Issue 2-2009 ( pdf , 8.1 mb ) - IDS Scheer AG

scheer
The IDS Scheer Management Magazine
for Business Process Excellence
SaleS put to teSt
Sales strategists have to rethink
aRIS foR eveRyone
How to manage your processes on your own
leaRnIng fRom the beSt
The BPE Award winners share their experiences
Magazine
International Issue 2.2009 EUR 6.00 www.ids-scheer.com/scheermagazine

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Dear readers,
We have all come to accept that the Internet, with its
bottomless depths of information and powerful
search engines, has completely transformed our professional
and personal lives with its fast pace.
Rather less evident is the effect this ubiquitous, unending
river of information is having on individual
processes in traditional areas of our normal working
day, where continuous change is taking place quietly.
Corporate sales departments, for example, must take
on an entirely new strategic role in the face of growing
pressure from competitors and the new global
economic conditions. They are being forced to realign
themselves in order to satisfy new sets of customer
demands. This realignment is a must to ensure
the future growth of the company.
Currently, it is necessary to find ways to optimize
sales channels, structures and processes and, just as
importantly, to ultimately measure sales success. The
Internet has clearly become a dominant sales channel
in its own right which no sales professional can afford
to ignore.
“Sales – strategies and processes” is therefore the
main theme of this issue of Scheer Magazine. In preparing
the articles for this topic, the editorial staff deliberately
adopted a wider perspective by interviewing
such world-renowned sales experts as Mike
Grandinetti, who lectures at the MIT Sloan School of
Management. He answered questions about the nature
of the sales process in the future, in which the
role of social networks will become even more significant
than it is today.
I hope you enjoy reading this issue!
Peter Gérard
contest!
in focus
SaleS put to teSt
Sales strategists have to rethink
Give them the riGht type of bread
How to find the right selling style for each customer
handS-on SaleS
Sales expert Mike Grandinetti on Web 2.0 sales
peerinG inSide the proceSSeS
Process analysis as selling point at Equens
around tHe World
international newS
Great success of ARIS ProcessWorld on tour 2009
mail from…
India
conteSt
Who built it?
provoke!
Architect Serge Schoemaker on the process of innovation
editorial | content
30 minuteS to analyze the road Show
ARIS for everyone: How to manage your processes on your own
erp with GooGle mapS
Market analyst Melanie Mack on software trends
ariS-linked campuS
New online platform for students and lecturers
the riSk manaGerS’ influence iS riSinG
Banking law expert Dr. Joachim Kaetzler on GRC in banking
fit for the future
How to save money and uncover potentials with BPM
there’S ariS inSide
Global presence through the IDS Scheer partner network
learninG from the beSt
The BPE Award winners share their experiences
faSter out of the StartinG block
Industry.PerformanceREADY modernizes IT landscapes
debuGGinG proceSSeS
Tieto improves process efficiency in problem management
looKinG aHead
auGuSt-wilhelm Scheer
25 years of BPM: The success story continues!
karl-heinz Streibich
Software AG and IDS Scheer: The power of two
KnoW-HoW
ariS Solution for proceSS-driven Sap manaGement
Getting business processes on track
WeBcast scHedule | iMPrint
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in focus
Sales put to test
Sales departments are under pressure, but changing economic conditions can provide
opportunities to modernize. A partner with expertise is required – not sales divas.
Charles Darwin was born 200 years ago, and 150 years ago he published
the gist of his research in the book The Origin of Species. This double anniversary
is an excellent occasion to revisit his revolutionary work.
Darwin’s theories have become topical again during the 2009 economic
crisis – not the commonly cited and misapplied principle of “survival of
the fittest,” but rather the realization that survival depends on rapid and
flexible adaptation to environmental changes. Those who cannot adapt,
die out – just like the dinosaurs.
Nowhere in the economy is the struggle for survival more competitive
than in sales. Sales provides the “nourishment” that ensures a company’s
continued existence. And nowhere else have environmental conditions
changed as rapidly as in marketing and sales. Instead of singing
the praises of a product, today other abilities are called for: flexibility,
listening skills, and relationship building.
Generalist sales personnel are out
The job description of the salesperson is undergoing a transformation,
and the crisis has accelerated this process. Most sales people are still extroverted
and prepared to take risks, says Christopher Funk, CEO of the
“Successful companies have a higher esteem for sales,” says Dirk Zupancic,
lecturer for B2B marketing and sales in St. Gallen, Switzerland. But what’s
the key to successful sales?
human resources consultancy Xenagos, which specializes in placing
sales personnel, but the time of the generalist salesman who could peddle
any product, from newspaper subscriptions to machine tools, is
past.
Today customers increasingly expect professional solution expertise.
Only salespeople who are truly able to respond to specific customer requests
can maintain a successful course. Top sellers are self-confident
and often enjoy playing the diva, but “sales is 80 percent hard work and
20 percent talent,” according to Funk. As a result, the star members of
the sales team achieve nearly 70 percent more than what their colleagues
average – in no other company position are the performance disparities
greater.
Consequently, good salespeople are critical to the success of any company.
At the same time, it has been repeatedly shown that the sales team
must be supported by an efficient sales organization with a good strategy.
The study “Excellence in Sales” from the University of St. Gallen,
Switzerland, confirms this. The authors, Dirk Zupancic, professor for
B2B marketing and sales at St. Gallen, and Holger Dannenberg from the
corporate consultancy Mercuri International (see article “Give them the
right type of bread,” p. 8-9), investigated which factors are critical for
successful selling. The greatest difference between the best and the
worst companies in the study was the image of selling within the company.
Successful companies have a higher esteem for sales. Other important
success factors include the precise definition and implementation
of process steps in sales activities. Active use of a customer relationship
management (CRM) tool also results in significant differences between
the best and worst companies.
Those who have not yet done their homework in this area should do so
as quickly as possible. It is the basis for greater sales efficiency, so that
despite limited resources, sales do not plummet into the abyss. What are
4 scheer Magazine 2|09

“excellent consulting begins with the individual.”
crm-coordinator ingo Schröder, kwS Saat

in focus
“in sales, 80 percent is
hard work and 20 percent talent.”
christopher funk, ceo of the human resources consultancy Xenagos
the most effective immediate measures during a recession? It would be
very dangerous to downsize the sales force in a frenzy of blind savings.
Instead, experts assert that acquisition activities must be intensified
with the goal of increasing market shares. Indeed, experience shows that
market shares shift more dramatically during crises than during growth
periods.
examine your sales processes
Because the day has only 24 hours even for expert sales personnel, many
sales activities must be reexamined. Instead of a visit, sometimes a
phone call is enough; special promotions with no direct results should
be temporarily halted. “Processes must be established that assess the
value of individual customers,” recommends Thomas Joachim, who is
responsible for customer support and customer relationship management
at IDS Scheer. Then segments can be serviced according to their
value proposition. In order to improve the ratio, company personnel
from other departments can become active in sales, for instance from
Sales Administration or Shipping. This has two advantages: non-sales
staff learn what is important to customers, and a pipeline filled with
new contacts will result in new customers after the crisis. This also allows
buying centers to be set up, in which several sales representatives
are responsible for a customer company. This is necessary because there
are usually several people in the purchasing departments of larger companies
as well who must be serviced individually. Moreover, corporate
governance regulations mandate the double verification principle –
everyone along the decision-making chain must be serviced by the sales
team in a coordinated manner. “Sales processes have become more complex,”
explains Dirk Beenken, director of the Media business unit at IDS
Scheer. There are increasing numbers of stakeholders to be coordinated.
Processes have become more protracted and often span months – excellent
planning is imperative. “ARIS is perfect for planning such processes
Individual consulting:
The sales force of
KWS Saat AG connects
to the company’s
CRM system
via smartphone.
and dovetailing them with customer relationship management or enterprise
resource planning,” says Stephan Prinzkosky, director of ARIS
Sales at IDS Scheer.
entry products as incentive
To ensure that new customers have access to such tools in every situation,
it is recommended to custom-make entry products. These are compact
products and services that require minimal investment volume and
facilitate access to new customers. When a customer has a need and
makes a purchase, the door is open for acquisitions of greater volume after
the recession. The free software ARIS Express, which includes the
most important basic functions of process management for students,
schools, and small businesses, is an excellent tool for IDS Scheer to initiate
contact with new clientele, particularly in economically difficult
times.
Experts warn that no one should be drawn into destructive pricing wars.
Especially for market leaders, it is strategically important to defend
their prices. Experience shows that lowering prices during a demand
crisis forces competitors to respond – as a result, prices fall on a broad
front. The better response to price pressures is to differentiate the product
portfolio and supplement it with entry products or new product
combinations.
implement crm immediately
The best insurance during a crisis is to have internal processes under
control. Many company segments demonstrate good progress, but sales
departments often lag behind. This is due to the mentality of a few sales
representatives: some view themselves as ingenious artists and repudiate
the limitations of process guidelines and tools such as customer relationship
management – even though real experts know better. People
still complain that CRM is too complicated and prevents contact with
customers. The challenge for management is therefore not to impose
CRM as a punitive measure, but instead to emphasize the opportunities
that it provides. A good CRM system can help identify time-wasters,
while optimizing routine tasks such as data collection and reporting.
Prof. Peter Winkelmann, an expert in CRM and sales at Landshut
6 scheer Magazine 2|09

University agrees: “Businesses with CRM collect data 30 percent faster.”
Nevertheless, in his experience fewer than 10 percent of small businesses
have an efficient CRM system.
Peter Winkelmann advises small businesses to rapidly build a good customer
management system, especially during a crisis. It is more than
just a database with addresses and phone numbers. Equally important
are visit reports, customer complaint and suggestion management as
well as opportunity management for compiling and evaluating sales opportunities.
All of this must be embedded in an ERP system, according
to Winkelmann, “so that the beating heart of business is visible when
sales decisions are reached.”
scheer Magazine 2|09
advise – don’t just sell
CRM also supports customer service. Sales representatives at KWS Saat
AG must coordinate no less than 370,000 customer contacts. That is the
number of agricultural businesses in Germany. This medium-sized
company in Einbeck, Germany, produces and distributes corn, grain,
and sugar beet seeds for farmers in more than 70 countries. Nine information
center directors are responsible for the nearly 40,000 farmers in
Germany alone who grow sugar beets. Efficiency is critical. In 2003, the
CRM from SAP was implemented with the support of IDS Scheer. This
year, the next phase of innovation is to be introduced, also with the
support of IDS Scheer. KWS consultants, who log tens of thousands of
kilometers each year traveling to farmer customers, will soon be receiving
an accessory application for their Blackberry devices that allows direct
access to the CRM system when they are on the road. All important
data about individual agricultural operations is stored there, including
information about contact persons, plant diseases, soil quality, and
cropland characteristics. “Excellent consulting that is tailored to the
precise requirements of the individual farmer is important to us,” says
Ingo Schröder, CRM coordinator at KWS. This support is critical for
an agricultural operation’s successful harvest as well as for a long-term
and sustainable customer relationship, which is in turn a crucial factor
in the decision to buy new seed. Farmers do not order directly from
sales representatives; instead they place their orders with wholesalers
once a year. Testing with Blackberry devices yielded extremely positive
results. Sales representatives report that the technology is easy to use,
in focus
enables assessments to be made for individual customers, and supports
the processes.
The example of KWS demonstrates that those who invest in advising ultimately
sell more than those who are only interested in making sales.
The crisis is an opportunity – in Chinese there is actually only one word
for both meanings. The history of evolution also illustrates that when
one species dies out, habitat becomes available for new forms of life. All
sales personnel should internalize this principle – and do everything
possible to be among the mammals instead of the dinosaurs.
lessons learned
• during an economic crisis, sales should receive the highest
priority. sales teams should tend to grow rather than shrink.
• customers also suffer from a difficult economic situ ation.
Products should therefore be targeted more effectively at
solving problems. More than ever, this requires professional
expertise.
• during difficult times, market shares shift significantly.
companies that strengthen sales have an advantage when
the upswing returns.
• Prices should not be lowered. When pressure from customers
becomes too great, insist on reciprocal services.
• sales efficiency is necessary during good times and bad.
those who have not yet done so should immediately examine
their processes and implement a crM that provides optimum
support for the sales organization.
7

in focus
Give them the right type of bread
Good salespeople cater to their customers’ different needs. The consulting firm
Mercuri International has identified four distinct selling styles.
Imagine the following situation: Four customers
show up at a bakery and each has a different
request.
First customer: “I would like my usual loaf
of rye bread.”
Second customer: “Do you have any new
kinds of bread? I would like to try something
different.”
Third customer: “I have guests today and I need
a type of bread that goes with the cheese tray.
What do you recommend?”
Fourth customer: “I have guests today and I need
a kind of bread that goes with the cheese tray.
Just pack up whatever you think would
be good, and I’ll pick it up later.”
Four sales situations – four sets of customer expectations,
which can be described in terms of
transaction, information, advice, and decision.
But the customer’s needs are only one dimension
of the interaction, says Holger Dannenberg,
CEO of Mercuri International, a consulting
firm for sales strategies. The other takes place
at the relationship level and ranges from refusal
(“I don’t need anything” – the classic response
at the door) to loyal, trusting sales relationships
that endure for years. From these two dimensions,
sales expert Dannenberg has distilled
four sales styles.
projective sellinG
The customer declines consulting by the
salesperson and expects – if anything – mere
order processing. This style depends on the
seller’s personal presence. The seller must
identify a need that the customer appears not
to have.
consultative sellinG
Here, the customer has a significant need
for advice but still declines because he is
satisfied with his existing service provider.
This situation is also demanding for the
salesperson, because he must communicate
how he can help the customer enjoy greater
success.
individuality is key
projective sellinG
sales driven by
personal charisma
transaction information
relationship sellinG
Here, a good relationship already exists between
the seller and a customer, who needs a
product but no advice. The customer al ways
makes the same purchase. The goal is to consolidate
the relationship.
expertise sellinG
This is the most common sales style, in which
the relationship is also based on trust. The
salesperson has already established himself as
an expert, and the customer asks for advice
when an issue arises.
During a financial downturn, the first two
styles are extremely important, because they
Mercuri international has interviewed 747 participants from 14 countries.
in a crisis, the focus is on projective selling and consultative selling.
particularly important in
difficult times
low expectations
for the seller
➔
➔
19,8%
relationship sellinG
sales at the
relationship level
26,3%
“doinG business”
8 scheer Magazine 2|09
➔
loyal open hesitant refusing
consultative sellinG
advice-driven
sales
20,8%
advice decision
expertise sellinG
sales at the
expert level
33,1%
“develop customer relationships”
➔
particularly important
in difficult times
➔
➔
hiGh expectations
for the seller
copyright: Mercuri international

esult in new customers and therefore
increased market share. Dannenberg estimates
that sales departments must practically
double their activities during such
times just to maintain the same results.
Those who resign themselves to fate will lose
market share. To be sure, both of these sales
styles are especially challenging for the seller
because the customer does not actually wish
to make a purchase.
In order for sales personnel to maintain success,
processes must be streamlined. This
can be done with a CRM system that generates
capacity instead of creating new ways
to lose time – if it is consistently linked to ef-
“Sales activities
have to be doubled
in times of crisis.”
Holger Dannenberg,
Mercuri International
ficient processes. Training sessions should
now be arranged for those who have previously
missed them. A seller requires special
methods for each of the four sales styles – no
one masters each approach equally well.
The best incentive for improved sales performance
– as in most things – is compensation.
APW09_Anzeige_210x148_EN_Copenhagen 09.07.2009 11:13 Seite 1
During economically challenging times, de-
ARIS
Coming to a city near you
ProcessWorld
ON TOUR
in focus
creased sales are particularly painful be -
cause earnings consist of 20 to 30 percent
co mmission. Dannenberg recommends that
this model be relaxed in order to retain good
sales personnel. Instead of punishing good
sellers for decreased sales volume, activities
that will deliver profits after a crisis should
be compensated now.
www.processworld.com
Copenhagen
November 11 - 12, 2009
Radisson SAS
Scandinavia Hotel
Discover the Value
of Business Process Management

