BAAN IV Orgware

Dynamic Enterprise Modeling (OEM)

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 BAANIV
ORGWARE

Dr Gordon Knowles
Center of Expertise

AGENDA DEM-1
• Introduction
• Orgware ???
• DEM base data
• Basic Repository Management
• Application ofDEM rules
• Basic Reference Model Management
• Basic Project Model Management
• Desktop Generation and user dialogue

~ L---------------------------------------------------------------~
 IT Evolution Gap
Gartner '94

high Manufacturing ,
Business Model
(dynamic world)

rate of Information Technology/

change Application Model
nearly Static World

I
low
I
I
1970 1980 1990 2000 I

IT Evolution Gap
Gartner '94

high

rate of
change

low

1970 1980 1990 2000

Key message: Integration
Critical success factors
organization Business F~ctiones

~~·--------------~
BAAN IV Applications

Network

Technology

Key message: Integration

Critical success factors

Organization Business Processes

•
•
.
.
BAAN Applications

Database Network
Operating
Technology system
 Key message: Integration
Critical success factors

organization Business
·I ·r.
.

• .
'

BAAN Applications

Database Network
Operating
Technology system

Key message: Integration

Critical succe.:.s factors
organization Business
PJro
~

yesteroy.ppt
 Cost of ERP Implementation
/Gartner Grour IBAAN Orgwarb
Software f 1.0
RDBMS 0.5
Customizing 1.0
Hardware 1.0
Implementation 3.0

Or!lWare is Baan' s worldwide ~ .·

committment~o high quality, rapid~
and continuous improve t~·
~~client
business environme . ar s ethodology
supported by~} s o services and tools
O~'s . EM family of products ·.
r Quotes on business dynamics, by Prof. Scheer
I
"In two or three years we probably discuss
organizational concepts that are completely new. Regarding the
software, this means that it can be adapted at any time to modified
procedural structures without the help of a programmer". I
I
"What we need are means to automatically adapt
transactions, screens and database acces in the case II
of organizational modification".

II

I
l

I
Relation SAP IDS's ARIS Toolset
l
Gartner (16th Oct. 1995): What is the relationship between the ARIS mode-
ling tool and Release 3,and will the relationship continue between the two companies?
SAP: The ARIS modeling tool is a business process re-engineering tool and is
owned by a company called IDS Prof. Scheer. SAP considers this to be a good re-
lationship and has said that it wants to continue to work with ARIS and third parties
attached to ARIS, to t•elp their users better install and understand the data and pro-
cess model of the R.i3 system. We would classify ARIS as an upper-level CASE
tool, which SAP has used to enter all action and data diagrams into, so that you
can understand the enterprise process flow that is facilitated by an R/3 system.
of
With the 2.0 version, all these diagrams which used to be on the walls of many
major corporations and conference rooms got shrunck dowr cO being put on screens
in a lot of computers. So, that's the advance we made with .:1e 2.0 product.
With the 3.0 product, we're going to be able to use it a li~e better in conjunction
with SAP's configuration tools that will help us to understand which portions
of the data models and process models we need to look at, vs. which ones we
can ignore.
However, it is still nOt a dynamic system, in that changes made to the
Aris model will not automatically format tables.
 Key messages Orgware: Speed
I -
~ ROI period ~
~:: ----___;.;:=..:....r:::.:~-------:, ~

1 conventional implementation

Key messages Orgware: Speed

........._,ROI period ~
~-----~=.:..:..::.=---------;~

! conventional implementation

Shortened ROI·period

Implementation Optimization Optimization

Phase phase 1 phase 2
 Key Messages of Orgware
• Flexibility Ability to adapt to
organizational changes
• Speed Shorter implementation time
• Integration
.... Fully integrated with Baan IV
applications

Why Orgware ?
• Rapid Implementation
• Software "Implementability"
• Integrated Implementation Tools
• Reduction of Lead Time/Costs (ROI)
•· Continuous Improvement Optimize)
& "lls
 Orgware Components

TARGET

Orgware Components
BAAN
Selection Implementation
0~ ·~
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BAAN IT
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Software Conf. Hardware Conf. Budoet Conf. Proiect Schedule Conf. Proja.c::t....C)rg.

