused for the selection and implementation of appropriate applicationsoftware. In the future, these same models may be used for risk management, qualityassurance or enterprise integration projects.
A business process factory can evolve over time and be deployed with every newprocess initiative. It is imperative that those initiatives are driven by the defined BPG,which can be fluid and modified as necessary. The enterprise-specific businessprocess models developed in the process factory enable both the process automationtechnologies [7][8], as well as the necessary change management [5][6].
BPG is an important pre-condition for the use of next generation process automationenvironments, based on enterprise service architectures (ESA) [4][18][19]. BPGensures that business process models developed in BPM activities drive the configuration of such automation tools (e.g., using BPML/BPMN [11][12] or BPEL[13]).This makes BPG ideal for inter-enterprise collaboration projects for ensuring businessand technical communication standards [9][20].
BPG also defines the modeling standards and optimizes the BPM characteristics forchange management (including information, communication and training for employees [6]). BPG can enhance the positive reception and acceptance of changemanagement for specific organizational target audiences by ensuring that BPM delivers easy-to-understand process models that can be used in information, communication and training activities. BPG can ensure the use of a common "languageof change" in the form of information models.
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Business Process Governance
Therefore, BPG is a key element of operational and tactical enterprise management.It ensures the appropriate and targeted use of BPM throughout the entire businessprocess lifecycle.
The design and implementation of BPG may be assigned to one or several specialized organizational units of an enterprise, such as a center of process excellence. These units gather and structure the strategic requirements for the BPMof an organization. The resulting BPG guidelines and processes are then rolled outand assigned to the appropriate departments that potentially own specific components. The overall responsibility for BPG could be in hands of a "Chief ProcessOfficer" (CPO) [24].
The quality and effectiveness of BPG can be controlled through the measurement ofKPIs, as explained previously. The KPIs can be specific audit results (e.g., certifications) from external or internal auditors or they can be results from measuring BPM processes (e.g., the cycle time from the request for a new processdesign until its implementation). In that case the KPIs may even be measured automatically through tools like the ARIS Process Performance Manager [17].
BPG ensures consistent and focused BPM across the entire enterprise and the ultimate result is long-term business success.
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Abbreviations
ARIS - Architecture of Integrated Information SystemsAVE - ARIS Value EngineeringBPEL - Business Process Execution LanguageBPM - Business Process ManagementBPML - Business Process Modeling LanguageBPMN - Business Process Modeling NotationBPG - Business Process GovernanceCPO - Chief Process OfficerCRM - Customer Relationship ManagementDoDAF - Department of Defense Architecture FrameworkEA - Enterprise ArchitectureEPC - Event Driven Process ChainERP - Enterprise Resource PlanningFDA - Food and Drug AdministrationIT - Information TechnologyKPI - Key Performance IndicatorPDA - Personal Digital AssistantSCM - Supply Chain ManagementSOX - Sarbanes-Oxley
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Business Process Governance
References
[1] Scheer, A.-W.: ARIS - Business Process Frameworks. 2nd edition, Berlin, New York, and others 1998.[2] Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M.: Business Process Excellence - ARIS in Practice. Berlin,New York, and others 2002.[3] Jost, W., Scheer, A.-W.: Business Process Management: A Core Task for any Company Organization. In: Scheer,A.-W., Abolhassan, F., Jost, W., Kirchmer, M.: Business Process Excellence - ARIS in Practice. Berlin, New York,and others 2002, p. 33-43.[4] Kalakotta, R., Robinson, M.: Service Blueprints - Roadmap for Execution. Boston, New York, and others 2003.[5] Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M.(editors): Business Process Change Management - ARIS inPractice. Berlin, New York, and others 2003.[6] Kirchmer, M., Scheer, A.-W.: Change Management - Key for Business Process Excellence. In: Scheer, A.-W.,Abolhassan, F., Jost, W., Kirchmer, M. .(editors): Business Process Change Management - ARIS in Practice.Berlin, New York, and others 2003, p. 1-14.