- 1 -Project Team Workshop: Business Process DesignProprietary & Confidential- 2 -Meeting Agenda1:30 1:40 Meeting Agenda and Objectives1:40 2:00Introduction to Business Process Design2:00 2:45Review of Business Process Design Deliverables: What They Are and How to Complete Them2:45 3:00Break3:00 4:30Business Process Design WorkshopsIntroductionIntroductionProprietary & Confidential- 3 -Meeting ObjectivesTo review the purpose and approach for business process design activitiesTo discuss and review the business process design deliverables in detail to ensure timely and consistent completionTo review the approach for Business Process Design Workshops (preparation, facilitation and follow-up activities)To surface questions, issues and concernsIntroductionIntroduction- 4 -Introduction to Business Process DesignProprietary & Confidential- 5 -Overview of Business Blueprint Activities Define SAP HierarchyThe Big PictureThe Big PictureEstablish/ Confirm Strategic IntentDesign To-Be Business ProcessesConduct SAP Fit-Gap AnalysisDetermine Initial Report/Output RequirementsSurface and Track Quick Hit OpportunitiesDesign To-Be Business Process Performance MetricsDesign and Manage DataOctoberNovemberDecemberJanuaryDefine Process and SAP ScopeConduct Team WorkplanningWe Are HereProprietary & Confidential- 6 -Key DefinitionsWhat is Business Process Design?The determination, definition and detailed description of Company Xs to-be business processes, i.e. how, where, and when business processes will be performed in the future.Introduction to Business Process DesignIntroduction to Business Process DesignWhat is a Business Process?A recurring set of actions that produce value for a customer by transforming some set of inputs into some set of outputs.“Time-based (Month-end closing process, annual planning process)Event-triggered (Customer inquiry process, new product introduction)Proprietary & Confidential- 7 -OPerform Order ManagementO-020Capture OrdersO-030Process OrdersO-040Calculate OrderPrice and MaintainCustomer/OrderDataO-050Manage CustomerCredit ExposureO-060Manage andTrack OrdersO-070ManageBackordersO-090Pick OrdersO-100Pack OrdersO-110Plan/ManageShipping/DeliveryO-120Ship/DeliverOrdersO-130Bill RevenueO-140Process ReceiptsO-150ManageCollectionsO-160Manage RebatesO-170ManageChargebacksO-010Develop OrderFulfillmentStrategyO-045Develop and Maintain Customer Credit LinesO-180Manage DeductionsBusiness processes can be decomposed into lower levels of detailLevel 1: ProcessLevel 2: SubprocessesLevel 3: ActivitiesProcess Standard OrderProcess Service Contract OrderReceive and Route Customer Purchase OrdersMatch Customer PO to OrderCheck Customer PO Against Configured OrderContract Customer and Resolve PO DiscrepanciesApprove/Release OrderIntroduction to Business Process DesignIntroduction to Business Process DesignSubprocess: A logical grouping of activities resulting in a workflow with multiple inputs and outputs which often involves multiple people and departments.Activity: A discrete action, or set of actions, that has specific inputs and specific outputs which can require a single individual or multiple people to complete. Task/Transaction: A single step or action performed by an individual. It typically has a very specific input and output and can be performed in a short period of time. Level 4: Task/ TransactionCreate Standard OrderProprietary & Confidential- 8 -Business process design activities and decisions are captured in a set of deliverables Introduction to Business Process DesignIntroduction to Business Process DesignBusiness Process Model, aka Company XPrint: A visual representation, at the highest level, of Company Xs to-be business processes and subprocesses. Process and Subprocess Profiles: Summary descriptions of the key objectives, characteristics and design implications of each process and subprocess.Proprietary & Confidential- 9 -Business process design activities and decisions are captured in a set of deliverablesActivity Flow Diagrams: For each subprocess, a pictorial representation of the flow of activities in the future.Activity Profiles: Detailed descriptions of each activity, including purpose, business requirements, triggers, inputs, outputs and variants.Introduction to Business Process DesignIntroduction to Business Process DesignProprietary & Confidential- 10 -Business process design activities and decisions are captured in a set of deliverablesIntegration Matrix: A summary listing of the key linkage/integration points