Business process-BUSES
Sirs, My project is the related to the Manufacturing, industrie BUSES , Under this one what we can say as the BUSINESS PROCESS,(how to the intial stage comes to work in, and how to the finished completed structure) please what have ur valuble suggestion..... help
Dear Ameer,
<b>ASAP Methodology</b>
Forward Media has adopted ASAP (Accelerated SAP) as its methodology of choice for SAP implementations, upgrades and module additions.
Our in-depth knowledge of ASAP allows us to customise and streamline ASAP to suit widely varying project requirements. For example - while ASAP was originally conceived as an implementation methodology, Forward Media has found ways to apply its strengths to the smaller tasks of SAP upgrades and new module additions. Innovations such as these have become part of standard and offically endorsed ASAP methodology.
Our involvement with the ASAP methodology began in 1996, when Forward Media Director Nadia Ward worked extensively with SAP America on the creation of the original ASAP methodology. Nadia led the technical component of the first commercial trial of ASAP in an implementation for CFS in New York - in the process contributing several operational templates to the ASAP toolkit.
ASAP Phases
The ASAP methodology structures the project lifecycle into five phases which run sequentially from project start to project completion. These standard ASAP phases are:
1. Project Preparation
2. Business Blueprint
3. Realisation
4. Final Preparation
5. Go-Live and Support
Concurrently with these ASAP phases, we also run a series of continuous processes which cover the types of activities which, by their nature, transcend individual phase boundaries (eg: Quality Assurance) or which require activity throughout the project lifecycle (eg: Knowledge Transfer).
These continuous processes identified as necessary for most SAP projects:
1. Quality Assurance
2. Data Migration
3. Basis
4. Knowledge Transfer
5. Cutover Planning
6. Project Accelerators
Together, the ASAP phases and our continuous processes define the broad outline of our approach for SAP projects.
Project Management Toolkit
Forward Media has a series of Project Management tools in addition to those sourced from ASAP that we make available to our clients. These include templates such as our:
Project Plan Template (for SAP Implementations and Upgrades)
Data Conversion Strategy
Cutover Plan
ABAP specifications
Test Scripts
Client Landscape
Change Management Strategy
Month End Schedule
Issues Log
Phase 1: Project Preparation
Phase 2: Business Blueprint
Phase 3: Realization
Phase 4: Final Preparation
Phase 5: Go Live & Support
<b>Phase 1: Project Preparation</b>
In this phase of the ASAP Roadmap, decision-makers define clear project objectives and an efficient decision-making process. Here Project Organization and roles are defined and implementation scope is finalized.
System landscape and Technical Requirement
Infrastructure need (Hardware/interfaces): Available- QuickSizing Service: to be accessed via SAPNet
System Landscape
High level strategies for client
Archiving strategy
Issues Database:
Issues must be resolved before phase completion ot before beginning of the next phase. The issues can be
Unanticipated tasks
Normal tasks that can not be completed
External factors that need to be dealt with.
Issues database allows the project team to enter, track and report on project issues.
<b>Phase 2: Business Blueprint</b>
In this phase scope of the R/3 implementation is defined & Business Blueprint is created. Business Blueprint is a detailed documentation of companys requirements.
Various tools are used in this phase.
AcceleratedSAP Implementation Assistant
Question & Answer Database (Q&Adb)
Business Process Master List (BPML)
R/3 Structure Modeler
Business Navigator and external modeling tools
<b>Project Management:</b>
Activities nagement:in this work package are:
Conducting Status meeting for project team
Conducting steering committee meetings
General project management
Addressing organizational issues relating to organizational change management.
Other activities include:
Project Team Training
Developing the System Environment
Defining Organizational Structure
Defining the Business processes
R/3 reference model can be used for
Comparing the standard functionality with your companies own organizational requirements
Creating documentation for the conceptual design
Optimizing business processes
Training the project team and users
Writing user documentation
Question and Answer Database can be used to determine
The Baseline Scope
Cycle Plan
Integration test Plan
<b>Phase 3: Realization</b>
The purpose of Phase 3 is to configure the R/3 system. The configuration is carries out in two steps; baseline configuration & Final configuration.
Business Process Master List (BPML) is created in phase 2 as a report from Q&A database. It is used to identify, plan, schedule and monitor the configuration and testing of all R/3 scenarios and processes within the scope of an implementation. BPML is a representation of the R/3 business and transactions that are contained within the scope of the project. BPML is feeds all business information to all subsequent worksheets.
<b>Implementation Guide (IMG):</b>
It is the main tool for setting the parameters to configure or Customize R/3 during the realization phase. IMG reflect the chronological order in which the customizing activities are carried out.