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• Enterprise
: Modeler

: Enterprise
j Refer. Models
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 Baan Target Principles
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Project Management
BAAN principles 1
Principles

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n____....nJ- sim1 sim2 sim3

Milestones Prototyping
n._soProject Support

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zation

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Implementation Typology
"To Be"
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Degree of Implementation
 Traditional Implementation
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···o-------~...0
TRADITIONAL PATH

Degree of Implementation

Traditional versus Orgware

aditional approach
0 IBPR isolated from implementation process
0 I"To Be" model defined before the start of implementation
0 !Mismatch between To Be and functionality= customizations

ware approach
Concurrent BPR I Implementation processes
o Take benefits of ERP software opportunities I world class practices
o Usage of Business Models and dynamic modeling tools
 Comprehensive Implementation

Degree of Implementation

~===========================··===========================1

Comprehensive when ...

I
I 0 BPR!Process Improvements required .'
0 Customizations required
0 More alternatives available
0 Strategy to be determined
0 High level of integrations
0 Complex control strategies
0 Multi site implementations
 Compact Implementation
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Degree of Implementation

Compact when ...

0 No BPR or Customization required
0 Firm decision makers, change minded
0 Common business practices
0 Single control strategy
0 Single site implementations
0 Clean data
Required:
High commitment from Baan and Customer
Resources available
 T.echnical Implementation
~i~~ J ... m ~ I
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1.

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Comprehensive
-.

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(/)
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Degree of Implementation

Rapid Target Scenario's

• Target Comprehensive
(concurrent BPR and implementation)

• Target Compact
(first migration, then process improvement)

• Target Technical
(package conversion)
 BAAN IV Target Phases
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en OPTIMIZATION
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IMPLEMENTAT-ION I
SELECTION
Technical Migration

BAAN IV Target Stages

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Migration
Piloting
Mapping
Solution
~

Resolu~on '-' IMPLEMENTATION

Orientation
~----------------------~
SELECTION
Technical Migration
 I
I What's new in TARGET IV I

• Three instead of one implementation typology I

I
• Milestone library instead of fixed path II
I

I • Implementation and simulation during selection

I phase is now possible
I
I
• Impact of Enterprise Modeler has been
incorporated
• Some new terminology
• Link of Services and deliverables to milestones
as features.

I BAAN IV Target Milestones

I Strategy

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n·- n.
leview
Control

0:.7=·
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I . . . . n D/
Migration

V
~

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Enhanced

n D~ I .·-·~·
Enhanced perfonnance

I Resolution ·~·~ ~ E~nanced

control

II ooerations
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! ••.,M Syste: I
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Orim"'M