both within and across the process threads.Policy Matrix: A summary listing of policy additions or changes that are required to support the business process designs. Introduction to Business Process DesignIntroduction to Business Process DesignProprietary & Confidential- 11 -Business Process Design activities and decisions are captured in a set of deliverablesBusiness Process Master List (BPML): A systems requirement representation of the project scope - business processes, subprocesses, activities and R/3 transactions. It facilitates configuration and testing by providing direct links to the R/3 and Business Process Procedures (BPP) documentation.Introduction to Business Process DesignIntroduction to Business Process DesignSAP Question & Answer Database: Written responses to selected questions from the QAdb which will help to drive system design and configuration decisions in the next phase. Proprietary & Confidential- 12 -Why is Business Process Design important?To translate business goals, objectives and requirements into actionTo capture improvement opportunitiesTo develop and communicate a detailed roadmap for how work will be done in the futureTo provide input to and lay the foundation for parallel and future project activitiesIntroduction to Business Process DesignIntroduction to Business Process DesignProprietary & Confidential- 13 -To-Be Business Process Design Conduct SAP Fit-Gap AnalysisRefine Initial Report/Output RequirementsSurface and Track Quick Hit OpportunitiesRefine To-Be Business Process Performance MetricsDesign and Manage DataBusiness Process ModelProcess/Subprocess ProfilesActivity Flow DiagramsActivity ProfilesIntegration MatrixPolicy MatrixSAP QAdbBPMLConfigure SAPDevelop Business Process ProceduresDevelop Reports, Forms, EnhancementsDevelop End-User Training MaterialsConduct Role MappingConduct Unit and Integration TestingBusiness Process Design activities and deliverables provide input to Introduction to Business Process DesignIntroduction to Business Process Designsubsequent activities during Business Blueprintand future activities during RealizationProprietary & Confidential- 14 -Overview of Approach for To-Be Business Process DesignEstablish Design/Workshop ScheduleSelect/Invite Workshop ParticipantsExecute All Workshop Preparation ActivitiesDevelop First Round To-Be Business Process DesignsConduct Workshops and Gather Input to Process Design DeliverablesConduct Follow-Up Validation Meetings/Sessions as RequiredResolve Open Questions and IssuesUpdate/Finalize Business Process ModelUpdate/Finalize Process and Subprocess ProfilesUpdate/Finalize Activity FlowsUpdate/Finalize Detailed Activity ProfilesCreate/Finalize Policy MatrixCapture answers to QAdb questions Conduct Linkages/Integration Meeting 1Populate Master Linkages/Integration IndexConduct Socialization MeetingsConduct Linkages/Integration Meeting 2Update/Finalize Master Linkages/Integration IndexIntroduction to Business Process DesignIntroduction to Business Process DesignPrepare for and Conduct Design WorkshopsUpdate Process Designs Validate Process DesignsLink Process Designs to SAPFinalize/assemble Company XPrint Initialize QAdbLoad Company XPrint into QAdbIdentify baseline scopeGenerate Business Process Master List (BPML)- 15 -Review of Business Process Design DeliverablesProprietary & Confidential- 16 -Review of Business Process Design DeliverablesReview of Business Process Design DeliverablesBusiness Process Model, aka Company XPrintProprietary & Confidential- 17 -Future State ElementsFuture State ElementsInsert the key attributes/requirements for the future process that need to be addressed in the business process design. Business Definition/ObjectivesBusiness Definition/ObjectivesInsert the definition, goals and key objectives of the process.Technology ImplicationsTechnology ImplicationsInsert potential technology implications (e.g. interfaces, enhancements/bolt-ons, data conversion, security/ authorizations)Performance MeasuresPerformance MeasuresProcess LinkagesProcess LinkagesIdentify potential people implications (e.g. role changes, skill requirements, training needs)People ImplicationsPeople ImplicationsKey ChangesKey ChangesIdentify integration/touchpoints with other processes.List the key metrics that can be used to measure the performance of the business process. List the key shifts or changes in moving from the current state to the desired future state. Review of Business Process Design DeliverablesReview of Business Process