Hands-on sales
The Internet is turning sales of virtually every product inside out.
An interview with Mike Grandinetti, a leading sales expert, on how Web 2.0 is affecting
customer contacts, peer groups and the traditional sales process.
What is the biggest change that you are
observing in sales today?
The most fundamental shift is being driven by
a very different dynamic between buyer and
seller. As a result, business models must be,
and are, changing. The economics of sales and
marketing in a digital world where the marginal
cost of distribution is zero, is also creating
significant changes in product architecture
and design.
What does this mean specifically?
In the past, account executives, whether
through traditional direct or indirect distribution
channels, were almost entirely responsible
for qualifying leads and filling the top of
their own funnel with prospects. Cold calling
was a difficult but necessary requirement. Today,
traditional sales channels no longer control
the end-to-end “selling” process. Cus tomers
are being deeply influenced by other fac-
mike Grandinetti
Mike Grandinetti is Managing director
at southboro capital, a global consulting
agency based in Boston, Massachusetts,
usa. He is considered a world-wide sales
expert, specialized amongst other things
on go-to-market and strategic alliances.
furthermore, Grandinetti works as senior
lecturer at the Mit sloan school of Management
and the technical university
in denmark.
Web forums are new “off payroll sales force”: Mike Grandinetti, sales expert.
tors, such as third party opinion in internet forums
for instance. I call these factors the “off
payroll” sales force. If its influence is positive,
customers are pre-qualifying themselves and
are proactively entering the top of the funnel
under their own power. Think of this off payroll
sales group as an entirely new sales channel,
one that does not require commissions
and spiffs and other traditional financial incentives
to motivate them, but instead a very
thoughtful and open dialogue about issues
that matter most to them.
Why is this?
As the web has become a more integral part of
our business lives, customers are far more
comfortable in proactively looking for solutions
to their most critical problems online.
There has been a rapid evolution of high valueadded,
objective information available – from
free industry analyst reports and in-depth
market research to up-to-the-minute industry-specific
blogs to postings in well-defined
online communities and professional networks
such as LinkedIn. By the time customers
get to a company’s website, they have en-
countered a wide range of peer-based opinions
as well as product or service rankings and have
already developed a well-formed judgment
about the company, its reputation, and its
products.
What role does a company’s
website play in this?
Users arrive at a company’s website willing to
register for a webcast or podcast, to view a narrated
online demo or presentation, to download
a free trial of the software, or to participate
in a discussion group. Potential customers
are no longer “being sold to;” instead they
are deeply engaged in the “buying process.” A
company’s website is therefore decisive. If it’s
done well, customers register for more information.
With their contact details the company
can then launch traditional “outbound
marketing” methods such as email campaigns.
How does this new customer behavior in-
fluence the relations between sales and
marketing?
The traditional lines between sales and marketing
are blurring. While marketing owns the
10 scheer Magazine 2|09

“numbers” and pricing, sales is responsible for
closing the transaction with the most qualified
buyers. Sales is less about “hunting” and more
about delivering appropriate, credible information
at key points in the “buying process.” This
means that a higher portion of the sales force is
headquarter-based and spends most of their
time in phone-based dialogue with prospects,
moving them through the funnel.
How does that change marketing?
Marketing allocates fewer resources to big
trade shows and physical events. Far more are
devoted to constantly updating the company’s
website. This is now the focal point for all selling
activity in today’s self-service world.
Search engine optimization, Google keywords,
vibrant communities, online video, archived
webinars, free downloads, you name it. If you
can digitize it, it’s likely to be posted in a logical
place on the site.
That sounds like a cost-efficient model.
Today, brands are no longer about messages,
they are about conversation. More and more of
this is happening through social media sites.
By understanding where their users congregate
online and meeting them there on their
own terms, companies can very rapidly build
high levels of awareness and credibility with
very targeted audiences. It requires a lot less
brick and mortar sales offices, a lot less hotel
and bar bills, and a whole lot less jet fuel.
Can you name some examples of the use of
social media in companies?
Dell is generating millions of dollars of incremental
revenue by posting a daily special on
scheer Magazine 2|09
Twitter. They have formed a significant “Reputation
Management” team to monitor online
postings about their company and their
products, as has Southwest Airlines and many
others.
Another example is BMW: With its relatively
new 1 Series coupé the company is targeting a
younger demographic. Not surprisingly, it has
embraced Facebook, allowing people to send
personally designed virtual cars to their
friends so that they can take the car on a virtual
road trip.
5 tips for sales
1. search engine optimization (seo)
Harley-Davidson also has corporate profiles
on Facebook (175,000 fans) and MySpace to
solicit customer feedback. Furthermore the
company uses YouTube to show videos of its
motorcycles.
MyStarbucks.com uses a Salesforce.com service
that lets customers pitch new ideas as well
as vote on others, helping the company to prioritize
new product development. They have
generated 70,000 ideas, resulting in twenty
five new product initiatives.
only sites that are listed on a search engine’s first pages are noticed. seo is an
obligation, not a choice.
2. search engine marketing
Measures to attract visitors to a company’s website. the costs depend on the clicks
generated, which makes this approach extremely efficient if done in sophisticated way.
3. email marketing
Works best for cross-selling and up-selling, not for acquiring new customers.
4. Google analytics
the de facto standard for website measurement should be considered when optimizing
a company’s website.
5. cost-of-customer acquisition
all costs in the sales process have to be compared to the lifetime value of the customer in
order to measure success in marketing and sales.
11

in focus
Peering inside the processes
Quality is what counts. Especially when it can be measured and verified. With the support
of ARIS Process Performance Manager, Equens, one of the largest European payment transaction
service providers, analyzes whether its service level agreements are being maintained.
That is a compelling selling point for its sales force.
People who regularly receive salary or pension
payments on time may do so thanks to Equens
– even if they are not aware of it. Under contract
from commercial banks, the company –
one of the largest pan-European payment
transaction service providers – handles over
60 million payment and credit card transactions
every day. Furthermore, as a clearinghouse
and member of clearing associations,
Equens also administers payment transaction
streams.
More than 99 percent of the payment transactions
are processed automatically and errorfree
through the central booking system. Only
a small fraction of cases requires follow-up
work – whether it’s a mistyped account number,
or a transfer that cannot be completed on
equens
time. This high rate of success is quite impressive.
Therefore, sales and marketing staff place
great value on making this high level of quality
transparent to clients. “Reliability is key
in our business. Consequently, we precisely
do cument and monitor adherence to contractually
agreed services and service level agreements
(SLAs),” explains Anke Rombach, consultant
in the Marketing & Sales department
at Equens in Germany.
Ever since the founding of TAI AG, a predecessor
company of Equens, in 2004, monthly
reports had to be generated. Until 2007, the
company compiled industry standard manual
reports. These only provided a rough overview
of the work and the adherence to SLAs.
For example, general system availability and
equens is the first pan-european full-service payment transaction service provider.
as one of the largest and most innovative companies in this industry in europe, equens
is leading in sustainable solutions for processing payment transactions and card pay-
ments. thanks to a comprehensive and competitive array of services combined with a
flexible, customer-oriented focus, the company meets the demands of the european pay-
ment transaction market. With annual processing of 7.9 billion transactions as well as
2.2 billion Pos and atM payments, equens has established a market share of more than
15 percent in the euro zone. equens has locations in four countries – the netherlands,
Germany, italy, and finland – along with client services in eight european countries to
ensure pan-european market coverage.
www.equens.com
individual sales volume overview were depicted,
but the data had to be collected from different
data sources. “We could not and did
not want to retain this tedious process. In order
to provide our customers with a fast and
comprehensive SLA assessment, we sought a
solution that would visually represent procedural
measurement points and allow for automatic
operation of the SLA control system,”
reports Ulrich Loof, sales manager at Equens,
who as project manager introduced the new
software. “Out of ten offers, we selected ARIS
PPM from IDS Scheer. We were convinced because
the software is quickly deployable, expandable,
and flexible. The option to conduct
service level measurements from either the
process view or product view was particularly
appealing to us.”
hiGh-quality customized reports
Now, with their individually generated reports,
clients can see not only the global availability
of the systems, which is the same for all
commercial banks, but also receive customtailored
indicators with their orders – for example,
the number of correctly processed orders,
same-day processing, or timely generation
of booking data. Reports are automatically
generated by the process management
software from data stored in the main systems.
“The only thing we now enter manually
is the date,” says Rombach, who as process
owner is promoting deployment of ARIS PPM
in additional company divisions. Automation
has resulted in employees now generating significantly
higher quality reports for twice the
number of clients – in the same amount of
time as before ARIS PPM was introduced.
With the new reports, customers also receive
more detailed insight into service quality –
from payment order and order processing to
12 scheer Magazine 2|09

“reliability is key in our business.”
anke rombach, consultant in the Marketing & sales department at equens
Control center at headquarters in Utrecht, the Netherlands: Here, employees monitor incoming credit card transactions around the clock.
booking and accounting. With a high processing
volume (during peaks up to 60 million
transactions per day), individual cases of
course cannot be analyzed. Here, it is necessary
to consolidate the information. This is
why reporting takes place at the order level.
An order can contain a single transaction or
up to several hundred thousand transactions.
ARIS PPM makes it possible to aggregate processes
according to any combination of filter
scheer Magazine 2|09
criteria – for example, based on the measurement
rubric “same-day processing”: the software
summarizes all orders of a client for one
month that were delivered within a defined
time and subsequently processed within a certain
time on the same day. The customerfriendly
design – a tachometer with green,
yellow, and red areas for the monthly view or
a bar graph featuring each day – makes results
visible at a glance. “With the reports we document
achieved objectives, identify possible
in focus
weak points, and integrate suggested improvements
as well as display system reserves – all
important elements of transparent and clientoriented
communications,” says Ronny Bertels,
sales director at Equens. This quality
veri fication is simultaneously his best selling
point: “With these SLA measurements, we can
accurately document the quality we are offering
to new customers. This clearly is added
value that differentiates us.”
13

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worldwide
IDS Scheer receives 2009
SAP Pinnacle Award
On the occasion of the SAP customer conference
SAPPHIRE® 2009 in May, IDS Scheer
received the Pinnacle Award for customer
satisfaction for the second year in a row. The
SAP Pinnacle Awards are presented to leading
SAP partners that have distinguished
themselves through exceptional performance
in terms of customer satisfaction.
With over 300 nominations submitted by
SAP partners and employees – twice as many
as in the previous year – competition was intense.
The award was presented to IDS
Scheer during an exclusive event on the eve
of SAPPHIRE® 2009. The commendation
again underscores the importance of the
process-oriented, ARIS method-based approach
in providing SAP solutions to IDS
Scheer customers.
switzerland
Swiss company SIKA Informationsysteme AG
relies on Governance, Risk & Compliance
Management from IDS Scheer
IDS Scheer is supporting globally active SIKA
Informationssysteme AG with the successful
implementation of an internal control system
(ICS), which allows rapid identification and
management of critical data. This indepen -
dent subsidiary of SIKA AG now uses the process-oriented
ARIS Solution for Governance,
Risk & Compliance (GRC) Management in order
to establish a connection between business
processes and existing risks as well as to implement
test cases within the scope of the ICS.
canada
City of Kitchener receives ESRI
Canada’s Award of Excellence
For the implementation of a leading information
system that integrates the Aztecas Cityworks,
Riva Modeling, and SAP systems, the
city of Kitchener, Ontario, Canada, was presented
with an Award of Excellence by ESRI
Canada, one of the largest producers of geoinformation
systems software in the world. IDS
Scheer provided support to the city during
implementation of the geographical information
system (GIS).
worldwide
Great success of ARIS ProcessWorld
on tour 2009 – 700 guests from 30 countries
in Munich and Prague
Under the slogan “Discover the Value of
Business Process Management,” the first two
tour stops of ARIS ProcessWorld on tour 2009
took place in Munich and Prague. Around
700 BPM users came to learn about new concepts
in process management from the IDS
Scheer experts. A highlight of the event was a
preview of ARIS innovations. ARIS PPM 5,
ARIS Express, ARIS Rocket Search, ARIS
Process Governance, and ARIS MashZone are
designed to integrate BPM into the daily work
routines of all employees. Potential users who
would like to speak with a business process
specialist in person can register for the next
tour stop in Copenhagen on November 11-12.
www.processworld.com
14 scheer Magazine 2|09