D/'~.-~=
system
matched
Blueprint
agreed

Potel'l!ial agreed
partnership

Selection Implementation Optimization

 Selection

Implementation
 Optimization

Orgware Components

Goal Directed Project Management

GDPM
 Orgware Components
BAAN
lmE~"E~ 0~ ~ ,

,Enterprise
IImplementer
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Refer. Modelsk~g~-~~~~r/J6~~~~·~!~~~~ · ~--~··,~
~~~~~~=~ce {I,_~
Manager «~ /lldlh1/ ._I
__.__.______________________

Introduction to GDPM
• Basis for BAAN Target
• Developed by Coopers & Lybrand
- GDPM is a standard method with priciples &
techniques for magement of all kinds of projects
-Authors:
-Erling S. Andersen
- Kristoffer V. Grude
-Tor Haug
- Published by:
- Kogan Page and
-Coopers & Lybrand
-ISBN: 0-7494-1389-1
 Principles
• Focused on results
• Project definition is a democratic process
• Project control requires authority
• Changes concern personnel, system and
organization
• Simple planning1 and reporting
• Not only make a plan, but manage it too!

Advantages
• Change oriented
• Offers a single way to set up and work in
projects
• Provides clear information on the products
to be delivered
• Aims for the plan itself, not for its contents
• Results are visible
 Project Characteristics

• Project Management= Change Management

• Change projects:
- are complex and unique
- cross departments and companies
- involve a variety of resources
- ask time from occupied people
• Projects should be:
- focused on results
- restricted in their scope and time
- clear on structure and resources

PSO Milestones
Changes in a Company Influence Three Areas

System
•
Implementation
I #Employees\ Business
Education
competence Improvement

§
Information Planning
Hardware
Organization Structure
Business Functions
Software Processes
 Management Levels.
, ~Project
~ .. Objectives

• Global project level (1) ,_L..----L____,

• Control level (2)

• Operational level (3)
~Milestones

~Activities .

Project Definition

• Project goals derived from the business

goals
• Formation of the project team
• General role/responsibilities of the parties
• Indication of time frame
• Delegation of planning and control
• Approval of budget and planning
 Project Structure
Corporate QQQQ
Management

Steering
Committee

Q ~ ~ff
bpm qam

Project Legend:
Group dir : Director
pres : President .
ipl : Internal project leader
bpi : Baan project leader
con : Consultant
bpm : Baan project manager
Working qam : Quality assurance man.
sm : System manager
Group eu eu eu ku ku :Key user
eu :End user

Brainstorm

• Step 1: What are the fmal (business) goals?

• Step 2: Which result paths?
• Step 3: What are the intermediate milestones?
• Step 4: ·What is the relation between the
milestones? ·
• Step 5: Who is responsible for a milestone?
 Milestone Plan
Result I Result I Result
Path A I Path B I Path C
• Milestone driven (what) I I

• Result Paths

Milestone Check

• SMART?
(Specific, Measurable, Acceptable, Realistic,
Time Related)
• Describing a (neutral) state, not a process?
(What, not how)
• Important decisions?
• Between 10 to 20 milestones?
• Practical time gaps?
• Balance between P, S and 0?

I
 Responsibility

I
I
• One chart for total project I
j
• Responsibilities per milestone I
• Responsibilities of project parties
• Contract between steering committee and II
project group

L
• Required:
Responsibility Symbols

X- executes the work

D- takes decision solely
d - takes decision jointly
P - manage progress
• Optional: ·
T- provides tuition on the job
C- must be consulted
I - must be informed
A- available to advise
 . !

rI

• How to reach a milestone?

• Who is involved?
• Network of activities
• Determination of time and budget
I

Define project objective 1==

Define com structure F=
Define doc structure I=>

Define key user profile

Analyze risks p
Specify customizations
Approve erg. model
Finalize project plan

Activity Schedule

Names of specific
employees
Activity
Schedule
Activities~
/
Define project objectives
Define com & doc structure D A
Draw up key user profile D A
Analyze risks D X T
Finalize Project Plan X X
.....__ Responsibilities and Tasks

I~
 ,-------------------------------------------------------------------------------------------------------------

Project Control

•Milestone Plan WHAT TO

MANAGEMENT
LEVEL •Project Responsibility REACH
Chart

DETAIL •Activities Schedule HOW TO

LEVEL REACH

Project Documentation
PI anmng an d Organizing and
Controlling Co-ordinatinQ
j Project responsibility chart j
L ( Milestone plan J
VCoo~ot
between
corporate
- Specify results throughout -Organization anagement
1- nd steering
w
z the project -Administration committee
::!i!...l - Report on a copy of

~Co~~"