Design DeliverablesProcess ProfileProprietary & Confidential- 18 -Future State ElementsFuture State ElementsLaunching of innovative products optimized for delivering high margin and profitFast, accurate techniques to assess volume and profit potential of new product ideasGreater integration and collaboration across functions in project design stagesLeveraging of technology broker for faster prototype development processes Concept development inclusive of customer and consumer requirementsGlobal new product ideas versus US-centricProducts launched with minimal rework requiredA strategy for protecting and capitalizing intellectual propertyProducts developed in one half the timeBusiness Definition/ObjectivesBusiness Definition/ObjectivesThis process manages the development of innovative new products from idea generation through commercialization in order to accelerate sales growth.Technology ImplicationsTechnology ImplicationsBest practice planning tool (e.g. QFD)Common data definition and global access across functions Decision making tools to identify global potential of disruptive new product ideas Searching capabilities to locate and adapt existing products and technology (information sharing & consolidation)Performance MeasuresPerformance MeasuresProcess LinkagesProcess LinkagesNew skills:Consumer-centricConceptual thinkingRisk toleranceCommunicationCommon objectives and reward systems across functional organizations (at all levels)Transition to process driven development cycle vs. relationship drivenPeople ImplicationsPeople ImplicationsKey ChangesKey ChangesMarket and Sell Products and ServicesPerform Order ManagementManufacture ProductsProcure Materials and ServicesNew Product Development Speed to Market New Product Development Speed to MarginResources and Time for Technical TransferProfitability/Contribution Margin of New ProductsProduct Development Costs As % of SalesFrom:Limited “real” opportunities Short term capability responseConsumer insights targeted at idea generation and validationUS-centricTribal KnowledgeSome use of tools for innovationGo fast fix problems laterConfident execution of close-in productsDuplication of work, sporadic communicationReactive to competitorsLimited involvementTo:Robust opportunity pipeline Strategic long term capability buildingExpanded use of consumer insights during product designGlobalCollaborative learningClear innovation process and robust tool kitGo fast launch optimum productsConfident execution of more innovative products & close-inClear roles and processesProactive / beat competitorsEarly and complete collaborationExample: Process Profile for Develop New ProductsReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesSAMPLEProprietary & Confidential- 19 -Future State ElementsFuture State ElementsInsert the key attributes/requirements for the future subprocess that need to be addressed in the business process design. Business Definition/ObjectivesBusiness Definition/ObjectivesInsert the definition, goals and key objectives of the subprocess.Policy ImplicationsPolicy ImplicationsIdentify potential policy changes or additions that need to be addressed to support the subprocess design.Performance MeasuresPerformance MeasuresList the key metrics that can be used to measure the performance of the subprocess. Identify integration/touchpoints with other subprocesses.Process LinkagesProcess LinkagesIdentify potential people implications (e.g. role changes, skill requirements, training needs)People ImplicationsPeople ImplicationsTechnology ImplicationsTechnology ImplicationsInsert potential technology implications (e.g. interfaces, enhancements/bolt-ons, data conversion, security/ authorizations)Subprocess ProfileReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 20 -Future State ElementsFuture State ElementsOne, formal, cross-functional demand planning process with a single demand forecast numberProactive volume management enabling portfolio managementStandardized, efficient analysis based on sophisticated algorithms and causal modelsComprehensive accountability based on component inputsImproved accuracy at all levels of detail; accuracy measured and tracked over time as the basis for continuous improvementForecasting includes information sharing with retailersBusiness Definition/ObjectivesBusiness Definition/ObjectivesThe objective of this subprocess is to plan and manage all demands for products with the goal to deliver and agree on a single, accurate forecast through streamlined and