International news
china
the netherlands
Apeldoorn chooses ARIS Platform
to implement enterprise architecture
The Dutch city of Apeldoorn is planning to integrate
(change) processes and internal IT systems
in one enterprise architecture. ARIS
Platform will serve as a basis to ensure flexible
information processing and optimized services
for both citizens and public authorities.
IDS Scheer China among IT consultants
with the strongest practical know-how
At the China Management Trade Press
Conference in April 2009, IDS Scheer China
was recognized as one of the IT consultancies
in China with the strongest practical experience.
Based on a survey of 271 companies and
39 decision-makers, a jury announced the
most practice-oriented companies. Besides
IDS Scheer, six other companies were also
recognized, including BCG and McKinsey.
Representing the seven award-winners, IDS
Scheer China gave a presentation and was invited
to participate in a roundtable discussion
on “Surviving the crisis and understanding
the future” with leading business representatives.
scheer Magazine 2|09
russia
Process-oriented
SAP implementation at Nizhpharm
Nizhpharm, a leading Russian pharmaceutical
company owned by STADA AG, has engaged
IDS Scheer for an 18-month project to implement
established production and logistics
methods. Consultants impressed the client
with their broad knowledge of the pharmaceutical
industry. Implementing SAP enabled
pharmaceutical and company-specific business
processes to be optimized.
worldwide
ARIS Community: new BPM online
platform from IDS Scheer
Nearly 1,000 members and 50,000 visits in just
21 days – that is the positive response to the new
online platform launched by IDS Scheer for everyone
who wants to know more about business
process management and seeks to share experiences.
ARIS Community was launched on May
28 at ARIS ProcessWorld. It allows BPM experts
and project team members to gain insights and
expand their process knowledge. With the support
of BPM project groups and available training
materials, even employees new to the BPM
environment can acquire expertise through
Web 2.0 functionalities that facilitate exchanges
and discussions among users.
Try it out yourself:
www.ariscommunity.com
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15

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Mail from India
from:
subject:
date:
dear colleague, i’d be happy to respond to your questions.
how do you say business process management in india/ hindi?
your questions regarding bpm business in India
that’s a tough question. language-wise india is a very complex country. While Hindi is the national language,
we have many more local languages. fortunately, most corporate business in india gets done in english. there is no local
translation needed for such terms.
what is the latest news from the bpm market in india?
india is still a relatively new market when it comes to business process management. BPM is far from mature here.
However, the tough economic times have made many people start thinking seriously about process improvements. there’s a
lot of interest right now to learn more about BPM, and leading-edge companies are starting to embark on such initiatives.
what kind of challenges do bpm consultants face in india?
it departments are very strong in india. any initiative that relates to the technology platform gets handled by it. as a result,
BPM initiatives tend to take the form of process automation and execution instead of true end-to-end process improvement.
the biggest challenge is to explain the difference between the two perspectives to customers.
could you give some advice to foreign it consultants when dealing with their indian colleagues?
i would suggest two things:
1. in indian culture, co-workers tend to be very friendly and informal with each other. foreign it consultants should not get
offended if an indian colleague asks them personal questions (e.g., about their marital status) or offers to share food.
2. indian colleagues respect foreign consultants highly. it’s important for foreign consultants to get clear answers on critical
issues. However, in some indian cultures it is considered disrespectful to disagree with elders in public. foreign consultants
should keep that in mind when dealing with their indian counterparts.
Best regards from Mumbai,
Mehul rajparia
Mehul rajparia, ids scheer Managing director, Mumbai, india
re: your questions regarding bpm business in india
tuesday, september 1, 2009, 5:46 pm
Left:
The Gateway of India
in Mumbai – this is
where the office of
IDS Scheer is located.
Right:
India’s most famous
landmark: the
Taj Mahal in Agra.
16 scheer Magazine 2|09

Who built it?
Architects are constantly dealing with different materials, forms and functions. They
work to blend their constructions in with their surroundings and always have the users
in mind – this shouldn’t be unfamiliar to IT specialists. In our contest, we are looking
for five architects whose buildings shape our perceptions.
Among the entrants who answer correctly, we will draw one ticket for
the next ARIS ProcessWorld on tour in Copenhagen, Denmark on
November 11-12, 2009. The second and third prizes for correct entries
will be a current reference book on sales. Prizes four and five will be one
BPM surprise package each.
1. the nature lover
His architecture is characterized by simplicity and tranquility combined
with functionality in harmony with nature and the area around the
buildings. The colors and materials used in his construction are usually
supplied by the surrounding region, so that they too blend perfectly
with their environs. One of his most famous houses is Fallingwater,
built above a small waterfall in Pennsylvania.
4
2. the innovative all-rounder
She is one of the most well-known architects in the world today, using
new technologies and materials to explore new directions in design. The
native Iraqi not only drafts extravagant, organic, and innovative buildings,
she is also famous for her paintings, furniture design, and artifacts
such as bowls and chandeliers. One of her most recent works is the
Aquatics Centre for the 2012 Olympic Games in London.
8 10
3. the controversial modernist
This Franco-Swiss architect was one of the most important and influential
architects of the 20 th century. The answer to this clue is the pseudonym
he worked under. His calls for a radical change in architecture
are still controversial today. For him this was a logical consequence of
the breakneck speed of technological development and the change in
living conventions at the beginning of the 20 th century. His buildings,
which include the Carpenter Center for the Visual Arts at Harvard
University, consist of well-defined, simple structures such as rectangles
or circles and are mostly built from steel or concrete.
scheer Magazine 2|09
9
3
Prizes are not redeemable for cash. Employees of IDS Scheer group and members of their
immediate families are not eligible for this contest. Any legal recourse is excluded.
7
win a
ticket
to the next aris
processworld
how it works
The letters in the numbered boxes spell out the answer. To enter the
contest, go to www.ids-scheer.com/contest and enter the word or
phrase there as well as your contact information. The entry deadline is
Oc tober 19, 2009.
4. the creative inteGrator
This artistic and creative architect goes to great lengths to adapt public
buildings, such as cultural centers or museums, to the needs of the community
– examples of which are the Whitechapel Idea Store in London
and the Nobel Peace Centre in Oslo. The son of Ghanaian parents, he
grew up in Egypt and Saudi Arabia and was educated in Britain. Thus,
he has assimilated a wide variety of cultures and mentalities into his
personality.
5. the concrete artist
This native of China took US citizenship in the 1940s. He was strongly
influenced by Gropius and the Bauhaus movement. Most of the structures
created by his architectural office, which was considered to be the
best in the world in the 1970s, are elegant, strong corporate or institutional
buildings – such as the “East Wing” of the National Gallery of Art
in Washington, D.C. His almost anthropomorphic designs in concrete
earned him fame as the leading exponent of the “postbrutalist” era of
architecture.
solution
6 1
2 5
1 2 3 1 4 5 4 6 7 1
8 4 9 10 6 3 1 9 3
www.ids-scheer.com/contest
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17

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Provoke!
Keep your eyes focused on the final product and don’t be afraid to try something new. This is the credo of
Dutch architect Serge Schoemaker, who was instrumental as a project architect at Kolumba Art Museum in
Cologne, among other things. Thoughts from a representative of modern architecture, which are also
thoughts about the process of innovation.
serGe schoemaker…
… on architecture, technoloGy, and art
A central component of any building is technology. It fulfills its function.
Period. What makes architecture interesting to me is the field of
tension between technology and art, in which architecture exists.
Architecture can affect people and introduce innovations in the way
they live, work, and go about life in general. I try to make structures that
do more than just fulfill a function. This is easy to say, but of course the
design process is difficult. At what point during development does a
project become more than the fulfillment of specifications? When does
it acquire architectural or cultural value? In my opinion, one can only
achieve this if one keeps asking: How do people use their environment?
After a project has been completed, if people ask in regard to a particular
design solution, “Why haven’t we always done it this way? This is incredibly
beautiful,” then the architect has produced something innovative.
…on innovations
How does one become innovative? I normally begin with the result –
that is, how a building or product should ultimately function and what
it should look like. I always try to first visualize how an ideal design
would look, without considering whether it is actually feasible. I simply
ignore any possible technical limitations at this moment because the
power of innovation is attributable, among other things, to the fact that
one is thinking freely.
Only after I have conceptualized the final product in my mind or on paper
do I meet with engineers to resolve construction and building technology
issues. Working with them, I try to clarify how the final objective
can be attained. You often hear, “That’s not possible; we’ve never
done that before.” Most people like to complete tasks in a certain way.
Sometimes that also makes sense, in order to take advantage of synergies.
But innovation cannot occur under such circumstances. The art of
creating something entirely new is based on the ability to convince other
people and tell them, “There must be a solution somehow!” You have
to be obstinate and unwilling to compromise. This is my experience:
When you have a clear vision and say, “This is the objective; this is where
we need to go; there is no alternative,” then it is easier to get people on
board.
…on empty shells
In the last ten years, it has become increasingly important for a building
such as a company or a museum to have a spectacular appearance. The
18 scheer Magazine 2|09

uilding is supposed to function as a logo. The more spectacular, the
better. In architecture, this phenomenon, which is primarily driven by
the media, is called the Bilbao Effect. In other words, sensational buildings
designed by star architects increase a city’s prestige. I do not find
such assignments appealing because the work devolves into a kind of
populist architecture in which only aesthetics and outward appearance
matter. Such architecture is an empty shell.
Successful architecture, on the other hand, integrates several aspects:
aesthetic demands, technical and functional requirements, the aspirations
of the client, and the conditions of the location. One can tell
whether a building is successful if the architect has managed to incorporate
all of these parameters in a single product.
During the development of a building, I like to work with exact models
in order to refine the design and to explain to the builder and contractors
why things should be done in a certain way – basically, building the
model is a sales strategy as well as a design method. When all requirements
and desired features are precisely represented in the model, two
goals are met at the same time.
…on multidisciplinary work
Architects are not really specialists, but rather generalists. They employ
engineers for climate control technology and framers for construction.
They talk to clients about their wishes and with the city about building
code requirements. From this patchwork, they must somehow deliver a
quality final product while cooperating with all of these people.
I think this is similar to so-called enterprise architects. They too must
possess multidisciplinary skills and keep the final objective in mind –
something specialists do not often do. Only when one is working toward
a clear goal and has eliminated all alternative possibilities is it possible
to create truly good architecture – whether in a literal sense or in terms
scheer Magazine 2|09
“only when you work toward a
clear goal is it possible to create
truly good architecture.”
serge schoemaker, architect
serGe schoemaker
serge schoemaker, born in 1975, studied architecture at delft
university of technology in the netherlands and the swiss federal
institute of technology in Zurich, switzerland. in his thesis project,
“image Buil ding,” which received the archiprix international 2001
award, he and Jarrik ouburg jointly developed a master plan for 38
water re servoirs in the delta Metropolis region of amsterdam,
rotterdam, utrecht, and the Hague.
from 2002 until 2007 he worked for the renowned swiss architect
Peter Zumthor as a project architect on the Kolumba art Museum
in cologne, Germany.
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Left: The award-winning model for the Dutch Delta Metropolis region.
With the 2007 launch of his architectural firm, schoemaker attempts
to unify dutch and swiss architectural currents: on the one
hand, the conceptual approach of dutch architecture – that is, the
implementation of an idea in a practical, pragmatic, and solutionoriented
process; on the other hand, the swiss style of incorporating
surroundings, respecting nature as well as conceptualizing innovative
construction technologies and aesthetics. in addition to
his work as an architect, schoemaker is a guest instructor at delft
university of technology and the rotterdam academy of architecture.
of enterprise architecture for information technology. One cannot be a
friend to everyone during this process. In order to reach this final objective,
one has to keep provoking and prodding.
19

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30 minutes to analyze
the road show
Stop the dance between Excel, PowerPoint, and CRM systems:
ARIS MashZone combines selected data in a mashup.
Information! Tom Myers, marketing director
for the Green Car campaign from United
Motors Group (UMG), needs information.
Time is of the essence: the road show to introduce
his company’s new eco-car begins in
three weeks. To fine-tune the events, which
are scheduled throughout Europe, he needs
details: how many people who had been contacted
have registered for the event? Which
countries are visitors coming from? Do they
need a shuttle service from the airport? How
many cars must be sold? Has this target changed
in the last two weeks?
Every marketing manager is familiar with the
problem: tediously clicking back and forth
between the CRM system, marketing software,
Excel lists, and PowerPoint to compile
the necessary information. Not Tom Myers.
Within half an hour, our fictional marketer at
a fictional company easily assembles information
and has everything he needs for the
road show on his monitor – updated and
presented as graphics.
Myers works with the new ARIS software
MashZone, which belongs to the IDS Scheer
your own info cockpit in three steps
1
first open the feed editor and create a
new data feed. next, select the data you
are using. to do this, select an operator
from the data source panel on the work
surface and enter a path that leads to
your csV, XMl, excel, or aris PPM
files. if you want to use data from the internet, for instance
information from the federal statistics office,
enter the corresponding url in the template. the result
is a feed that accesses data from the original source.
You can now combine, attach, or copy the feeds. this is
how to compile data from different sources. an additional
operator allows you to allocate feed data, so that
you can check average values, calculate the degree of
goal achievement, and add or multiply data.
palette of innovations. ARIS MashZone,
which will be available in the fourth quarter
of 2009, aggregates data from different applications
and depicts them graphically. If he
needs more information, Myers cobbles it
together in a few minutes and can display it in
a variety of views. For example, on an integrated
Google map he can see a detailed view of
sales numbers within a 200-kilometer radius
of any road show stop.
20 scheer Magazine 2|09

2
switch to the create new Mashup area
by clicking on it. there you can select a
style template that determines the
general appearance of the dashboard
in which the feeds are displayed. By
clicking on a symbol on the left edge of
the screen, you can choose how information is presented.
aris MashZone provides pie, cone, and pyramid
charts as well as maps and tachometers. size, color,
and font can be changed with the small toolbox. repeat
the process until you have created your personal cockpit.
to link displays with the feeds you have created,
click on the display in the work area. now you can assign
the data to the appropriate chart. the presentation
is complete. all you have to do now is click on display to
view the aggregated, combined, and correlated data.
3
scheer Magazine 2|09
Make your dashboard available for use
by defined persons and user groups with
the release button. this allows you to
share your results with team col lea-
gues. users require an average of 30
mi nutes to compile a new mashup, for
example to chart marketing campaigns, financial or com-
petitor analyses, customer satisfaction surveys, etc.
aris mashzone – information engine for end-users
DownloaD/acceSS Internet www.aris-mashzone.com
technology Web 2.0 technology, Java-enabled browser, Flex technology,
client/server architecture, Tomcat server, integrated CSV, Excel files, feeds, XML, ARIS PPM
chaRacteRIStIcS Creation of mashups (composite applications) for situational analysis
of various data, exchange of mashups
uSeRS All employees
pReRequISIteS None, no programming knowledge required
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21