wW the plan - Functional areas involved
o>
c(w - Procedure for co-operation between
z-' - Project priorities steering
c( committee
-= ·Achieving milestone plan ana project
groups
;;! IActivity schedule and progress report
(-·'
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z
O..J
-w -Task list -Progress - Responsibility • Gantt
1-> project
c(w report chart chart document
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 T

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Orgware Components
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Baan IT Services .!
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Selection
partnership

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solution
Implementation · Optimization .
agi'IHitnent company
mapped
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model operational enhanced enhanced
agreed system operationscontrcl
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busmess
performance

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 !
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Orgware Components

Project Organizer

Orgware Components
BAAN
Selection Implementation
f_JL~-""'f_._D__..!1_....D ~
Enterprise
Implementer

Enterprise
Modeler

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Project Organizer IV
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Jltficrosoft Windows Environment

~J Software Configurator
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~~ Hardware Configurator
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Budget Configurator ,~

~ Project Schedule Configurator

,..., . Integrated Environment with MS-Wordjor Plans and

~. Documentation, MS-E:tce/for Project Calculations, MS-Project
for Scheduling and MS·PowerPoint for Presenting to Customers.

~·
Software '~ Hardware I$ Budget ~ Project

I Configurator

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Configurator Configurator

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Schedule
Configurator , ~

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Export Export
File File

,-
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 Assign Roles
Business Process Onranization

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Enterprise Reference Model

1-
Business
Function
Model
'-
:::::::::"c4~ Pl
Organization
Business Rules Model
·+ IF";ales contracts'THEN ' mprocr

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Business
Main Flows ~ 6
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Process
Model Detailed Flows
(sessions,etc.) roles
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Business Rules
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Check Consistency 1-
Select .Process: Set static condltH~r:Set parameters:

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c:::::J c:::J jtdinv.uom=mt±
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Business Rules
Business Pool Reference Model
1. Selection
- :::::::-
Busines

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Business
Functior
Functions
IModel
PJr.l.lTl eter
Rules
T.am!oc-
matt on
Rules
0• Consistency Rules

0 2. Transfor
mation

• 3. Import (op onal)

~

==- IBusines~

D-
Parameter
Rules
Business
Processes
-0 Consistency Rules
!Process
IMa_dei

------------------------------------------~-------------------------------- -
 Parameter settings

Business Rules

r======t Read/
Baan IV ICamp Parameter Write ~~aan IV,
companJi values Ja Lcompa~
I

Business Reference Model

Baan IV Configuration
• Organization, Employees and Roles

L
• User Authorizations

• User Dialogue generation

• Baan IV parameters

• Create·Baan IV company environment

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 Generated User Dialogue T
!.
Desktop

0 Proces.SA

0 ProcessB

0
-
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Graphical Dialogue r
r

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6
 Phased modeling
I Reference I Project
Repository
I Object: I Model I Model
I I Functions Define Add Relations I Add Phases
II
I Processes Define Add Roles Review Roles
I
Organizations ------ Defme Add Employee<

Rules Define Evaluate Evaluate

Roles, etc. Define ------ ------

Desktop ------ ------ I Generate I
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Dynamic Enterprise Modeling: Business Model Life Cycle

Repository

b b
0 b

Rules

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1-
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Dynamic Business Modeling : Business Model Life Cycle

Repository Reference Models

0 0
6 b Ci b
Ci b

!E?ffi r
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Iules
D lW

Manufacturin2. ETO