cross-functional collaboration. The forecast will be perpetually measured against business goals so as to create management tension to proactively manage demand and commitments. Consensus on a single forecast will drive the allocation of people, capacity, materials, time and money to most effectively meet the marketplace in a profitable way.Policy ImplicationsPolicy ImplicationsNeed policy on attendance at Sales & Operations Planning meetings.Performance MeasuresPerformance MeasuresDemand Planning BiasDemand forecast Accuracy Demand forecast StabilityInventory levels and carrying costsTotal Delivered CostOrder Fill RateProcess Participation Process PreparednessInputs:D-080: Rollout New ProductsB-080: Perform SKU Management, B-130: Develop Consumer Promotion Strategy, B-140 Develop Advertising/Media StrategyCS-030: Develop Category Business Plans, CS-050: Forecast Volume, CS-110: Develop Pricing Strategy, CS-120: Develop Customer Business Plans, CS-140: Plan Trade Promotions, CS-160: Develop Physical Distribution Channel Strategy O-020: Capture OrdersPB-060: Develop Annual SBU Business Plan, Budget & Forecast, PB-120: Set Corporate Sales & Profit Targets, MB-005: Execute Annual Business & Forecast Commitments, MB-007: Report and Analyze Business PerformanceOutputs: SC-030: Perform Long-Range Supply Chain PlanningProcess LinkagesProcess LinkagesNew capabilities/skills:Customer focusProactiveProcess-orientedFlexible, risk-takingComfort with transparency and “one number” forecastCross-functional accountabilityCollaborative and learning organizationPeople ImplicationsPeople ImplicationsTechnology ImplicationsTechnology ImplicationsNeed for sophisticated forecasting tool and algorithms to maximize effectivenessAdvanced system feeds and interfaces to automate the gathering of historical and promotional data and provide for customer collaborationAutomated communication systems to facilitate and support collaborative efforts within company and with external supply chain participantsSAMPLEExample: Subprocess Profile for Manage Demand PlanningReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 21 -Review of Business Process Design DeliverablesReview of Business Process Design DeliverablesActivity Flow DiagramsProprietary & Confidential- 22 -Activity ProfileReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 23 -Activity Profile - continuedReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 24 -Integration Matrix Review of Business Process Design DeliverablesReview of Business Process Design DeliverablesWhat are the key integration points imbedded in the activity flow diagrams?Who are they with?What is the nature of the integration?Proprietary & Confidential- 25 -Policy MatrixReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 26 -SAP Question & Answer DatabaseReview of Business Process Design DeliverablesReview of Business Process Design DeliverablesProprietary & Confidential- 27 -Business Process Master List (BPML)Review of Business Process Design DeliverablesReview of Business Process Design DeliverablesBusiness Process Master List (BPML): A systems requirement representation of the project scope - business processes, subprocesses, activities and R/3 transactions. It facilitates configuration and testing by providing direct links to the R/3 and Business Process Procedures (BPP) documentation.Proprietary & Confidential- 28 -Naming and Filing Deliverable DocumentsWe will be using the Thread ManagerTM tool for documentation managementstay tuned for training.File naming conventions will be established and communicated as part of the Project Documentation Standards document due out shortly.Review of Business Process Design DeliverablesReview of Business Process Design Deliverables- 29 -Process Design Workshops: Approach, Activities, and ToolsProprietary & Confidential- 30 -Process Design Workshop ObjectivesDevelop to-be processes and design elements that address key issues, exploit areas of opportunity and embrace Company X strategic intent imperatives (e.g., commonality)Develop and agree upon content/input that will drive the development of Business Blueprint deliverables (Process, Sub-Process, Activity Profiles and Flows) that describe, at a high-level, the to-be processesDefine linkages, inputs and outputs from and to other processes Determine initial report/output requirements and business process performance metricsIdentify impacts (e.g., benefits, change implications, policy changes, technology implications, etc.) associated