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aris for everyone
With its new products, ids scheer has taken the needs of users as the starting point. the guiding theme of its latest innovations is “easy-to-use,
intuitive, and fast.” from now on, not only it experts but all of a company’s employees will be able to benefit from the advantages of BPM.
in this way Business Process Management can evolve into a truly effective instrument for day-to-day corporate management.
aris express – the first free bpm software from idS Scheer
DownloaD/acceSS Internet www.ariscommunity.com/aris-express
technology Windows PC, Java
chaRacteRIStIcS Intuitive operation and design of models for organization, processes,
application systems, data, etc.; file-based, compiled models can be opened and edited in ARIS expert tools
uSeRS Beginners, occasional users, interested university and vocational school students and professors
pReRequISIteS None, suitable for self-study, free introductory tool
aris community – the new bpm online community for all ariS users
DownloaD/acceSS Internet www.ariscommunity.com
technology Web 2.0 technology, current browser
chaRacteRIStIcS Articles, forums, blog posts on all topics related to BPM, network setup and maintenance,
free ARIS Express download and access to training materials, discussions and exchange of process models
and process knowledge
uSeRS BPM experts, BPM novices, ARIS users, interested university and vocational school students and professors
pReRequISIteS None
aris rocket search – web-based search engine for all process data
DownloaD/acceSS Add-on for ARIS Platform products www.aris.com/rocketsearch
technology Search of ARIS Repository and associated document management systems,
based on in-memory technology, index-based
chaRacteRIStIcS Web-based search for all process data replaces or supplements navigation on models;
users can jump directly from the search to the corresponding process and continue searching for objects there.
uSeRS Process modelers but also BPM novices and occasional users with no process knowledge
pReRequISIteS None
aris process Governance – definition and automation of governance processes
DownloaD/acceSS ARIS Sales www.aris.com/governance
technology Java-enabled browser, Windows PC, client/server application, ARIS Installation (Repository),
BPMN engine as runtime environment
chaRacteRIStIcS Automated management of change processes, authorization processes and guideline
audits, workflow design and design through modeling of pre-prepared governance processes included in
delivery (no programming!), BPMN governance
uSeRS BPM, governance and IT architecture managers
pReRequISIteS Involvement of IT experts not necessary, modeling of governance processes
by the BPM/ARIS Competence Center
aris process performance manaGer 5 (aris ppm 5)
DownloaD/acceSS ARIS Sales www.aris.com/ppm5
technology Browser-based client/server solution based on Java
chaRacteRIStIcS Monitoring and analysis of the performance and structure of ongoing business
processes down to the individual case level, visual depiction, intuitive live analysis, new in-memory
architecture; all process-relevant data are stored directly on the ARIS PPM server.
uSeRS Specialized department, management
pReRequISIteS IT organization provides analysis structure, integrates operational systems, and maps
the analysis of end-to-end processes
22 scheer Magazine 2|09

ERP with Google Maps
Companies must prepare for a new generation of managers, according to Melanie Mack, market
analyst and consultant at consulting firm Pierre Audoin Consultants (PAC) GmbH. In the future,
employees will want to compile information independently and intuitively, just as with Web 2.0.
Ms. Mack, are there new trends in
business software?
Many companies are now delaying investments.
There are, however, two exceptions:
For understandable reasons, BI and CRM software
continue to be in demand. With business
intelligence solutions, companies improve decision-making
processes, and customer relationship
management solutions help them get
closer to customers. In general, we are seeing
significant market demand for new, and especially
integrated, solutions.
What is happening at the
technological level?
We have determined that the Internet is playing
an increasingly greater role for business
software providers. It is the driving force behind
international competition and is setting
standards for communications, interaction,
and transactions. Providers are increasingly
anchoring the Internet in their software architectures.
Additional trends are scalability,
platform independence, and release capability.
Users are no longer willing to implement largescale
release projects. Instead, they prefer to
install small packages on a regular basis.
Keyword Internet: To what degree are Internet
offerings such as Wikis, Facebook, and
Google Maps influencing business software?
It’s very interesting. A generation of managers
scheer Magazine 2|09
“Usability, not technology, counts most.”
Melanie Mack, market analyst at Pierre Audoin Consultants (PAC)
is now emerging that grew up with Xing,
Facebook, and Google. And they don’t want to
give up these applications in the workplace.
This is also impacting the development of
business software. An additional driver is of
course that such services are simply useful. For
example, retail purchasers are integrating
weather services into their applications to
monitor climatic conditions and ensure they
have sufficient water on the shelves. Companies
that use such services intelligently can achieve
advantages over the competition.
Is this the consumerization of
B2B applications?
Indeed, the lines are blurring. Consumer technologies
are increasingly influencing the B2B
sector. The focus is on users who are not necessarily
experts. Usability, not technology, is
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what counts. This can be observed in ERP systems,
for example with SAP By Design Feature
Pack 2.0. Consumerization has clear advantages:
it reduces training requirements and increases
user satisfaction.
Is now the time for companies to prepare
for Internet-savvy newcomers?
Companies that are already making targeted
appeals to so-called “digital natives” and offering
them attractive job opportunities will
have an advantage in a few years. The expertise
of digital natives will gain increasing importance
in the knowledge society. In the future,
when competing for the best minds, what
companies offer their employees in terms of
interacting with new technologies will play a
critical role.
23

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ARIS-linked Campus
BPM knowledge for students and professors: The IDS Scheer platform ARIS Campus
offers free licenses, online support and the exchange of information on BPM research.
ARIS Campus also helps in finding a job.
At IDS Scheer, close cooperation between universities, science,
and business has always been a cornerstone of the corporate philosophy.
24 scheer Magazine 2|09

Many students can no longer imagine life
without social media platforms such as
Facebook or Orkut. With ARIS Campus, IDS
Scheer contributed yet another option in late
April 2009. IDS Scheer is not, however, offering
an online platform for sports schedules,
concert tips, or leisure activities, but rather
con tent on BPM. The objective of ARIS
Campus is to foster an exchange between users
by facilitating cooperation between universities
around the world. Professors can exchange
educational content and build strategic research
alliances, while students can discuss
the results of their courses and projects in forums.
Interdisciplinary research projects are
on the agenda, including Web 2.0 applications
in business process management as well as online
student courses, competitions, and accompanying
pilot programs for universities.
software and hard facts
Users who register on the platform receive access
to BPM knowledge, examples of best practices,
and the latest research findings of IDS
Scheer. Furthermore, several software packages
are available to students free of charge – for
strategy and process definition as well as implementation
and process control. The process
management tool ARIS Process Performance
Manager (PPM) is available as a “VMware image,”
an executable program copy including a
Xubuntu operating system (the desktop version
of Ubuntu Linux). The package features
scenarios for a fictitious company. With these,
users can initiate a business analysis or simulate
a distribution problem. Such concrete examples
make it easier to grasp the complex relationships
between processes and performance
indicators within a company.
Responsible for ARIS Campus: Thomas Feld,
Vice President Research.
scheer Magazine 2|09
ids scheer communities
since end of april 2009, aris campus has provided a research and educational platform
on the topic of Business Process Management. registered students exchange experiences
in forums and receive aris licenses free of charge while pursuing their bachelor, master,
or doctoral degrees. instructors can use the platform to collaborate with colleagues and
BPM experts around the world. Within the framework of a special partnership (advanced
education Partnership, aeP), they receive exclusive access to teaching materials, online
help, and software for their courses and projects. users can submit applications to the
partnerships – that is, the “aeP for Process design and analysis” or the “aeP for Process
intelligence and Performance Management” – directly on the platform.
www.ariscampus.com
the official launch of the new aris community was on May 28, the first day of the ids
scheer in-house event aris ProcessWorld in Munich. in addition to the rapidly growing
number of members in the community, over 200 people have already registered as beta
testers for aris express, the free entry level BPM software available on the internet.
several independent european aris user groups have decided to migrate to the new platform.
in addition to the latest content for BPM experts and users at the aris community,
a twitter account provides visitors with an up-to-date information channel.
IDS Scheer also offers instructors and directors
of institutions special partnerships within
the framework of ARIS Campus. As a result,
educational content as well as a type of flatrate
licensing option are available: they receive
as many licenses as necessary, ensuring that
their students have access to the programs
both at the university and on their computers
at home.
job turbo bpm
Under the direction of Thomas Feld, Vice
President Research, IDS Scheer has formed a
team of local contacts in various countries to
provide support for the higher education program
and ARIS Campus. They use their collective
knowledge to actively contribute to the
discussion forums and respond to direct inquiries
from students and instructors. Thus,
IDS Scheer is helping universities around the
world prepare young academics for their subsequent
areas of specialization – because students
are soon no longer students. “The topics
business process management and business
intelligence will be combined into process intelligence.
This combination will become increasingly
important to businesses; practical
knowledge will be a job prerequisite for data
processing specialists,” according to Feld.
around tHe World
www.twitter.com/ariscommunity www.ariscommunity.com
“With a solid theoretical and practical education
at universities, graduates are optimally
prepared and have excellent prospects on the
job market.” And after completion of studies,
the ARIS Community provides them with
access to an exchange platform with articles,
forums and blogs on BPM topics. Discussions
on BPM, the exchange of process knowledge,
and the maintenance of contacts therefore
c o n t i n u e .
At IDS Scheer, close cooperation between universities,
science, and business has always been
a cornerstone of the corporate philosophy; after
all, founder and executive chairman Prof.
Dr. Dr. h.c. mult. August-Wilhelm Scheer
himself was an educator at the Institute for
Information Management at Saarland University
(Germany).
Within the framework of the higher edu -
cation program, IDS Scheer has bundled an
academic package on process analysis and
process intelligence that is specially designed
for educational purposes. Examples of the
more than 200 research and educational institutions
using ARIS include Widener
University in the United States, Tongji
University in China, and Aoyama Gakuin
University in Japan.
25

around tHe World
“The risk managers’ influence is rising”
Neither laws nor supervision were able to prevent the worldwide collapse of the financial markets.
Now policymakers are responding forcefully. Banking law expert Dr. Joachim Kaetzler talks about
new EU regulatory authorities and progress in governance, risk & compliance.
Professor Martin Hellwig, scientific adviser
for the German Ministry of Economics, believes
that regulators were the last to notice
that something was amiss. Do you agree,
Mr. Kaetzler?
The financial supervisory authorities have the
legal responsibility to prevent deficiencies in
the credit and financial services system – especially
when they could result in significant
detriment to the entire economy. Assuming
that deficiencies in the credit system have already
led to significant detriment to the entire
economy, one must admit that regulators have
obviously not prevented this situation. One
can speak of shared responsibility – the question
of culpability must, however, be judged in
a more differentiated manner.
Why did regulatory authorities not fulfill
their responsibilities?
The problems are multifaceted. Both in the EU
and worldwide, there is no financial market
supervision that goes beyond mere coordination.
In the future it will be critical to integrate
financial markets, which do not heed national
borders, into a cross-border regulatory system.
Financial markets and economic policy
are closely linked: It can hardly be expected
that governments will transfer economic policy
sectors as important as, for instance, financial
market oversight to a cross-border committee.
Moreover, according to Basel II, bank
regulators no longer conduct continuous assessment
but instead often only examine work
processes for viability and appropriateness.
The assumption that institutions know best
how to manage their own risks was arguably a
fallacy – at least in part.
Did the EU respond appropriately by
creating the European Systemic Risk
Council (ESRC) and the European System
of Financial Supervisors (ESFS)?
Creating these institutions was appropriate –
if for no other reason than that the systemic
risk, which extended beyond monetary policy,
could not previously be identified. The ESRC
is designed to provide early warning of emerg-
ing systemic risk as well as provide recommendations
for action. In this way the susceptibility
of the financial system in terms of inter-
dr. joachim kaetzler
cMs Hasche sigle is one of the leading
commercial law specialists in Germany
and europe. dr. Joachim Kaetzler is a
partner at the frankfurt office of the firm
and an expert in banking law. after earning
a doctorate at the university of
augsburg, Kaetzler was spokesperson
for the Bavarian federal state’s chapter
of “deutsche schutzvereinigung für Wertpapierbesitz”
(a German association of
shareholders). He joined cMs Hasche
sigle in 2001.
26 scheer Magazine 2|09