_Earui

Dynamic Business Modeling : Business Model Life Cycle

Repository Reference Models Project Model

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 Enterprise Modeler

Use

Implementation Process
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Business Business
Function Process
Model Model

Discussiof
withMT,

CSF's ¢
~
~ ¢ lmpl•m•nution
phase 0 (basic) Optimization
L
phase 1.2...
Workshop Sim. 1/2
 Use of Enterprise Modeler

II
SPEED ization
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IMap'"' at ion
r
Piloting
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j Management demo I

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Use.ofEnterprise Modeler

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SPEED Opti ization I

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Optirn zation
Resolutio } Mapping MigratioQ phll.5C
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Orienution 1 SSoolluu,,titioo~nL-------'------------------~
I

~\ Piloting

workshop
•discussion on Function
, - - - - - - - - - i variants
Management demo ·Business Processes
 Use of Enterprise Modeler

rul
SPEED ./ . .
0 ptimiZation
phasb 2

. l.
0 pt1mJ,Zat10n
phase

Piloting

workshop ,_.1_-'---,
•discussion on Proces SIM l
. . - - - - - - - - i variants •review of
j Management demo ·Business Processes Processes

Use of Enterprise Modeler

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;::)
:::
ij
>

f/
2

SP££D ~:~ ~ation

£ j)
' M:mnin<7
. Resolutio , ~ phase
\lfir n~ionl ~ptif i zatiOfl
Solution ' P'l1 otmg·
.

L ~~----'--------------~
workshop
•discussion on Proces SIM l SL\1 2
. . - - - - - - - - i variants ·review of ·key user
Management demo •Business Processes Processes training
 1

I Use of Enterprise Modeler

SPEED Optimization
I T
phasr 2

OptimiZation
Mapping phase

Piloting

workshop
•discussion on Proces SIM 1 I SIM 2
variants I•
•review of i ,;:ey user SI~G
Management demo •Business Processes Processes training user training

r
r

Use of Enterprise Modeler \

SPEED

Pilming

workshop
·discussion on Functi n SIM 1 SIM2
variants ·review of •key user SIM3
Management demo •Business Processes Processes training user training
~~--~------~--------------~----~

,~

r
J.
CONCLUSIONS

Benefits Orgware
• Remarkable leadtime reduction of
sales and implementation phase
•Faster ROI
• Software dedicated to LOB
• No conflicting choices
•Uniform approach ofBaan and its
L Partners
• Customer and Business oriented
Features Orgw·are
e Fully integrated with BAAN IV
e Supports BPR
• Defmes a Business Model
r-
• Generates and Modifies 1

j
Business Process Model
• Generates end-user
configuration
• Enables the client to take quick
and well founded decisions

,-
1 .

. .. ·· ·-- - ~-- -· -------.. ----· ···- -·- ·- - - - - - - - - -

 ORGWARE
DYNAMIC ENTERPRISE I
,.
MODELING
with two feet on the ground I
I
L

Enterprise Performance
Manager

L Dr Gordon Knowles
Center of Expertise
I .

-
!

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 T
f·
TRITON Family r
(
Enterprise

I Distribution I

·j Service/ j Project/
r
I

I Transportation I
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Tools

Performance Indicators
• Minimum, Norm, Maximum
• Responsibilitie$
• Predefined PI's
• Output File

Score

I I I I I I I I
 Detail Overview-

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History Overview
Characteristics of TRITON Enterprise

• Enterprise Wide Overview

• Drill Down Possibilities
• Benchmarking I Importing Data
• Part of TRITON
• Based on TRITON Database
• Intuitive User Interface
• Authorizations
• Macro's

'
;

Fishbone Diagram

,-
i
!
 Drill Down Structure

Fishbone Diagram (Summary)

• Graphs of History but also of Future

• Warning Colors
• Detailed Overview
• Calendars
• Direct Access to TRITON Sessions
• Easy to Use
 Software Configurator Concept

Customer
Profile

Software Bundles

~.
~
Support Package

Hardware Configurator Concept

.m
c::~.
- r-
~ I I
1 3 ·«tlte \
Customer
Profile

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Preferred Hardware

~
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Loaa Factor
Benchmark
Figures
.
Specification

-
 \

Budget Configurator Concept

l
i
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I
Customer Involvement
Profiie Levels Baan Software Project Profile
I
Ii
I
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I

II

Target IT Services Experience Figures I

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Project Schedule Configurator Concept

I-
milestone relations lfW ...
/ task constraints ~s
f resource allocation

: :. ·.·;__·-1
· r:&~_tlB1_-
- ·- 1
,... .... ·: .'

Target