with the “to-be” models IntroductionIntroductionProprietary & Confidential- 31 -Workshop ApproachWorkshop ApproachPreparationWe will meet our objectives in Process design through a combination of preparatory activities, facilitation activities and follow-up activities.FacilitationFollow-UpProprietary & Confidential- 32 -To plan workshop logistics (What? Who? When? Where? How Many?)To prepare participants for workshop experienceTo prepare and review “first pass” at blueprint deliverablesObjectives:Deliverables:Preparation Phase OverviewPreparation Phase OverviewKey Tasks:Organize process modelIdentify participantsSchedule workshopsAssign Workshop RolesDefined workshops, schedule, participant listProcess and Subprocess ProfilesActivity Flow DiagramsParticipant Orientation PacketReview activity flow diagramsDraft process and subprocess profilesPrepare participant orientation packetPrepare workshop materialsWorkshop PrepWorkshop PlanningProprietary & Confidential- 33 -Bundle subprocesses into logical groupingsCriteria for bundling:strategy, planning, execution; subprocess sequencingRecord subprocess groupings in workshop planning modelAssign owners to subprocess groupingsValidate groupings against guiding principles and strategic intentRule of Thumb:Workshop Planning TasksWorkshop Planning TasksActivities:Task 1: Organize Process Model (Entire Team) Each subprocess grouping represents an individual workshop (you can have a workshop for one subprocess based on number of activities, uniqueness, etc.)Task 2: Identify Workshop Participants (Entire Team (with appropriate input)Activities:Identify participants across businesses and geographiesIdentify touchpoint participants from ERP Backbone Process Thread teamsIdentify workshop preparation rolesRecord participant choices in workshop planning modelTool(s):Workshop Planning ModelTool(s):Workshop Planning ModelParticipant MatrixRule of Thumb:Number of participants per workshop: 8 10 individualsParticipants should have subject matter expertise and a grasp of issues that need to be addressed (Levels: manager to director; VP and higher for post-workshop buy-in)Proprietary & Confidential- 34 -Workshop Planning ModelWorkshop Planning ToolsWorkshop Planning ToolsProprietary & Confidential- 35 -Workshop Participant MatrixWorkshop Planning ToolsWorkshop Planning ToolsDifferentiation?Differentiation?Keep in mind the touch points from other teams.Proprietary & Confidential- 36 -Select time/date for each workshopRecord workshop schedules in workshop planning modelConduct cross-team session to identify scheduling conflicts, participant constraints/dependenciesSubmit master workshop schedule for project to PMOContact participants to check their availabilityMake revisions to workshop schedule/sequencing based on participant feedbackRules of Thumb:Workshop Planning TasksWorkshop Planning TasksActivities:Task 3: Schedule Workshops (2 Team Members) Typically, it takes day to 1 day to review one subprocess in a workshopIf desired participants cannot attend, they should send a representative in their place, based on criticality of resourcebalance flexibility with subject matter expertise Tool(s):Workshop Planning ModelProprietary & Confidential- 37 -Facilitator/MeetingLeader (2 people)Note-Keeper 1Note-Keeper 2Meeting Participant(8 10 people)Workshop Planning TasksWorkshop Planning TasksKeeps session on track, addresses necessary topics, encourages discussion and participation, recaps results Sets the objective, agenda, and ground rulesDetermines when/whether objectives of the meeting have been metKeeps discussion within boundaries of scope“Owns” all open issuesRecords the meeting on paper or PCKeeps flip charts current with discussion, accurately captures participants viewsUpdates, refines, and enhances the redesigned activity flows as necessaryEnsures that both the current business issues and the current Company X best business practices are appropriately incorporated into the subprocess designBuilds on others ideasResponsible for reviewing Participant Orientation Packet and “homework” completionTask 4: Assign Workshop Roles (Team Lead) Proprietary & Confidential- 38 -Walk through activity flow diagrams and validate sequence of activitiesDocument changes to flow diagrams in Visio formatReview process, subprocess, and activity descriptions and add detail/edit profiles (process, subprocess) based on scope decisionsReview SAP concepts/enabling functionalityRule of Thumb:Workshop Prep TasksWorkshop Prep