“There is no effective financial market supervision.” Dr. Joachim Kaetzler, partner at law firm CMS Hasche Sigle
related, complex industry and cross-industry
systemic risk can be confronted. On top of
that, the ESFS is tasked with overseeing individual
financial institutions. It consists of a
network of national financial supervisors and
the new European Supervisory Authorities,
created by transforming existing committees
for the banking, securities, insurance, and
company pension plan sectors. The creation of
the ESFS eliminates a situation that is hardly
sustainable: three European organizations
(CEBS, CEIOPS, CESR) staking a claim on the
position of European regulation coordinator
for the financial markets. Consolidating these
three entities under one roof is a welcome
change. Hopefully this will not just be a paper
tiger.
Does the same apply to EU-wide
regulation of rating agencies?
Stringent regulation of rating agencies was an
urgent necessity. There had been a virtual monopoly.
The core problem was that the agencies
helped develop financial products, which
they subsequently had to evaluate, creating a
natural conflict of interest. This will no longer
be possible in the EU.
How much authority will these
regulators have?
The EU delegates authority to national financial
supervisors. Agencies that wish to do business
in the EU require a license for the services
they provide from the umbrella organization
of the Committee of European Securities
Regulators (CESR). This gives the CESR a
scheer Magazine 2|09
risk manaGers at the boardroom table
in light of the current crisis, risk management must become part of corporate strategy.
experts recommend that management actively confront risk, holistically evaluate infor-
mation from the company, and introduce an independent risk management system.
“a chief risk officer should be at the table with executive management,” says edward Hida,
risk management expert at deloitte. 1 in addition, the complexity of business processes
should be reduced in order to increase transparency and improve controls. this makes
risk ma nagement easier and the company overall less vulnerable to crisis.
1 study “risk Management lessons emerging from credit crisis,” october 14, 2008.
stronger role in financial supervision and
should be welcomed as a foundation for direct
European financial market supervision, which
is necessary in the medium term.
The structures of the ESFS and the ESRC have
already been labeled as lacking in competency.
I can only agree. For example, it was stipulated
in the final EU declaration that decisions of
authorities may “in no way impact the budgetary
responsibilities of the states.” Systemic risk
must, however, have precedence over the national
interests of states in order to achieve effective
management.
Do financial institutions now have to recalibrate
their internal risk management and
compliance instruments?
The ESRC and ESFS have very little direct effect
on the internal organization of banks.
Rating agencies in the EU, on the other hand,
must increase transparency and comply with
around tHe World
stric ter reporting requirements. Other changes,
such as guidelines on liable equity for
banks, will result in a greater workload for the
financial institutions.
Will governance, risk & compliance
generally gain greater significance?
Yes, and we are already observing that the influence
of risk management is clearly growing
under the pressure of the crisis. More than a
few risk managers have reported to me that
their influence in decision-making has fortunately
increased.
What advantages do financial institutions
generally achieve when they optimize risk
management?
Banking is by nature a risk business. Therefore,
it makes sense that institutions that can best
manage risk will already achieve more success
in the medium term than an institution with
risk management deficits.
27

around tHe World
Fit for the future
Many companies have cut business travel, bonus payments, and even cellular phones during the crisis
of late. If these measures are not sufficient, more radical measures follow. But the ‘lawnmower’ method
can quickly threaten core or future business. With Business Process Management, companies can save
money more adeptly – and simultaneously uncover potential for improving competitiveness.
Difficult times have arrived for many companies.
When sales nosedive in double-digit percentages
over several months, it is not enough
to reduce employees’ existing comfort zone.
Whether in sales, marketing, production, purchasing,
or administration, the first reflex of
executives is to introduce drastic cost cuts
across the board.
pullinG weeds before
mowinG he lawn
During a crisis, companies often make the
mistake of cutting costs blindly, without
thinking about what will happen afterwards.
From a mathematical perspective, it makes
sense to distribute percentages equally across
the board. But this is neither an intelligent nor
strategic approach. The business challenge for
management is to improve processes while simultaneously
reducing costs. Because the
workload generally does not shrink, it is just
shared among fewer people. There should be
no gaps in customer support just because customer
service employees are working less. On
is your company prepared for the future?
www.fitforcrisis.com
the contrary, good service even when customers
are ordering less is the foundation for future
business. Savings must be smart.
The challenge is to identify cost drivers and
hidden expenses. The idea is to pull the weeds
– not fire up the lawnmower that clear-cuts everything.
Establishing a crisis committee in
which all company departments are represented
is recommended. Together, department directors
determine which business processes
are critical to future success and should be
protected from radical measures. Companies
that have introduced business process management
(BPM) in previous years can now
capitalize on their process efforts. Their experiences
provide a reference for quickly and
sensibly lowering costs, so that they are ideally
positioned for the period after the crisis.
evonik implements best practices
More intensive utilization of existing or even
reduced resources is a common crisis management
method. Better resource allocation is al-
With this online form, companies can find out
free of charge how healthy their processes
are. By answering 20 questions, participants
can trace their cost drivers and earnings potential.
it takes about ten minutes to enter the
data for this brief checkup, which encompasses
executive management and governance,
processes, organization and resources, market-
and customer-orientation, innovation,
and sustainability. all participants receive a
fact-based, individual assessment immediately
following completion of the questionnaire.
so an advantage of process management that
was implemented by the international chemical
and energy corporation Evonik Industries
with 41,000 employees and activities in more
than 100 different countries. To introduce a
global SAP platform in Greater China, processes
from Europe and the United States that
had been identified as best practices were introduced
in China and adapted to local conditions.
Since training requirements were continuous,
there was an imperative need for
comprehensive documentation of the processes
in China. In order to increase workshop efficiency,
the project team developed a BPM
framework that included a uniform role model
and process traceability. The result: the new
platform reduces process documentation
times and increases the reusability of processes;
this has enabled the company to achieve
overall cost reductions for all SAP projects.
ocÉ relies on standards
For years, IT managers have relied on standardization
to limit high maintenance costs
and interface management. Heterogeneous
systems can provide advantages in individual
cases, but they have also been identified as the
greatest cost drivers. They increase complexity
and require a great deal of expert knowledge.
Particular advantages of standardization are
comparability and reusability. Modern and especially
globally operating companies transfer
these experiences to their process landscape.
This is for example the case at Océ. Over the
course of many years, this provider of products
and services for professional document
management with headquarters in Venlo, the
Netherlands, had constructed a heterogeneous
and complex IT infrastructure. This also happened
because Océ acquired several large companies
in order to expand its product portfolio
and augment its selling power. Prompted by
requirements for integration, globalization,
28 scheer Magazine 2|09

and superior operational performance, Océ
implemented a company-wide program (you
can read more about this on p. 33). This primarily
consisted of harmonizing business processes
and organizational roles as well as standardizing
applications and infrastructure. At
the same time, a company-wide repository ref
lecting the “one and only version of the truth”
was created for artifacts of the company architecture.
The number of process variations was
reduced by 30 percent, which resulted in significant
savings in the utilization and implementation
costs associated with IT systems.
rwe with a new business model
At many companies, there is no standardized
recording and planning of business processes.
RWE Kundenservice GmbH grappled with this
matter in a unique situation. With 1,100 employees
and 250 million euros in turnover, the
company provides services for energy suppliers
and network operators on the electricity and
natural gas markets and for heating and water
utility clients. The German Federal Network
Agency requires companies in the energy sector
to separate the market roles of energy suppliers
and network operators. Companies must there-
scheer Magazine 2|09
fore separate processes and IT systems from one
another and make them inaccessible to the
other side of the market.
Consequently, within the framework of the
market role separation project, RWE Kundenservice
GmbH redefined its business model,
derived all business processes as a whole
from this, and adapted its organization and IT
on that basis. The new business processes also
serve as a foundation for new IT functionality
testing and employee training. E-learning
tools that demonstrate the technical IT implementation
of processes are effectively used to
train employees.
Through this consistent process-oriented
alignment, project expenses and anticipated
extra costs after production rollout were reduced
significantly. The objective is to maintain
consistent resource deployment despite
the increasing complexity and volume of processes.
Furthermore, expenses were reduced
by nearly 40 percent compared to the previous
situation by converting to new process documentation
software and centralized process
modeling for process recording. (On page 35
you can read which success factor is critical for
around tHe World
Preserving clarity in heavy weather: companies often make the mistake of cutting costs blindly without thinking about the time after the crisis.
Frank Bertenhoff, RWE Kundenservice GmbH,
with BPM projects.)
swisscom reduces processinG time
Process management is particularly effective
in reducing throughput times. With 5 mi l lion
cellular phone customers, 5.3 million landline
and 1.6 million broadband connections,
Swisscom AG is the leading telecommunications
company in Switzerland. The company
was able to achieve these effects and simultaneously
increase customer satisfaction. With
a newly introduced process monitoring system,
order processing and administration was
placed under a microscope. The system was also
designed to identify the reasons for timeconsuming
phone inquiries from customers
and internal offices, deliver traceable data
from incoming orders, and allow monitoring
of order processing. When deviations occur,
such as delayed processing times, the system
sends an alarm signal. Through transparency
in project implementation, comprehensive
process analyses, and process optimization
measures, Swisscom was able to accelerate order
processing and increase customer satisfaction.
29

around tHe World
There’s ARIS inside
Global demand requires global presence. But that’s not the only reason IDS Scheer has developed an
extensive partner network. It’s also about taking advantage of BPM knowledge, expertise and ARIS
as the default language of BPM.
Prepared the ground for BPM in Central and South America:
Ricardo Gutiérrez, CEO of AxxiS Consulting, Mexico
The average marriage lasts just ten years in Europe. There are no statistics
regarding the durability of partnerships between companies.
However, it may be assumed that in our dynamic economy, cooperations
that last fifteen years or more are exceptional – especially when
the partners are separated by distance, as is the case with the relationship
between IDS Scheer and its Mexican partner, AxxiS Consulting.
ARIS Toolset was introduced on the market in 1992. Four years later,
AxxiS in Mexico became one of the first IDS Scheer partners. Today,
the ARIS Partner Community embraces more than 50 companies in 27
countries.
AxxiS Consulting is a typical reseller, and also a service partner that contributes
profound industrial and technical expertise to the ARIS network,
guaranteeing that ARIS products are implemented efficiently.
Service partners make it possible to support customers from a local base.
Thus, for example, IDS Scheer is represented by partners in South Africa,
Morocco, the Philippines and Peru. These partners speak the customers’
language – both culturally and technically – and can be on-site quickly.
These are unbeatable advantages in the consulting business.
local or Global – always in Good hands
The customer receives business process excellence – that is the common
message of all ARIS partners. It makes no difference whether the customer
is assisted by consultants from IDS Scheer itself or from one of its
partners. “It is imperative for the customer to know that their processes
are in good hands,” says Partner Manager Carsten Jörns. “That is the ultimate
objective.” The primary criterion for entering into partnership
with a new company is how experienced they are with business process
management. The more knowledge the partner can contribute, the better.
“It is not enough just to sell a lot of licenses,” explains Jörns, who has
been with IDS Scheer for more than twelve years and responsible for
partner management worldwide since February. “We are interested in
the added value the customer gains by using our BPM solutions.”
brinGinG
innovation to mexico
“We almost feel like a branch office of IDS Scheer in Mexico,” says
Ricardo Gutiérrez, Managing Director of AxxiS Consulting, one
of the first companies to join the worldwide IDS Scheer partner
network. Mr. Gutiérrez became acquainted with IDS Scheer in
1994, one year after his own company was founded. “I was very
excited as soon as I saw ARIS for the first time.” AxxiS Consulting
became the exclusive distributor for Mexico and expanded operations
to several countries of South America. “In the beginning, we
had to prepare the ground for BPM,” says the Mexican businessman
who is keen to attract innovation to his country. “Mexicans
have rather a lot of difficulties with processes that have been imposed
on them, although that situation has changed considerably
in recent years. Business and the associated structures are becoming
more international – and thus also more standardized.” The
company, which uses ARIS software mainly in Enterprise Ar chitecture
Management projects, employs 25 consultants who provide
services to about 70 customers in Mexico, Peru, Venezuela,
Colombia and the USA. These customers include Cemex (the
third-largest cement manufacturer in the world), Citigroup,
Pepsico, PEMEX (a Mexican oil company), the Mexican Ministry
of Finance, FEMSA (a Mexican beer producer and Coca-Cola’s
largest bottler for Latin-America) and Intel. Mr. Gutiérrez is at
least able to see one bright spot in the economic crisis, which has
not spared Mexico either: “If companies respond rapidly and flexibly,
they will be competitive in the future as well. The blueprint
for adapting is provided by ARIS.”
Quality has top priority. “IDS Scheer is not in the business of selling
software that will lie unused after a few months,” says Jörns, referring in
particular to BPM solutions. ARIS is the world standard for BPM. To
ensure that this remains so, customers must perceive it in the efficiency
of their processes every day. This also means that, if the situation demands
it, the partner must advise a customer not to embark on an ARIS
project if they are unable to establish the necessary BPM governance.
IDS Scheer recently introduced the ARIS certificate, which will be the
international minimum requirement for partner status in the future.
30 scheer Magazine 2|09

The worldwide IDS Scheer Partner Community comprises more than 50 companies in 27 countries.
Certified experts will have more than a superficial familiarity with
ARIS; they will already have project experience and be accomplished
BPM consultants.
There is enormous potential in globally active companies such as SAP,
Oracle and Accenture, which spread the ARIS Platform as resellers,
OEM and service partners. IDS Scheer entered into its first global partnership
contract with IT consultancy Accenture in 2008 (see interview
on the following page). The stated objective is that these partners should
use ARIS as the standard in all BPM projects by introducing their content
in an industry-specific database and transferring a customer-specific
ARIS database to the customer at the end of the project. Deloitte
also decided to take this course recently; others will follow suit soon.
partners need to understand each other
Just how durable and profitable a partnership can be is demonstrated by
the relationship between IDS Scheer and SAP. This story began back in
the 80s, when Professor Scheer discussed the necessities of a business
management view of processes for IT systems with SAP founder Hasso
Plattner at the Institute for Information Management in Saarbrücken,
Germany. Today SAP, the world’s leading provider of ERP software, is
more than just the largest ARIS reseller. An abiding partnership has
been forged between the two companies, extending from joint technology
development ventures to product sales. ARIS can be integrated
seamlessly in the SAP environment and supports users with a comprehensive
BPM lifecycle – from creation of their business models to execution
with SAP, and further to include business process monitoring and
optimization. For its part, IDS Scheer is one of SAP’s most important
partners in terms of process-oriented introduction of SAP systems.
IDS Scheer also enjoys a technology partnership with the UK-based
Lanner Group, which has integrated its simulation software in ARIS.
scheer Magazine 2|09
Expansions of this kind provide customers with a broader ARIS functionality.
Partnership manager Jörns is convinced: “Partners have to know and
understand one another, and they must develop a team culture.” That is
why he and his team members all over the world spend many hours in
web conferences and telephone calls. While it is no substitute for meeting
face to face, it is indispensable for exchanging experience and information,
and for monitoring activities. At least once a month, managers
talk to their partners to find out how projects are proceeding, what can
be done better, where new information has been collected.
Glossary
service partners
it service providers with industry-specific and technologyspecific
expertise that offer BPM consulting services and ensure
aris products are used
value-added reseller (var)
Vars sell aris products and offer complete solutions relating to all
aspects of the aris Platform – including complete BPM solutions
oem
it manufacturers that integrate aris into their own solutions
and sell the product under their own names
technoloGy partners
development cooperations for new BPM solutions and
aris functions
around tHe World
31