[7] Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. .(editors): Business Process Automation - ARIS inPractice. Berlin, New York, and others 2004.[8] Kirchmer, M., Scheer, A.-W.: Business Process Automation: Combining Best and Next Practices. In: Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. .(editors): Business Process Automation - ARIS in Practice. Berlin,New York, and others 2004, p. 1-15.[9] Kirchmer, M.: e-Business Process Improvement (eBPI): Building and Managing Collaborative e-BusinessScenarios. In: Callaos, N., Loutfi, M., Justan, M.: Proceedings of the 6th World Multiconference on Systemics,Cybernetics and Informatics. Orlando 2002, Volume VIII, p. 387-396.[10] O'Rourke, C., Fishman, N., Selkow, W.: Enterprise Architecture using the Zachman Framework. Boston 2003.[11] cf. BPMI (Ed.): Business Process Modeling Language - BPML 1.0 Specification 2003. In: BPMI.org[12] cf. BPMI (Ed.): Business Process Modeling Notation - BPMN 1.0 Specification 2003. In: BPMI.org[13] cf. Thatte, S. (Ed.): Business Process Execution Language for Web Services [BPEL4WS] 05/05/2003. In:XML.coverpages.org[14] cf. Kirchmer, M.: Market- and Product-Oriented Definition of Business Processes. In: Elzina, D.J., Gulledge,T.R., Lee, C.-Y. (Ed.): Business Engineering. Norwell 1999, p. 131-144.[15] cf. Kirchmer, M., Brown, G., Heinzel, H.: Using SCOR and Other Reference Models for E-Business ProcessNetworks. In: Scheer, A.-W., Abolhassan, F., Jost, W., Kirchmer, M. (ed.): Business Process Excellence - ARIS inPractice. Berlin, New York, and others 2002, p. 45-64.[16] cf. Kirchmer, M.: Business Process Oriented Implementation of Standard Software - How to AchieveCompetitive Advantage Efficiently and Effectively. 2nd edition, Berlin, New York and others 1999.[17] cf. IDS Scheer AG (ed.): The ARIS Process Platform. In: ids-scheer.com, 11/2003. [18] cf. Woods, Dan: Enterprise Service Architectures. Beijing, Cambridge, Koeln, and others 2003.[19] cf. Bruckert, S., Grasman, D.: The Benefits of SAP Net Weaver. In: SAP AG (ed.): SAP Info - Quick Guide: SAPNetWeaver - The Power of Lower TCO, 4/2003, p. 8-9.[20] cf. Kirchmer, M.: E-business process networks - successful value chains through standards. In: Journal ofEnterprise Management, Vol. 17 No. 1, 2004.[21[ cf. Scheer, A.-W., Kirchmer, M.: Business Process Excellence and OR. In OR/MS Today, Volume 31, Number 2,4/2004.[22] cf. Crosman, P.L.: Repeat to succeed. In: transformmag.com, 12/1/2004.[23[ cf. IDS Scheer AG (ed.): ARIS Value Engineering - Ansatz. Whitepaper, Saarbruecken 4/2004.[24] cf. Jost, W.: Vom CIO zum CPO. In: Harvard Business Manager, 9/2004.[25] cf. Lapkin, A.: The seven fatal mistakes of Enterprise Architecture. In: Gartner Research publication, ID-Number: G00126144, 2/22/2005.[26] cf. McGovern, J., Ambler, S.W., Stevens, M.E., Linn, J., Sharan, V., Jo, E.K.: A Practical Guide to EnterpriseArchitecture. Upper Saddle River, 2004.[27] Scheer, A.-W.: ARIS - Business Process Modeling. 2nd edition, Berlin, New York, and others 1998.[28] Scheer, A.-W.: Orchestrating Business Process Excellence. In: IDS Scheer North America (ed.):Documentation of ProcessWorld 2005, Berwyn 2005.[29] James, G.: Magic Quadrant for Enterprise Architecture Tools. Gartner Research 12/04.[30] Sinur, J.: The Magic Quadrant for BPA. Gartner Research 2004.[31] Bossidy, L., Charan, R.: Execution: The discipline of getting things done. New York, NY, 2002.
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About IDS Scheer North AmericaIDS Scheer is the leading provider of solutions for business process excellence. The company's ARIS-based solutions offer a complete portfolio for "Business Process Excellence," including the services, software and methods to address all phases of the business process lifecycle: design, implementation, execution and continuous improvement. From small/medium enterprises to Global 1000 organizations, IDS Scheer provides a wide array ofsolutions to help customers optimize, and profit from, their investments in Supply Chain Management (SCM),Customer Relationship Management (CRM), Enterprise Resource Planning (ERP), and Next Generation BusinessProcess Automation solutions. As an SAP Global Partner and a Microsoft Gold Certified Partner, IDS Scheerenables customers to maximize their ERP investment and build winning businesses. As part of an organization ofmore than 2000 employees worldwide and over 250 in North America, IDS Scheer is built upon a foundation of business process excellence that began when the company was founded in 1984 by August-Wilhelm Scheer, widely recognized as a founding father of Business Process Management. For more nformation on IDS ScheerNorth America, visit http://www.ids-scheer.com/us.
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