TasksActivities:Task 1: Review Industry Print Documentation (Entire Team) Sanity check activity flows and modify key activitiesworkshop will modify additional activitiesTask 2: Draft Process and Subprocess Profiles (Documentation Owner)Activities:Review revised activity flow diagrams, subprocess, and activity descriptionsGather and review project prep documentation: process improvement opportunities, strategic intent documentation, best practicesPrepare first draft of process and subprocess profilesTool(s):IndustryPrint activity flow diagrams; process, subprocess, and activity descriptionsTool(s):Revised IndustryPrint flowsProject prep documentationProcess and Subprocess profile templatesRule of Thumb:Remember, this is a first passyou may not have the all the info you need to complete all the fields in detailthis info will be captured during and after the workshopsProprietary & Confidential- 39 -At a minimum, packet should contain the following items:Letter of invitation Workshop agenda & objectivesB2K/ERP Backbone Overview Strategic Intent PrinciplesObjectives of workshop/participants roleList of process improvement opportunities, issues to be addressedProcess scopeActivity Flow DiagramsDraft Process and Subprocess profiles“Homework”: participants identify key issues/opportunitiesA template for checked items is coming soon!Rule of Thumb:Workshop Prep TasksWorkshop Prep TasksPacket Content:Task 3: Prepare Participant Orientation Packet (Documentation Owner) Send packet at least 1 week prior to workshopActivities:Develop AgendaGather packet documentation Assemble packetDistribute packetTask 4: Identify and Obtain Workshop Materials (Workshop Leader(s) Activities:Identify and obtain materials (flip charts, projectors, post-it notes, etc)Proprietary & Confidential- 40 -Inputs4Strategic Intent Principles4Process Improvement Opportunities/Issues to be Addressed 4Industry Print Documentation4Identified Best Practices 4Defined roles4Business CasePreparationActivitiesOutputs4Defined Workshops4Who, What, Where, When, How Many?4First Draft of Process and Subprocess Profiles4First Draft of Activity Flows 4Participant Orientation PacketPreparation Phase Activities: SummaryPreparation Phase Activities: SummaryWorkshop Workshop PlanningPlanningWorkshop Workshop PrepPrepProprietary & Confidential- 41 -Workshop ApproachWorkshop ApproachPreparationWe will meet our objectives in Process design through a combination of preparatory activities, facilitation activities and follow-up activities.FacilitationFollow-UpProprietary & Confidential- 42 -Process Design Workshop ObjectivesDevelop to-be processes and design elements that address key issues, exploit areas of opportunity and embrace Company X strategic intent imperatives (e.g., commonality)Develop and agree upon content/input that will drive the development of Business Blueprint deliverables (Process, Sub-Process, Activity Profiles and Flows) that describe, at a high-level, the to-be processesDefine linkages, inputs and outputs from and to other processes Determine initial report/output requirements and business process performance metricsIdentify impacts (e.g., benefits, change implications, policy changes, technology implications, etc.) associated with the “to-be” models IntroductionIntroductionProprietary & Confidential- 43 -Background and Orientation (typically less than 1 hour)Objectives of the Blueprint phase and this workshopReview of scope and process definitionsReview of strategic intent, design principles and key benefit opportunities (participant orientation packet)Design Session (typically 4+ hours, correlated to number and complexity of activities)Discuss and document overall design contributions from participantsReview and modify pro-forma process profiles and activity flowsCapture inputs, outputs, linkages, activity variantsDiscuss reporting requirements and performance measuresDiscuss impacts of to-be design (people, IT, facilities, etc.)Meeting Recap and Closure (typically less than 1 hour)Summarize future state design elements and conceptsReview open issues, define action items and ownersClose workshop and manage future contactsWorkshop AgendaWorkshop AgendaProprietary & Confidential- 44 -Workshop Methods and ToolsWorkshop Methods and ToolsBackground and Orientation Design SessionMeeting Recap and ClosureWorkshop Facilitator Delivers PowerPoint PresentationActivity Flows Modified On-Line (Preferred Method)Brown Paper Mapping (Optional TBD by Teams)Capture Parking Lot Issues on Flip