around tHe World
“We needed a robust, tool-based platform”
Interview with Jim Adamczyk, Executive Partner
at Accenture and lead for Process Architecture Specialty
How is Accenture working with ARIS?
In June 2008, we selected the ARIS Platform to serve as the core repository
for our libraries of industry reference models, which we
call the Accenture High Performance Business Process Framework.
These industry-specific models are based on a process reference
architecture and draw upon our experience and capabilities from
our global practice.
Why ARIS?
We needed a tool-based platform that was robust, mature, and scalable.
Accenture supports models for 20 industries, a core modeling
standard as well as extensions and add-ons unique to different
technologies. All of this has to be delivered to our over 180,000
employees in 49 countries. We felt that the ARIS Platform was our
best option.
What are your business expectations?
Because our process models are stored in a repository based upon
ARIS, various ARIS tools such as the Business Architect, IT
Architect, Business Architect for SAP, and SOA Architect might be
used by our clients. Of course, it will be their decision. Through
our alliance with IDS Scheer, we can help our clients acquire and
implement tools and solutions of the ARIS Platform as needed.
The ARIS Platform and Accenture’s Reference Models help our clients
achieve a number of benefits.
Shared knowledge is important to the ARIS Partner Community. Jörns
met many partners at ProcessWorld in Munich and Prague; he will meet
more at the annual meeting of partners, where it is not unusual for personal
friendships to be created as well. The key theme of the next summit
meeting is “Beyond Modelling – the Value of Permanent Business
Process Improvement”.
Sometimes, ARIS is inside even when the name ARIS does not appear:
OEM partners sell IDS Scheer products under their own names. For example,
Oracle has integrated the ARIS Design components in its BPA
Suite, which is part of its BPM solution. The US-based ITIL expert iET
Solutions incorporates the PPM tool from Germany in its own solutions.
In this way, ARIS has slipped unobtrusively into the systems of
the companies buying from this software manufacturer, and extended
its reach. The OEM partner also offers to integrate ARIS components in
its own software, thereby increasing the benefit and reducing rollout
time for the customer.
Jim Adamczyk, Executive Partner at Accenture
For example?
Very important will be less design times and costs as well as reducing
training and startup through the use of a common process vocabulary.
A common approach and understanding will reduce errors
and miscommunications.
What is Accenture doing to adopt the ARIS Platform in addition
to building the process models?
Accenture has developed on-demand computer-based training on
how to do basic modeling using the ARIS tools. In addition, we
have the Innovation Center for Business Processes, which is a cross
industry team. This center works with client teams in BPM to help
them utilize the industry reference models and the associated
ARIS Platform tools. This team will support customers to make
best use of the tools and repository in addition to how to develop
and maintain the industry models.
According to Jörns, plans are afoot to devote particular efforts to expanding
the OEM program with regard to process performance monitoring
this year. The campaign will be directed most vigorously at ERP
and CRM providers, and manufacturers specializing in industries.
“With their purchase of the software, the user companies will have the
ability to get information very quickly about the health of their processes,”
Jörns explains.
ppm in the oem business
Regardless of whether a customer works with IDS Scheer directly or
with a partner, they will always receive the assistance they need to find
the process information and key performance indicators in ARIS products.
On this basis, improvements can be put in place appropriately.
And best of all, the users have stored their process knowledge in an ARIS
database – it is up-to-date, organized, and therefore can be reused at any
time. “This is the living ARIS Community,” Jörns sums up.
32 scheer Magazine 2|09

Learning from the best
Every BPM project is different. But there are a few key factors that make a BPM
initiative successful. The winners of this year’s Business Process Excellence Award
from IDS Scheer share their ideas on what’s important.
lesson 1: include top manaGement
The success of any BPM project begins at the top. Louis Anderson of Océ
is certain of that. “Without the support of top management, no plans
for change that impact the entire company are feasible,” says this corporate
application architect. “With a BPM project, it’s not about drawing
pretty pictures but about changing the entire workflow.” Three years
ago Océ – an international provider of digital printing and document
management solutions of Dutch origin with 23,000 employees in 100
countries – faced the challenge of harmonizing its worldwide business
processes and standardizing its IT.
Anderson found out what role top management plays when he wanted to
document the corporate architecture in 2005. “Because at first it was a
mere IT initiative, we were not successful. Only after senior management
announced an excellence program to increase efficiency throughout
the company were the strengths of the business side and IT successfully
bundled.” Anderson’s assignment: with the help of ARIS, he documented
the processes and IT architecture – with very diverse results.
Overall, the company can now better evaluate the likely consequences
of a change to business, application, or infrastructure architecture.
“This results in fewer risks and better decisions,” says Anderson, who
together with his coworkers received an award in the Business-Driven
SOA & Enterprise Architecture Ma nagement category.
scheer Magazine 2|09
around tHe World
lesson 2: always keep users in mind
According to Stefan Trägler, Organization Director at Landesbank
Berlin (LBB), a large German commercial bank, not only must top management
stand behind a BPM project. A BPM project succeeds or fails
with the acceptance of employees. “After all, they are the ones working
with it every day.” In 2002, he initiated the conversion of a set of written
rules – the complete bank rules system – from a paper to an electronic
system. Since 2004, all instructions are displayed in the intranet as ARIS
models linked to the LBB content management system. LBB has saved
three million euros annually ever since; for the 180 handbooks alone,
10.5 million replacement pages containing the latest system of rules
were eliminated. An additional benefit is that LBB can now track
whe ther an employee has actually read a directive.
Together with his colleague Alexander Zacharias, Director of the Bank
Organization department, Trägler increased acceptance by ensuring a
high degree of usability. At first, the complex representation using
“ARIS wall papers” was met with skepticism. With ARIS light, LBB created
its own method of presentation. Instead of complex detailed modeling,
there was a sleek depiction within the framework of ARIS conventions,
with redundant or confusing symbols removed. Employees today
find colored markings showing which processes have changed, and they
can access additional information through supplementary texts.
“Convenient, easy to use, and up to date” – Zacharias credits this for-
33

around tHe World
mula for the high rate of 35,000 visits per month. Nearly 800 users at lesson 5: define standards, allow deviations
LBB have now been trained on the system. This success also convinced “Big BPM projects need standards that are coordinated centrally,” says
the awards jury: LBB received the BPE Award for Banking Excellence. Jörg Winckler, Director of the department IT5, the IT service center in
the division of the German Federal Ministry of Transport, Construction
lesson 3: identify objectives
and Urban Development. The depart-
Experience has shown Helen Kylstad – Head
ment supports the optimization and
of Master Coordinator Finance for the
harmonization of business processes.
Swedish company Volvo – that explaining
On this basis, standard software for
goals increases success. Her project, which
8,000 users was implemented. Al-
started in 2006, was the process-oriented
though many processes were substan-
rollout of SAP R/3 Master Finance at aptially
the same, the actual processing
proximately 100 of Volvo’s smaller and new ly
landscapes in the 68 agencies that be-
acquired companies within the worldwide
long to this particular Federal Mi-
Volvo Group. “Many people would rather
nistry, were rather heterogeneous.
maintain the status quo. That’s why it is ex-
“From the Federal Office of Civil
tremely important to focus as much as pos-
Aeronautics to the German Me teo -
sible on concrete objectives.” Kylstad also
r ological Service, we are servicing all
has to make sure that the 6,500 employees
kinds of different agencies that all
who are already running the solution and
have their own structures,” explains
those who will subsequently benefit from it
Winckler. “That’s why it’s important
will be trained using ARIS models. Her ad-
to know when you can deviate from
vice on project communication: “Keep it
the standard so as not to impair the
simple and don’t overwhelm employees
organization’s operability. It’s a bal-
with documentation that they are not going
ancing act that you have to develop
to read anyway.”
the necessary sensitivity for. Criteria
for when to deviate from a standard
lesson 4: communicate,
are, for instance, possible follow-up
communicate, communicate
costs, future release alterations or the
Project communication is a critical success
dependency on other technical sys-
factor for Olivier Faure, document and IT administrator
at Technip. This international
tems.”
corporation – with headquarters in Paris and
lesson 6: assess
offices in 46 countries worldwide – installs
process viability
production equipment for petroleum and
“BPM is not a natural way of life for a
natural gas companies. In order to standard-
business,” says Brett Cunningham,
ize all internal control team processes,
SCALE Application Integration Leader
Technip has been using ARIS Solution for
for the Coca-Cola Company. “Nor does
GRC (Governance, Risk & Compliance
it function like plug & play. Pro cesses
Management) since September 2008. The so-
must be carefully designed in accorlution
is being implemented worldwide. Acdance
with requirements.” Cu n ningcording
to Faure, cultural differences must
ham and his team of 30 employees are
be respected in communication. “In some
responsible for ensuring that indepen-
countries, for instance in Asia, hierarchies
dent regional Coca-Cola companies,
must be observed. Elsewhere, such as in BPM projects are successful when top management as
known as bottlers, are using as many
Brazil, things are more informal.” This also well as end users are involved, and when goals are communi- standard processes as possible: the bot-
applies to training sessions, which Faure has cated openly and continuously developed.
tler best practices. In 2006, the compa-
organized around the world. In Norway and
ny launched the SCALE project. Under
Britain, the approach is “get straight to the point.” In Italy, on the other this framework, the head office in Atlanta, in conjunction with the 11
hand, socializing plays a greater role. The success principle, however, is the most important bottlers, has now established over 700 mandatory pro-
same at all sessions: “Training must be focused on practical applications.” cesses – with the help of ARIS.
34 scheer Magazine 2|09

Assessment is a term Cunningham likes to use because processes are continuously
being assessed for applicability using 18 criteria. Buy-in is also
important to him; processes are not to be imposed by Atlanta. Instead,
they are developed in cooperation with bottlers. Members of the “system,”
as the association of parent company and bottlers is known, have
agreed to a holistic approach with a strict governance superstructure.
Cunningham considers this one of the most important success factors.
The maxim is “SCALE is the source for every process.” To implement it,
employees must totally dedicate themselves to the process concept. As a
representative of Coca-Cola, Cunningham is one of these employees – he
has counterparts at all levels at local bottlers who ensure that improvements
and modifications are appropriately implemented at each facility.
This includes “global business process leads” as process owners, “country
champions” who advance the project in their countries as well as “super
users” who bring expertise to individual departments.
lesson 7: install mr. process
One such “Mr. Process” who has internalized the process concept is
Frank Bertenhoff. As Director of Supplier Account and Process
Management at the German company RWE Kundenservice GmbH, he
works with a team of 15 people. Together they are responsible for implementing
guidelines from the Federal Network Agency and the clients’
requirements in one shared service company for two regional subsidiaries
(RWE Rhein-Ruhr and RWE Westfalen-Weser-Ems). Legislation
stipulates that energy companies must separate their market roles as en-
scheer Magazine 2|09
helen kylstad
head of master coordinator finance, volvo
“Many people would rather maintain the status quo. That’s why it is extremely
important to focus as much as possible on concrete objectives.”
brett cunninGham
scale application inteGration leader, coca-cola sabco
“It is critical that all stakeholders internalize the BPM philosophy.”
louis anderson
corporate application architect, ocÉ
“Without the support of top management, no plans for change
that impact the entire company are feasible.”
around tHe World
ergy supplier and network operator in order to allow additional independent
competition. Processes and IT systems must be separated from
and made inaccessible to each other.
“With such a mammoth project, it is important to concentrate on the
essentials, precisely define processes from beginning to end, and fully
implement the process concept. Otherwise there is a danger of being diverted
from the objective,” says Bertenhoff, who works on the interface
between internal contractors, IT, and specialized departments. In the
run-up to the project alone, the Bertenhoff team generated 200 decision
requirements and coordinated with internal contractors – for example
the call center or the invoicing department. “For me, this meant organization,
implementation, and conflict management, for instance when
processes that were defined at the outset actually had to be implemented
in IT.”
lesson 8: embed the bpm philosophy in culture
Is a BPM project ever complete? “No,” says Joni Lehtonen, Vice President
of Business Process Services with the Finish IT service provider Tieto
Corporation, who optimized the company’s SLA management with assistance
from IDS Scheer (see user story on page 38). “But that is also
the wrong question,” continues Lehtonen. “Improving performance
cannot be approached like a project or a program. It is more like a philosophy,
a culture that must be rooted firmly in a company’s existence.
It is an ongoing process.”
35

around tHe World
Faster out of the starting block
“IT follows business” is the maxim when updating IT landscapes. With Industry.PerformanceREADY,
IDS Scheer provides a solutions package for rapid implementation of business process optimization –
industry expertise included.
An increasing number of companies is replacing
existing solutions with newer and more
agile ERP software. Analysts at Gartner have
also observed this: In June 2009, Christian
Hestermann, Robert P. Anderson, and Chris
Pang examined the ERP market for medium-
Industry.PerformanceREADY consists of three project modules.
sized companies with 100 to 1,000 employees.
They then listed ERP software systems in a
Magic Quadrant. 1 For the Gartner technology
analysts, three key factors determine current
development: the provision of industry-specific
functions, technological modernization
Process-oriented project standards
based on many years of sAP project
experience
Industry-specific best practices
mapped in ArIs
Preconfigured sAP industry solutions
as basic component
through service-oriented architecture (SOA),
and solutions that can be used worldwide.
The results are in line with the experience of
Marc Vietor, director of Process-Driven SAP
DACH & Industry.PerformanceREADY at IDS
Scheer. “For example, many companies have
grown over the years as they established and
expanded international offices. Their IT systems
are now approaching their performance
limits or must be consolidated” – because
existing systems have been repeatedly expanded
through interfaces and interwoven with
add-on programs. Large corporations also face
similar challenges with acquisitions, when external
systems must be adapted. At each location
there are different, highly complex structures
that are often impossible to network with
each other. Vietor: “Companies of all sizes rely
on these networks to function efficiently – in
terms of both organization and system; lean,
integrated processes are a top priority.”
36 scheer Magazine 2|09