-·- ---·-~ - ---~~~~~~~~~~~~~------------------------l

 Baan IV Enterprise Modeler

I
I
enabling continuous improvement of Business Processes

I
I
I Business Process Redesign
'

I
I
"restructuring the way in which you
execute your daily activities
in order to improve your overall performance"

requires

an IT infrastructure that facilitates change while reducing its

negative effects (cost, time, etc.)
 I
,.
Enterprise Modeler

11odel~anagernent

Orgware Components
BAAN
0~
Selection Implementation
1-.11-J~-~D~ll___..D ~
Enterprise
Implementer

Enterprise
Modeler

1_

- -~ ~---~ - - - ----- -- -----------------------------'

i
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I Business Model hierarchy
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i;

EJGeneric General Library of

Components (Repository)
,-
;
i

Business Model hierarchy

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Line of Reference
B1.:s.im·ss o~{fc~nenten
spc~ib;,; · 'tfflj 1otheek
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EJ Generic 1 General Library of

Components (Repository)

--- --·-- - -- - - -- -
 Business Model hierarchy
Project Model r- Project Model
.--
(phase 2) local
Client
1 (phase 1) kernel 1
specific
[ Phasing Seeping I

Line of
Business
1 Reference
model
specific

DGeneric ! General Library of

Components (Repository)

Enterprise Modeler

Aspects
 . Enterprise Modeler

~ ABusiness Business
8J
Business
Function Organization Processes
Editor Editor Editor

Desktop Generator
Self activated parameters

Business Function 1\!Iodel

Objectives:
• Expertise for Business Consultants
(business growth-paths, best-practice, ... )

• Guide to support dialogue with Management

in decision making process

• Starting point for Business Process selection &

configuration, based on relevant business issues

• Performance Monitoring of Operational Functions

 Business Function Model

Company 0
ABC Text linked to Bus. Function

0 ··~»>
Mega
Function 0 Performance Indicators
linked to Bus. Function

Major
Function
o· 0 0 Q
Business Function Q___9 Bu,;ne,; Funot;on Vori"'"

Optimization Relationship
• Bus1~ Funet1on Ed1tor- r

..... 1~.1 :_!}.:._~~~6, .. .

.o~;~JZ.:~ ·p;. r~ ~ ;~~,· .:< ..).-t\.."'::~ ~.!.-=~~~: /. :., ~:~·~:r~x':--c:. ....,..~~-,;

. '·~·

I:us1n~s Funct1on Ed1tor r

J~Eif"$~_. :,;tv~~~:":f~~Y- :• ~;Y ~;~;;:-,.' ;- ·7 •; '•.:_, r·;' ·~-=: ~ . \, ,h~:..::·":fr;' :_ ~;-::...-;• ~~:..,. --~:.~·-:/ -'.•.:.':Z\~.,~~:t-?~
1
. ;:;:·~;,:.., ~·

8
8 8
8 8
• Bustness Funct1on Edttor r

~·~:;-~; . ·:~'-=::·~~~,e$:.._~;;;:._.=_~-_:~i,.-·~--~·~::::~...;;_. ·, -·~ ~...:::..:.:.._~---..:. :::~~.:...:~i..t5:i:.:.:::.:~>

 Business Function Model

Characteristics:
. Functional decomposition of company

. interaction between functions are not modeled

. growth-path, functional variants are modeled

Business Process Model

Objectives:
• Mapping of low-level processes & variants on Baan IV
functionality

• Guide for Consultants to explain Baan IV functionality

to Key and End-users

• Starting point for configuration of User Dialogue

and Parameter Settings ·
 Business Process Model
Business Process State I Channel

Business Process Activity: - Baan IV Session

- Other Application
• Manual Activity
- Nested Business Process

Control
Activity Nested Business Process

Dimmed Process part by dynamic

evaluation of Control Conditions

ABC Workinstructions by activity (Session)

Business Process Model

Detailed
Main Flow Flow

/
 TI

Business Process Model

T
i
. i
T
I Characteristics:
i ,..
I '
I . work flow aspect is modeled I
I
I
!
. user oriented

. interaction between processes

r
. Two levels of Processes are distinguished:
r
. Main Flow (end-to-end)
. Detailed Flow (desktop) r
. Usage of Petri-net flow-charting technique
r

·I
Some definitions ...
I
~
~.
. ~v
.c,~========--
~...,

'c..-$" Functional Variant

,0..-;:;.-
y ..,AI.:.=..
~==== ==~==~
,-
~,j:_L
,.'!'"-c-.
-Q..."c
~·=#=~==.=·=========--··-·============--
Mam Flows

c..· Detailed Flows

.;:;.-
~

Parameters
 Advantages for Managers
Information is:
• Consistent
• Relevant
• Up to date
• On time

Management Possibilities

• Goal-directed
Management
....
• Integral Management
• Alertness of Management
 TRITON Enterprise
Performance is measured
n all Levels of the Company
to provide
Steering Information

The Future
More Simulation Possibilities
to Support Decision Making
 The Future ...
Multi Dimensional
Reporting (OLAP) I /Gearyff ff L /
LOwen// /7 ff /
Data Warehousing p;onnsol}'/ ff /7 /
ALena (/' (Z_ u
~~
Chairs !rabies Offces ~
14 ~
II
Africa 126.76:< 76.564 54.560
., I ~~
.; ~
Europe 874.96! 342.76!
/
/
Amenc 809.78E /
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