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Process Management Lifecycle (PML) is the SAP BPM procedure model that is used within process projects and furthermore during the execution and monitoring of existing business processes
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- Process Management Lifecycle (PML): PML goes beyond project management methodology, but PMM and PML are complementary whereby the PML adresses specificly the process related activities within a project and after the project in the operations phase. PML deals with cross-functional business activities and therefore solves negative effects that can occur within a traditionally function-oriented organizational structure. PML does not only cover processes but also their environment, e.g. organizational structures, IT-systems, people and partners that are involved. It is a main goal of PML to ensure the efficiency of process activities within SAP on a corporate level. PML can be used for process projects on a strategical, tactical, operational or technical level and for all types of processes.
- Process Governance: To perform the steps of PML you need to know about mandatory and optional BPM processes, tools and conventions. Process Governance provides the framework to ensure corporate efficiency and effectiveness of all process related activities within SAP.
- Process Ownership: The establishment of this role as a central point of contact for all information related to a specific business process is a prerequisite for SAP to be a process company. Every business process within SAP has to be assigned to a particular person that is responsible for the whole Process Management Lifecycle. To ensure an efficient interaction between business and IT, the role of a technical process owner should be available in IT as a counterpart to the business process owner.
- Organization: The management of processes takes place within the boundaries of existing organizational structures. Optimizing an existing process or introducing a new process often indicates a change in the existing organizational structures. Therefore, process management is tightly linked to the management of organizations.
- People: To operate business processes and to perform process management, we need the right people with the right skills within SAP's business units and IT. The process maturity of SAP largely depends on the process management skills of our employees.
- Technology: The efficient execution of business processes in today's world is largely dependant on IT systems. Especially SAP's Enterprise Service Oriented Architecture will boost the potentials of process management.
Business process management is getting more attention at many companies, which feel the need to organize themselves around processes. As a result, they implement a process modeling tool as quickly as possible to create process models. But they realize at some point that they did not consider how to make the modeled processes accessible to their employees or publish them in any way. Another typical example involves how the requirements of a business process management tool have grown over time. Once you have implemented the processes successfully, for example, you realize that you are now able to measure, monitor, and optimize them. In short, you realize that business process management involves much more than merely visualizing the processes.
A BPM tool landscape must cover all the components of the Process Management Lifecycle - analysis, modeling, calculation, simulation, implementation, monitoring and reporting. As you can guess, this is associated with a substantial amount of costs and resources, raising the question of how to do it most efficiently.The number of tools can vary by purpose and phase, depending on the specific business requirements.
Clear requirements of the business strategy, business objectives, data and experience are derived, based on information from the as-is process or comparable processes. The results of this phase are required for process design.
Based on the results of the analysis phase, you now begin to design new or improved solution approaches for the to-be process. All information, requirements, and ideas developed during the analysis phase are involved in this creative phase. When the design models are created, measurable process goals are defined, and the risks, costs, and benefits are estimated and assessed. A business case can then be used to decide which process alternative is realized during the implementation phase.
As the results of the design phase solidify, you may find you'll have to modify the original scope and objectives. Therefore, you should continually reevaluate the deliverables obtained from the analysis phase. If any changes are deemed necessary, a formal decision must be made.