solution components
1 Preconfigured saP system
2 aris reference database
3 saP solution Manager
4 solution documentation
5 aVe procedure model
6 Process-driven saP standards
7 aris process monitoring
8 aris Process Governance
Eight solution components are available for implementation.
continuous process optimization
Intense competition, higher expectations from
customers and investors combined with business
units scattered across the globe are increasing
pressure on companies to improve
their operating processes. According to a 2008
estimate by the Economist Intelligence Unit,
an international analysis and consulting firm,
executives consider continuous optimization
of business processes to be the most important
prerequisite for operating success. 2 Expert
knowledge and consulting services are in demand
more than ever. “In order to achieve the
necessary transparency and optimization,
companies must examine three process types,”
explains IDS Scheer expert Vietor: “Processes
documented by the organization department,
processes implemented by the IT department,
and processes executed by the specialist departments.
Based on many years of successful
analyses and work on behalf of customers, a
new consulting product has emerged against
this background: Industry.Performance REA-
DY delivers appropriate, industry-specific instruments
for efficient processes.” The IDS
advantaGes of industry.performanceready
• time and money savings through existing preconfigurations
scheer Magazine 2|09
Scheer service package combines process management
software with the expertise of industry-specific
process scenarios, while consistently
adhering to the philosophy of “IT follows
business.”
experience of a thousand companies
Industry.PerformanceREADY is a comprehensive,
process-oriented solution that reflects industry
expertise in ARIS for SAP and combines
industry-specific process scenarios
based on SAP best practices. According to
Vietor, “It contains the experience of a thousand
companies.”
A company-specific model of the operational
processes is generated using ARIS. This serves
as a mandatory parameter for configuring the
SAP ERP solution. The ERP system is conveniently
expandable and can be adapted to
companies of all sizes and in any industry. It is
ideal for deployment at several locations and
in company divisions as well as for subsidiaries
with various legal forms. Its unique advantages:
preconfigured ERP software accelerates
• Minimal project risk due to aris reference processes and preconfigured
saP industry solutions
• reuse of centralized standards (templates, guidelines, examples), automatically
available to all saP solution Manager participants
• comprehensible process landscape through BPM expertise and industry knowledge
in aris for saP
• scalable solution for small, medium or large-sized companies
• Process efficiency and continuous success monitoring with aris Process Performance
Manager (aris PPM)
• rapid, process-driven adaptation of the erP system to fulfill individual requirements
• customer-specific expansions are based on precision adjustments; consequently,
industry.PerformancereadY can be offered for a fixed price
industry packaGes with
process expertise
special industry packages are currently
available for the following business pro-
cess platforms:
• chemical industry
• consumer goods industry
• discrete parts manufacturing
• logistics service providers
• Metalworking industry
• Pharmaceutical industry
• retail
• Public utility industry
sys tem implementation; implements optimized,
cost-effective processes; and reduces
implementation and operating costs.
For process-supported SAP implementation,
Industry.PerformanceREADY also uses realtime
controlling based on ARIS PPM, thereby
ensuring a continuous improvement process –
additio nal automation and workflow support is
provided by ARIS Process Governance.
The outstanding features of the solution are
the industry knowledge it incorporates and
the fact that it directly matches preconfigured
processes in SAP. Supported areas include financial
and accounting processes as well as
processes associated with production, warehousing,
and distribution. With these functions,
companies can fulfill country-specific
reporting requirements as well as plan, measure,
and control business processes throughout
the entire company.
Uniform standards also allow companies to
administer processes from different industries
– for example, a pharmaceutical company that
also operates pharmacies and thus retail outlets,
or a machinery manufacturer that delivers
its products to building supply retailers
and must administer consumer-product-specific
processing. “This degree of flexibility and
comprehensive concept are unique on the
market and provide our customers with an
ideal environment for integrated BPM,” concludes
Vietor.
1
2
around tHe World
http://mediaproducts.gartner.com/reprints/microsoft/
vol4/article12/article12.html
http://www.logica.com/securing+the+value+of+business
+change/400013767
www.ids-scheer.com/performanceREADY
37

around tHe World
Debugging processes
Time is of the essence in incident and problem management. That is why Tieto,
a leading IT service company in Northern Europe, relies on ARIS Solution for
Process Intelligence & Performance Management (PIPM).
joni lehtonen, vice president at tieto,
summarizes the approach:
Tieto has created a concept called “Predictive Business Services”. Before
going to market with it, Tieto wanted to prove to itself that the concept
works and customers will really benefit from it. Predictive Business refers
to an activity that is designed to eliminate the guesswork and surprises
from business processes. The ultimate goal of Predictive Business
may be to improve operational agility through better management of
information and knowledge. Predictive Business is divided into three
phases: observation, analysis, and optimization.
Observation means the preplanned, active and systematic gathering of
information from all sources, both internal (e.g. the ERP system) and
external (e.g. news services). By visualizing the information gathered
from these various sources – combined with key performance indicators,
for example – the company can get a better idea of the state of its
operational processes. In practice this might mean providing the pro-
Tieto’s headquarters in Helsinki, Finland
cess owner with a real-time visual view of the business processes in order
to chart the process bottlenecks as comprehensively as possible.
For instance, if a product’s order-to-delivery cycle time exceeds the predefined
limit values, the process owner receives an alarm which in turn
allows him or her to respond quickly and start corrective actions, thus
avoiding customer disappointment. Visualization gives the process
owner an idea of the chain of events that has started or is starting, and
of the information needed to solve the problem and where it is to be
found.
Analysis then aims at understanding the correlations between events.
The hypothesis is that the different events share at least some common
characteristics. Thus, the information recorded during one event can be
used for analyzing another. Event analysis serves as a basis in preparing
for future events and optimizing operations.
Optimization refers to the attainment of the best possible end result
within defined limits. Optimization being a future-oriented activity by
nature, it may be suggested that a comprehensive knowledge base is essential
for such activities.
Tieto has a culture of continuous improvement. This means doing more
than just complying with service level agreements (SLAs). All processes
and services are enhanced constantly according to the concept of
Predictive Business. In ARIS, Tieto has found the solution to analyzing
all factors that influence process efficiency.
Tieto is impressed by the BPM products it has implemented and therefore
offers services for ARIS products as an IDS Scheer partner itself.
The ARIS tools help to keep improving Tieto’s service management as
well. The company is now able to identify and avert potential bottlenecks
in a timely manner – valuable experiences that are also made
available to customers.
38 scheer Magazine 2|09
tieto
tieto corporation was created by a merger of the tieto corporation
(finland) and enator aB (sweden). as one of europe’s biggest
it service providers, the company offers services in the realms of
it, r&d, and consulting. its approximately 16,000 experts assist
mainly medium- and large-scale companies in the primary mar-
kets of northern europe, Germany, and russia. the company also
provides worldwide services to customers in the digital services
segment as well as the telecommunications, forestry, and energy
industries.

25 years of BPM:
The success story continues!
Prof. Dr. Dr. h.c. mult. August-Wilhelm Scheer, founder and chairman of the supervisory board, IDS Scheer AG
Few people will remember, but in 1984, when IDS Scheer was founded
in Saarbrücken, the idea of business processes was already the focus of
company services. I had written the first book in German on the CIM
(computer-integrated manufacturing) organizational concept, and, despite
being just a small startup in Saarland with a handful of employees,
IDS Scheer was in demand as a conceptual consultant for large industrial
enterprises such as Bosch and Daimler.
Indeed, CIM was a prototype business process concept that encompassed
the entire field of logistics. Even the technical description of geometric
product properties and their use in generating control programs
for machinery was recognized as an associated process. I represented
these two essential business processes as the Y-CIM model, which was
then also selected in simplified form as the IDS Scheer logo. That is why
scheer Magazine 2|09
the Y-logo represents the process idea that even today illustrates the
unique selling point of IDS Scheer software and consulting services.
aris victory lap around the Globe
looKinG aHead
Even while I was building my small company, I was conducting research
into methods for a business-oriented – that is, user-oriented – description
of information systems. My work revealed that while describing
company data is very important, it is not sufficient to define a business
process itself. Among other things, details about the functions and their
connections were lacking. I needed a concept that could satisfy both the
requirement of simplicity for the user and the methodical stringency for
simultaneously transferring process contents into information technology
support systems. With the ARIS concept, especially the graphical
39

looKinG aHead
ARIS house model, I found a truly simple conceptual framework for defining
business processes that enabled me to depict the path from company
strategy to IT implementation of business processes at the same
time. By 1991, the ARIS method was already taking a victory lap around
the globe.
Having defined the concept as a prototype at my Institute for Information
Systems at Saarland University, at IDS Scheer we then developed a software
product based on the ARIS model that enabled IT support for describing,
modeling, and optimizing business processes. Within a few
months, a completely new software system was developed, which is now
available in numerous further enhancements. Over 7,500 customers
worldwide now rely on the ARIS system. In addition, we work closely
with technology partners, especially SAP and consultancies such as
Accenture and Capgemini, so that ARIS continues to gain acceptance as
the global standard for business process optimization.
system independence of the process level
Particularly in light of our existing cooperation with SAP, it was becoming
increasingly urgent to associate the conceptual models with the implementation
level. Following numerous discussions, projects for linking
modeling with the customization function of the SAP R/3 system
were begun between the two companies. This link has now evolved into
a successful concept and is being implemented through close coupling
between ARIS and SAP Enterprise Services Repository as well as SAP
Solution Manager.
Business process management, from strategy development to controlling
ongoing business processes, is itself a business process. This process
The essential business processes are combined in the Y-CIM model.
The ARIS house model: This simple concept defines processes.
of business process management must be independent of the application
software used for operational business processes. The idea to first
develop business process strategy on top of application systems and
then provide a detailed technical description before branching out into
different application systems provided IDS Scheer the opportunity to
establish an independent position for itself.
New ARIS components were introduced. The PPM (Process Performance
Manager) component for monitoring and analyzing ongoing business
processes is a particularly important element in further enhancements.
Today, the process of business process management is entirely supported
by the ARIS Platform, and for consulting projects it has become the
primary motivation for companies to implement business process management.
In the last few years, a new process type has been added that directly addresses
executive management, because it relates to the company as a
whole: the GRC (governance, risk & compliance) process type. With
risk management, the risks associated with processes are identified and
solution options, such as defining alternative process steps in the event
that the original function breaks down, are incorporated into the modeling
of business processes. Especially during the banking crisis, the necessity
of business process transparency for management has become
clear. An essential cause of the crisis was ultimately a lack of transparency
for risk and processes, especially at investment banks.
lookinG ahead
I am convinced that after the 25-year evolution of business process
management with ARIS, the concept’s great success will continue. To
ensure long-term success within an IT industry that is undergoing consolidation,
I have decided to sell off my IDS Scheer interest to Software
AG. This will combine the No. 2 and No. 3 industry leaders in Germany
to form a strong new company. Supplemented by our far-reaching strategic
partnerships with large international IT companies, this merger
will create a secure platform for long-term distribution of the ARIS concept
worldwide.
40 scheer Magazine 2|09

Software AG and IDS Scheer:
The power of two
Karl-Heinz Streibich, CEO, Software AG
On August 17, 2009, Software AG made a friendly takeover offer to IDS
Scheer AG. The objective is to create a strong German-based company
that stays on a consistent course of worldwide growth. The new global
player for business process excellence with more than one billion euros
in turnover will be able to deploy over 6,000 expert employees in support
of its customers’ projects. The company that founder Prof. Scheer
has built over the past 25 years and the principles that have distinguished
IDS Scheer from the very beginning will continue to endure:
the IT professionals with their expert knowledge and customer relationships,
the links between academic research and market practice, the
product and consulting business with a focus on tailor-made products
and services for medium-sized businesses, managed services support,
the ARIS brand, and the highly motivated employees.
Customers of both companies all over the world will benefit equally
from the planned merger of Software AG and IDS Scheer. The two enterprises
have complementary products and business models. Besides
producing ARIS, the world’s leading software for business process man-
scheer Magazine 2|09
looKinG aHead
agement, IDS Scheer also provides SAP consulting services and enjoys a
strong position in Europe. Software AG brings the webMethods product
palette, the ADABAS database management system, and a successful international
business, for instance in the United States, Brazil, and Japan.
We intend to increase visibility for ARIS in the US and all other important
countries in which Software AG is successful in order to help yet
more customers in those countries expand their business success with
transparent and efficient processes.
We know that size is a competitive advantage on the global IT market
because it increases visibility and international presence. Together we
will have the size that will enable us to optimize our positioning for our
customers and partners in global competition. The time is right to combine
our forces and deploy them for the greater benefit of our customers.
IDS Scheer and Software AG customers can be assured that we will remain
a strong, competent and reliable partner for you in the future.
41

WeBcast scHedule | iMPrint
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Interactive and directly accessible from your desk
The thematic webcasts from IDS Scheer give
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➞ Starting at 5 p.m. (Central European
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diane Baumann, achim Born,
Manfred Buchner, Kristina frayne,
Bernd Müller, Markus strehlitz
an overview of next dates
aRIS express
Your free and easy start into business
process management
➞ October 1, 2009 – 8:30 a.m.
(German time, UTC +2); India 12:00 noon;
Singapore 2:30 p.m.; Tokyo 3:30 p.m.;
Sydney 4:30 p.m.
➞ October 1, 2009 – 5:00 p.m.
(German time, UTC +2), 11:00 a.m.
(Eastern Daylight Time, i.e. New York)
Successful retail planning
Integrated planning processes as key for
your company’s success
➞ October 7, 2009 – 5:00 p.m.
(German time, UTC +2), 11:00 a.m.
(Eastern Daylight Time, i.e. New York)
editorial board
ids scheer aG
nynke Barenholz, elke Bastian,
etienne de la dure, Marikit Klein-smith,
sybille langenbahn
desiGn
nicola Bernhart,
81667 Munich, Germany
www.nicola-bernhart.de
print production
Printing Press Heinz Klein GmbH, saarlouis, Germany
publishinG location
saarbrücken, Germany
copyriGht
© copyright ids scheer aG, 2001 – 2009
all rights reserved. this document is subject to copyright.
changes, abbreviations, extensions of or additions to texts
require express written permission by ids scheer, saarbrücken,
Germany. reproduction as well as copying or other
utilization of texts require the written consent of the publisher.
third party submissions do not necessarily represent
the views of the publisher.
trademarks
“aris”, “ids scheer”, “ProcessWorld”, “PPM”, “MashZone”,
and the symbol “Y” are brand names or registered trademarks
of ids scheer aG. all other trademarks are the
pro perty of their respective owners.
business-driven risk and
compliance management
A sustainable ARIS Solution for efficient
usage by multiple company roles
➞ November 25, 2009 – 5:00 p.m.
(German time, UTC +1), 11:00 a.m.
(Eastern Standard Time, i.e. New York)
Sap poS data management
Improved strategic decision-making
through gathering facts and figures from
your retail outlets
➞ November 25, 2009 – 5:00 p.m.
(German time, UTC +1), 11:00 a.m.
(Eastern Standard Time, i.e. New York)
picture credits
title graphic © nicola Bernhart
silhouettes © pdesign – fotolia.com (Title page, 7)
Portrait dirk Zupancic © dirk Zupancic (4)
Grainfield, Blackberry © KWs saat aG (5, 6)
fresh bread © steven Van Veen – fotolia.com (8)
Graphic © nicola Bernhart, content © Mercuri international (8)
Portrait Holger dannenberg © Mercuri international (9)
Portrait Mike Grandinetti © Mike Grandinetti (10)
Buttons Web 2.0 © francesco83 – fotolia.com (10)
logo and control center © equens se (12, 13)
Globe © cornelius – fotolia.com (14, 15)
Portrait © Mehul rajparia (16)
Gateway of india, taj Mahal © Gopinath Bandekar (16)
Building © kallejipp – photocase.de (17)
Model and portrait © serge schoemaker (18, 19)
screenshot © P. ramakers – digitalstock.de (23)
Portrait Melanie Mack © Pierre audoin consultants GmbH (23)
student © franz Pfluegl – fotolia.com (24)
traffic sign © foto50 – fotolia.com (26)
logo und Portrait dr. Kaetzler © cMs Hasche sigle (26, 27)
Windshield wiper © Volker Moerke – corbis.com (29)
ricardo Gutiérrez and logo © axxis consulting (30)
network © andrzej – fotolia.com (31)
Blackboard © sandor Jackal – fotolia.com (33)
sprinter © shariff che‘lah – fotolia.com (36)
Building © tieto corporation (38)
august-Wilhelm scheer © enno Kapitza (39)
Karl-Heinz streibich © software aG (41)
all other pictures and graphics © ids scheer aG
42 scheer Magazine 2|09