The following aspects of configuration are also to be considered:
Defining authorizations in the R/3 system
Defining workflows
Creating user documentation
System Manager Procedures
Developing system test plans
Defining service level commitment
Establishing system administration functions
Setting up Quality Assurance environment
Defining the design of the productive system
Defining system management procedures for the productive system
Setting up the productive environment
At the end of this phase, Project Manager must check the status of deliverables for completeness and accuracy. This internal quality check should be carried out in addition to an external, independent third party Quality Audit.
Preparation for end-user training needs to be gone through and approved at and of this phase.
<b>Phase 4: Final Preparation</b>
The purpose of this phase is to complete the final preparation of the R/3 system for going live. This includes testing, user training, system management and cutover activities, to finalize your readiness to go live.
In this phase the R/3 system is handed over to individual departments for productive operation. This includes preparation of end-user documentation and training the end-users. The technical environment is installed on production system & is tested. Project managers prepare plans for going live, transfer of legacy data and support at early stages.
End-user training is a critical activity for success of the project. InfoDB may be used to plan for the User Training activities. Computer Center Management System (CCMS) must be set at this time. Simulation of productive operation system & testing the same is of great important.
The test plan contains the following activities
Testing conversion procedures and programs.
Testing interface programs
Conducting volume & stress testing
Conducting final user acceptance testing
Developing a final go-live strategy.
The Computer Aided Test Tool (CATT) can be used to automate test sequences for key business processes.
Phase 4 also provides for the testing of the disaster recovery plan for the productive environment. Disaster downtimes are verified and details on de-escalation.
<b>Phase 5: Go Live & Support</b>
This phase is concerned with supporting and optimizing the operative R/3 system.
Following activities are carried out
Production support facilities are defined.
Validation of business processes and their configuration.
Follow-up training for users
Signoffs etc.
During phase 5, the first EarlyWatch session should be held, where experts from SAP analyze the systems technical infrastructure. The aim is to ensure the system functions as smooth as possible.
Version upgrades should be planned whenever found necessary. AcceleratedSAP contains a continuous roadmap, with standard activities necessary after implementation. The tasks in that structure provide solutions for all known types of continuous change: Business changes, technology changes or changes in user community.
with regards,
B.Ravindranath
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Manufacturing industrie-process(buses)
sap experts good evening:-
Sirs, My project is the related to the Manufacturing, industrie BUSES , Under this one what we can say as the BUSINESS PROCESS,(how to the intial stage comes to work in, and how to the finished completed structure) please what have ur valuble suggestion..... helpHi,
PP point of view:
For this type of products you can use repetitive manufacturing.
1.For this the prerequisite is to use a production version in mrp 4 view of material master & REM profile should be given
2.Rate routing should be used.
3. During mrp planned orders are generated for the requirement given.
4.Using t.code MFBF, after production we can do GR & GI at the same time.
Integration with FI/CO
1. To create cost estimate using ck11n
2. To release use ck24.
3. To create a cost collector use kkf6n
For order settlement use kk87.
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Hi all.
Am new to Integration Server development. I got this error while deploying my
business process.
ERROR:
<Feb 15, 2004 3:19:41 PM GMT+05:30> <Warning> <DRS> <BEA-002506> <The current
ve
rsion 6 for DataIdentifier DataIdentifierID: 1 does not match with incoming vers
ion 7 for a one-phase update.>
java.io.IOException: There are no more files
at java.io.WinNTFileSystem.canonicalize(Native Method)
at java.io.File.getCanonicalPath(File.java:513)
at weblogic.utils.jars.ManifestEntry.getName(ManifestEntry.java:136)
at weblogic.utils.jars.Manifest.addEntry(Manifest.java:65)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
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at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.makeJar(JarFileObject.java:373)
at weblogic.utils.jars.RandomAccessJarFile.save(RandomAccessJarFile.java
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at weblogic.utils.jars.RandomAccessJarFile.close(RandomAccessJarFile.jav
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at weblogic.servlet.internal.WebAppServletContext.setDocroot(WebAppServl
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at weblogic.servlet.internal.WebAppServletContext.<init>(WebAppServletCo
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prepareContainer(SlaveDeployer.java:2602)
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>
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che\struts\tiles\definition\ReloadableDefinitionsFactory$ServletPropertiesMap.cl
ass
at weblogic.utils.jars.ManifestEntry.getName(ManifestEntry.java:148)
at weblogic.utils.jars.Manifest.addEntry(Manifest.java:65)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:326)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
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at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
at weblogic.utils.jars.JarFileObject.addFilesToManifest(JarFileObject.ja
va:322)
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va:322)
at weblogic.utils.jars.JarFileObject.makeJar(JarFileObject.java:373)
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--------------- nested within: ------------------
weblogic.management.ManagementException: - with nested exception:
[java.lang.InternalError: IO error while trying to compute name from: D:\Target\
domain\TARGET~2\TARGET~1\.\targetPOCServer\.wlnotdelete\extract\targetPOCServer_
targetIntegrationPOC_targetIntegrationPOCWeb\jarfiles\WEB-INF\lib\jar2187\org\ap
ache\struts\tiles\definition\ReloadableDefinitionsFactory$ServletPropertiesMap.c
lass]
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oyer.java:507)
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loyer.java:465)
at weblogic.drs.internal.SlaveCallbackHandler$1.execute(SlaveCallbackHan
dler.java:25)
at weblogic.kernel.ExecuteThread.execute(ExecuteThread.java:197)
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>
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I posted the following question in the ABAP general forum but did no reply was posted. So, I am hoping that experts in this forum may be able to help me with an answer.
