PAS SI SUPPORT BUSINESS. Mauro Pozzan.

Transcrição

1 SUPPORT BUSINESS Mauro Pozzan

2 2 WHAT WOULD YOU CHANGE if the Management would implement an ERP-system for a second time? 80 % 65 % 60 % More attention to the process optimization Go ahead intensively and systematically According to the company goals Pay more attention to the area spanned cooperation Within the concepts 55 % Provide simultaneous implementation of a Management Information System 50 % 45 % 35 % 35 % 30 % 20 % Enlist the project management out of the relevant department intensify trainings Stronger including of the works council Enforce changes more courageously Better proofs of economy Avoid big-bang implementations [Computerweek (Germany)] IDS Scheer AG

3 BUSINESS LEADER PRIORITIES ARE CLEAR turnover Cash flow EBIT Customer satisfaction Delivery reliability Process cost Cycle time error rate OPERATIONAL EXCELLENCE

4 4 "KEY INSIGHTS" ABOUT BUSINESS PROCESSES Dr. Michael Hammer IDS Scheer ProcessWorld 1. "A bad process is better than the process!" "A process bad It is best of what none process" 2. "A good process is better than a bad process!" "A good process is better than a bad case! " 3. "Even a good process can be made better!" "Even a good process can be improved! "

5 BUSINESS PROCESS MANAGEMENT Who? BPM roles & organization As? methodologies BPM Preparação do Projeto Foco Negócio Alinhamento 1.1 Identificar os fatores de sucesso do negócio 1.2 Definir o nível macro do processo 1.3 Avaliar processos e priorizar os processos que devem ser analisados Foco Solução Análise Desenho Solução As-Is To-Be Transformação 2.1 Agrupar processos de 3.1 Desenvolver a 1a solução 4.1 Identificar os referência para: para todos os pontos componentes/sistemas/s Grupo I (processos fracos relevantes erviços necessários para de referencia que 3.2 Desenvolver o modelo suportar os processos podem ser detalhado do processo To-Be adaptados) To-Be 4.2 Mapear os processos To- Grupo II (variantes 3.3 Documentar o processo Be com as Soluções e necessárias) To-Be Serviços existentes Grupo III (sem 3.4 Identificar os ajustes 4.3 Analisar os dados referência) necessários na estrutura mestres e 2.2 Definir as variantes do organizacional organizacionais Grupo II de processos 3.5 Elaborar o plano de ação 4.4 Definir a arquitetura do 2.3 Identificar os parâmetros para a transformação sistema relevantes do processo 4.5 Defiinir os serviços 2.4 Capturar o processo As-Is necessários 2.5 Identificar pontos fracos e dores 2.6 Identificar interdependências e pontos fracos 2.7 Acesse e priorize os pontos fracos Realização Company specific BPM Governance Processos devem ser analisados detalhadamente Comparar 1:1 os processos de referencia (Grupo I) Variantes (Grupo II) Priorizar pontos fracos (Grupo III) Documentação dos Cobertura sistêmica processosto-be Estrutura Organizacional To- Be As? Integrated method With? Tools Because? Objectives / Strategy Integrated Architecture information systems Company specific

6 MATURITY level 5 Level 2 Level 3 Most processes organized Level 4 Processes are managed Processes with continuous improvement Level 1 Some organized processes No organized processes Need Transformation culture heroes Processes are improved in the working group or department Processes are organized and redesigned at the enterprise level Processes are measured and managed systematically Process teams with continuous improvement new features Reduction and control of IT costs Reducing time-to-market documented processes responsible business fast and effective change processes reactive change to real time Increased transparency Business Optimization quality enhancement in the decision Optimization between the business and IT areas

7 LONG WAY EXCEL VALUE CHAIN Processes Initiatives CONTRACTS VISIO ARIS RESOURCE MANAGEMENT REPORTS Projects Resources MS PROJECT ERP SYSTEM EXCEL CUSTOM APPLICATION RE-KEY Tests Governance, Risk & Compliance Request Management EXCEL Knowledge Management & Business Intelligence

8 SHORT WAY Processes Initiatives Projects Resources UNIFIED DATA BASE SPECIALIST SYSTEMS Tests Governance, Risk & Compliance Request Management Knowledge Management & Business Intelligence

9 9 LIFT Support, it is the ability to sustain or support one or more conditions, displayed by something or someone. It is a characteristic or condition of a process or a system allowing their stay, at a certain level for a certain period. important points of support: 1. Business Value Chains 2. Business Process 3. Documentation 4. Information Security (SoD) 5. Methodological procedures 6. Indicator Management 7. Risk management 8. Tools 9. Training 10.Change Management

10 WHAT IS PAIN? important points of support: Implementation Operation Optimization 1. Business Value Chains 2. Business Process 3. Documentation 4. Information Security (SoD) 5. Methodological procedures 6. Indicator Management 7. Risk management 8. Tools 9. Training 10. Change Management Subtitle Critical Attention Control