Get There Faster. We‘ll show you how.
Software AG is the world’s largest independent provider of Business Infrastructure Software. Our 4,000 global enterprise customers
achieve business results faster by modernizing, integrating and automating their IT systems and processes. As a result, they rapidly
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and govern their data, systems, applications, processes and services – achieving new levels of business flexibility.
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total revenues of € 721 million in 2008.
More information: Software AG · Phone: +49 6151 92-0 · E-Mail: webinfo@softwareag.com
WWW.SOFTWAREAG.COM

© 2009 Accenture. All rights reserved.
We know what it takes to be a Tiger.
According to our landmark research on leaders in 35
industries, high performers consistently excel at
translating information into business value, particularly
through the effective use of Business Process Management.
To learn more about the Accenture Business Process
Management Offering, visit accenture.com/bpm

Know-how
GettinG business processes on track
For many companies, the deployment of SAP
software is part of daily business. In this context,
a strict alignment of the software and
the business processes, based on the principle
“IT follows business,” is important. The ARIS
Solution for Process-Driven SAP Management
is focused on this task, while also providing
support during the implementation and upgrade
of SAP applications.
who benefits from the aris
so lution for process-driven
sap manaGe ment?
The possibilities for application are multifaceted,
and all SAP solutions are included. They
begin with process-oriented SAP implementation
of applications such as ERP (Enterprise
Resource Planning), SCM (Supply Chain
Management), CRM (Customer Relationship
Ma nagement), SAP Portal, BI (Business Intelligence),
and so on. The ARIS Solution for
Process-Driven SAP Management also provides
support for SAP upgrades; for instance
in pursuit of standardization and harmonization
effects during the consolidation of existing
SAP systems or documentation of SAP
and non-SAP processes. The ARIS Solution
KnoW-HoW
iM foKus
With the ARIS Solution for Process-Driven SAP Management, companies can more effectively align
SAP applications with business processes. This approach translates into time savings of up to 50 percent
during the implementation of SAP systems.
an aris tip from the expert
“Process orientation is imperative from beginning to end
when implementing SAP. This is taken care of by the
ARIS Solution for Process-Driven SAP Management.”
at the aris Product and solution Management di-
vision of ids scheer, Josèphe Blondaut is respon-
sible for the aris solution for process-
driven sap manaGement. Her expert ad-
vice: “the greatest synergies are achieved when
business processes are considered in their en-
tirety, and reuse of process information with pre-
viously administered data is ensured throughout
the entire saP project duration.”
also provides assistance with the implementation
of SAP Portal as well as during testing
and training for SAP projects.
what solution potential does
the aris solution for processdriven
sap manaGement provide?
The ARIS Solution optimizes business pro-
Process-oriented SAP projects: ARIS as central hub for sustainable business process management.
cesses and performs the implementation in
accordance with the respective guidelines.
Thus, the entire process landscape is cover -
ed, and the processes are subsequently transferred
into the SAP Solution Manager.
Through accelerated, high-quality processoriented
customization, including training
and testing, TCO (total cost of ownership) is
lowered and ROI (return on investment) increased.
Practical experience shows time savings
of 20 to 50 percent through SAP reference
processes. For SAP upgrades, support
with selection and deletion of unused transactions
and functions is important. With this
alone, users can lower costs by up to 30 percent.
what are the prerequisites for
implementation?
Before implementing an SAP application, the
goals, responsibilities, and impacted organizational
units of a project must be precisely
defined, and IT prerequisites must be established.
With ARIS Business Architect for SAP,
ARIS Solution for Process-Driven SAP Management
includes one of the few modeling
tools that feature a unique connection to SAP
Solution Manager and numerous SAP systems,
such as SAP NW BW (NetWeaver
Business Warehouse), SAP Portal, or En terprise
Services Repository. With the graphical
environment of ARIS Business Architect
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for SAP, users can adapt business processes
and SAP systems based on models.
what are the success factors
durinG implementation?
The ARIS Solution for Process-Driven SAP
Management consequently implements the
principle “IT follows business.” The strategic
alignment of a process-oriented SAP implementation
results in a close linkage between
business units, segments, and IT. Management
commitment serves as management’s official
seal of approval for the standardized approach
within the company. The joint terminology
and objectives among participants also
promote project progress and the course of
the business process even after completion of
implementation.
what should you keep in mind?
Business processes are changing constantly
and must be continuously adapted. The danger:
following the process-oriented SAP implementation,
old ways of thinking and operating
may return. This leads to possible neglect
of process orientation (e.g., through direct
SAP customization) or once again separates
the IT world from the process world.
SAP reference processes should be set up in
ARIS and provided with reference content
(e.g., transactions and objects from the Information
Management Guide (IMG)). A comprehensive
description of business processes,
including non-SAP functions, is also extremely
important. Caution: subsequent to
process-oriented blueprint, customization,
and rollout, it must be ensured that additional
important project phases such as testing
and user training are also implemented with
a focus on process orientation.
who provides support durinG and
after implementation?
SAP projects are implemented by the So lutions
division. Based on the custo mer’s requirements,
a team of experts is assembled
from the ARIS Services segment for connecting
ARIS to the SAP Solution Manager as well
as industry consultants for industry-specific
reference solutions and SAP technologies for
customer-specific SAP adaptations. Following
SAP implementation, the Solutions
di vision provides assistance in the form of
SAP coaching and process-based training, in
addition to support with the optimization
of additional processes not (yet) converted
to SAP.
The ARIS Solution for Process-Driven SAP Management is linked with several SAP tools across
four process levels and facilitates process orientation during SAP projects.
successul sap projects: six steps towards the objective
1. project definition
the project begins with the conceptuali-
zation and modeling of the current com-
pany-specific processes. aris Business
archi tect for saP provides support with
saP-specific modeling conventions.
2. Gap analysis
target process definition takes place with
the assistance of gap analysis. reference
processes and reference content can be
imported from saP or aris – for example,
through the Business Process repository
from saP solution Manager, saP enterprise
services repository, or with
industry.PerformancereadY by ids scheer.
this includes the classification of saP systems,
transactions, and programs. in the
process, any gaps are closed through the
definition of customer-specific internal developments.
3. synchronization of aris and
sap solution manager
the process structure is synchronized
using the blueprint of the saP solution
Manager. saP systems are subsequently
customized with saP solution Manager,
www.ids-scheer.com/sap www.ariscommunity.com/group/aris-sap-love
which allows for adaptation of the target
processes in aris and of the data structures
in saP solution Manager. Here,
it is important to align with process and
governance rules and to specify a master
system.
4. testing and training
testing, training, and going live with the
business processes in the saP system:
the aris solution for Process-driven saP
Management ensures a process-oriented
implementation of these activities.
5. maintenance and further development
With maintenance, a continuous improve-
ment process is initiated based on mainte-
nance projects. this includes rollout pro -
jects in other business areas and countries
as well as system upgrades with the support
of template projects.
6. publication of process information
the publication of processes on the com-
pany network additionally ensures trans-
parency for all process knowledge and
it system stakeholders through direct ac-
cess to saP transactions.
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success throuGh flexible processes
Service-oriented architectures make IT landscapes
flexible and applications easily adaptable
to changes. With ARIS-Enterprise Services
Repository Integration, IDS Scheer has
developed a tool for easy implementation of
SOA. The component is integrated into ARIS
Business Architect for SAP. Business objects
and data types for integration into business
processes are centrally administered through
the SAP Enterprise Ser vices Repository. In
contrast to other solutions, ARIS-Enterprise
Services Repository Integration takes both
business and technical aspects of SOA into
consideration.
who benefits from aris-enterprise
services repository inteGration?
Large and medium-sized companies from all
industries stand to benefit. With this holistic
approach, ARIS-Enterprise Services Repository
Integration combines the process view
with the technical capacities of SOA, so that
quick adaptation of SAP applications to competitive
and market changes is possible. This
is an enormous advantage, particularly during
a recession.
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The ARIS Solution for Process-Driven SAP Management now fully supports the service-oriented
architecture (SOA) of your company’s processes. This allows business processes to be improved quickly
and efficiently. The integration of ARIS and SAP’s Enterprise Services Repository (ESR) bundles
service-oriented process know-how and combines business process expertise and service knowledge.
an aris tip from the expert
“When the question of integration is posed, it is usually
first about the application interfaces as well as the com-
munications and server infrastructure. These aspects are
definitely important. However, they address primarily
technical issues and tend to push aside the processes be-
hind them.”
at the ids scheer division aris Product &
solutions Marketing, uwe Wortmann is re -
s ponsible for aris-enterprise services
repository inteGration. He knows from
previous ex perience with customer projects
that “the design of the processes should be at
the center of every soa project. this limits in-
tegration work to the essential tasks.”
what solution potential does
aris-enterprise services
repository inteGration offer?
With ARIS-Enterprise Services Repo sitory
Integration, companies can identify and use
services made available by SAP as well as request
company-specific customizations. In
order to fully benefit from the potential of
SOA, the services must, however, be followed
by business processes. For this, it is essential
that processes that require and “consume”
certain services are identified. The ARIS-
Enterprise Services Re pository Integration
supports the searching of services for special
business processes; it also provides a simple
definition of blueprinting for new service requirements
based on a business process analysis.
The description of business processes
contains standardized SAP transactions
combined with customer-defined SAP services.
ARIS-Enterprise Services Repository
Integration forms a foundation for a sustainable,
service-orien ted IT world.
what are the prerequisites for
implementation?
The technical basis is formed by ARIS
Business Architect for SAP (Version 7.1 and
above) with the integration with Enterprise
Services Repository and SAP NetWeaver
Com position Environment (Version 7.11) or
Process Integration (Version 7.11). For or ga nizational
implementation, assembling a
A quick path to SOA: exclusive connection of the Enterprise Services Repository
to ARIS Business Architect for SAP.
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important aris solution application scenarios for process-driven sap manaGement
1. process-oriented implementation and upgrade
aris Business architect for saP synchronizes process structures
and blueprint structures with the saP solution Manager. infor ma-
tion such as saP transactions, customization settings, documents,
and roles is exchanged. in addition, aris Business architect for
saP supports process-oriented blueprinting, user training, and
conceptualization of, for instance, process and function testing.
2. analysis and planning of sap netweaver business
warehouse (sap nw bw)
aris Bi Modeler reduces the redundancies and complexity of the
saP Bi system. for example, it functions as a tool for documenting
and conceptualizing content from saP nW BW. automatically gen-
erated aris models as a basis for optimized data structures pro-
vide for improved company performance.
3. service discovery and design
With access to saP enterprise services repository, customers
can accelerate their soa projects and improve roi. the latest
version of aris Business architect for saP delivers an excep-
tionally close connection with saP’s enterprise services repo-
sitory. this includes searching relevant services for specific
business processes, definition and blueprinting of new service
requirements, and the comprehensive description of business
processes.
4. process-oriented portal structures
With aris Business architect for saP, a connection with saP
Portal is established. an upload interface with a predefined portal
structure is provided. this way, for example, a graphical depiction
project team with expertise in SOA, BPM,
and IT is recommended. It must be clear what
objectives the company is pursuing with the
implementation and which organizational
units, systems, and processes are to be su pported.
what are the success factors
for implementation?
SOA must not be viewed as an IT issue but instead
as a business process issue. Processes
control services and their integration – not
the other way around. The process orientation
minimizes the IT integration work, and
it is the most important tool for managing
company performance.
www.ids-scheer.com/ARIS_Business_Architect_for_SAP
SAP NetWeaver
Business Warehouse
what should you keep in mind?
An essential step is for management to put
down in writing a comprehensive description
of the company’s processes. Make sure all
stakeholders are reflected in this description.
It is dangerous to view SOA and integration
issues exclusively from a technical perspective,
as an all-encompassing view of business
process management can be lost. A lapse into
old ways of thinking and operating should
also be avoided. This happens for example
when services are generated where system
functions and interfaces already existed previously.
Nor should a function replace a service
one-to-one. The great opportunity of an
SOA project lies primarily in redesigning and
ARIS puts business process management at the center of SAP projects.
and conceptualization of the various saP elements are possible.
information is modeled internally in aris and then transferred to
saP Portal.
5. process information for all stakeholders
With aris Business Publisher, the aris solution for Process-dri-
ven saP Management supports publication of company processes
on the internet portal. there, direct transaction access is possible,
which ensures transparency and acceptance of processes.
restructuring processes, structures, and architectures.
who provides support durinG and
after implementation?
Expert information and consulting for ARIS-
Enterprise Services Repository Integration is
provided by the Solutions division (ARIS
Services and SAP Consulting). For customerspecific
adaptations, ARIS Customized Solutions
is the appropriate contact resource.
The Global Solutions division also provides
additional support. Due to the special characteristics
of the process- and service-oriented
approach, the team is supplemented by experts
from the SOA segment.
www.ids-scheer.com/esr-flash
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