ChartFacilitator Summarizes Design Elements, Open Issues From Parking Lot/Flip Charts and Closes WorkshopProprietary & Confidential- 45 -Key IssuesBest Practices & SAPWorkshop Inputs and OutputsWorkshop Inputs and OutputsBackground and Orientation Design SessionMeeting Recap and ClosureParticipant Orientation PacketInputsOutputsCommon Understanding Among Workshop ParticipantsPro-forma Profiles and FlowsParticipant Design Input (Homework)Process Design Elements Articulated and Profile Content CapturedOpen Issues Documented, Action Items with Owners Defined Process Design Content Captured and ReviewedProprietary & Confidential- 46 -Workshop ApproachWorkshop ApproachPreparationWe will meet our objectives in Process design through a combination of preparatory activities, facilitation activities and follow-up activities.FacilitationFollow-UpProprietary & Confidential- 47 -Subsequent to the workshops, each team will need to focus on completing and refining the process design deliverables.Review workshop outputs and begin populating deliverable templates (Process, Sub-Process Profiles, Activity Profiles and Flows)Document performance measures and reporting requirementsHold follow-up meetings (1:1, 1:many) to gain buy-in, to validate/refine design elements, obtain closure to open issues and to socialize designsBusiness Leads / Process Owners are assumed to own the design, and they will determine the need for follow-upPerform cross-process thread team integration sessions to define linkages, input and output handoffs Post Workshop ActivitiesPost Workshop ActivitiesProprietary & Confidential- 48 -Ways that activity flows can be changed and how the new designs should be validatedPossible Changes to FlowsAdd, remove an activity or move to another process/sub-processChange an activity name and/or descriptionCombine two or more activities into oneBreak an activity into two or more activitiesChange predecessor/ successor relationshipsChange linkages to other processes/sub-processesAutomate an activityRedefine where an activity is performedDoes the design address key issues and take advantage of previously identified opportunities to enhance value?Does the design strive for commonality where appropriate?Does the design incorporate relevant best practices?Does the design incorporate Strategic Intent themes?Does the design meet business and customer requirements?Does the design leverage SAP enabled processes and concepts where appropriate?Does the design capture enough content such that detailed activity profiles could be developed?How Do We Know if the Design is Complete?Design Session GuidelinesDesign Session GuidelinesProprietary & Confidential- 49 -Lessons LearnedYou can get stranded in detail never, never land and not come up for air balance getting to closure with advancing through the entire sub-process design elementsTip: Leverage the Parking Lot to capture issues and recognize their importance and need for closure but move on after the issue has been logged. Tip: Leverage the 80/20 rule and utilize post-workshop time and meetings to drive issue closure and gain buy-in.Challenge conventional thinking around commonality and uniquenessTip: Acknowledge cross-business unit considerations/nuances, however, continually question “What is driving the need to perform activity x in that manner”?Focus on creating value in conjunction with SAPTip: Requirements for the sake of maintaining status quo typically do not deliver value. Challenge participants to think in terms of economic costs and benefits as well as customer value. A great question to ask might be “Would customers pay us additional money to perform that activity in that manner”?Teamwork is keyTip: Clearly delineate roles among the team so that you can divide and conquer. Alternate roles from workshop to workshop to maintain freshness and interest levels.Other ConsiderationsOther ConsiderationsProprietary & Confidential- 50 -Business InfrastructureCore ProcessesStrategicDifferentiatorsvFocus on rationalizing activates and eliminating complexity in Accounting, Human Resources, Administration, IT, and PurchasingvStart MRO eProcurement across all divisions with a company site integrated into multiple vertical marketsvRevamp the supply chain for more integrated planning and better understanding of customer requirementsExamples:Leapfrog means redesigning the infrastructure/core processes while simultaneously addressing the strategic differentiating processes.Other ConsiderationsOther Considerations