I would like to use SE80 (or any other transaction for that matter (except EWBC)) to get details of a Front Office Business Process. By details I mean information about methods, programs and anything else that can help me debug a problem I am having with transaction EC20. I have used transaction EWBC but I cannot get details about programs behind a given step. I get a list of steps and container info. Double clicking on the actual thing does not get me anything, and SE80 does not seem to be able to give me the needed information either, or at least I don't know how to go about it. So, which category, which sub-category or which button will do the job please?
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I have a BPX question for APO DP process owners, consultants or gurus:
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Meaning that that in the Past closed historical Buckets, Actual Sales and Final Demand Plan, look exactily the same.
Meaning that they create a dynamic Final Demand Plan key figure so to speak, yet they did not choose to create a key figure that also keeps the Final Demand Plan as originally entered.
2.- Would you think that doing the above, without keeping any keyfigure in the planning book that actually shows what the Final Demand Plan was in the Past, is a good practice?
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Effective Language for Business Process Modelling in a Web Community
It's a very exciting idea of having business process definition/innovation a community driven process.
Just Imagine a stituation where somebody can innovate a process on a theoritical level which is then perfected by business community opinion/examples for benchmarking, effectiveness, relevance etc.
The ultimate business community dream would be Finding their process in the community. Finding merits and demerits of their process. Explore for a refinement to the process. Getting a copy of their newly created process and
droping it into their IT system and the wonderful IT system upgrading itself to the new process and executing it.
The Impact of simplification would be enormous:
Just check out the possibilities
Every businessman would be an IT user to get ideas for business and business execution
The IT Guy would be recognized as process maker
For a business entity Presentation during AGM could be extra transparent :-).
A very concrete step in this direction would be to have a language or tool which is very easy to understand and drives people for exploration.
My Wish would be a Visual web tool which defines a specific business process in the most simple form, and from there somebody can explore the enhancements to the process.
For example a simple selling process done in medicine shop is
listening the order verbally , delivering it immediately, getting cash immediately and [typing the Invoice on XL or Word or POS machines], printing it and then giving to Customer.
after selecting this business process on the tool one should be able to explore the possible process
enhancements with known business benefits
like
a) offer credit facility to customer--> just a worklist to collect pending money
b) take order now and supply later for non available medicines
c)Start home delivery
The businessman should be able to select (1) or (2) which then becomes his new process.
This can be sent to his IT landscape which should be able to interprete it and then grow itself Ah....
dreaming
[or atleast the model should tell the IT guy what to do!!].
The generic business Process enhancements Options are not too many and can be defined and classified
See the Options in the above mentioned business process context
1)Automation[Create Purchase order from ]
2)Increasing depth [The above example a,b,c are for increasing depth]
3)Step simplification[In the above example instead of word using the POS Machine is simple]
4)Resource utilization[If you have a PC and don't want to buy POS Machine then type the invoice on a Word :-)]
5)Delegation
5)Workforce optimization {any examples :-)community driven}
7)Process optimization (How to deliver the medicine route wise)
8)Colloboration (Using courier to send medicine)
9)Knowledge provision (giving sales/payment trends,)
The idea is so simple but making this tool highiely context(business) sensitive and intuitive is challenge.
But anyway it's not impossible to have a business process language which is effective and an IT systems for which starting point is a business process. The IT system which takes your business process and executes them
wonderfully.
looking forward for this future
Anand
Message was edited by: Anand Rai
Message was edited by: Anand RaiHi Dilip,
Thanks a lot for your reply.
I'm also interested to know from community what are different tools used by them for process modelling?
What are their merits?
1)are they easily understandabale
2) do they come with business context
3)whether they can be used in a web comunity? Like somebody can give feedback or business case for a particular business process/step.
4)Does it drive the IT automation
5)Are there any appservers which take business model and generate/grow applications
6)How the different modelling applications should communicate?
7)Common standards
For example
I have used rational rose and RAD like VB they are complicated/simple enough to generate model based applications but the business representation and business context is totally missing. I would seek something with more business context or knowledgebase.
Regards Anand -
How to downloadin Business Process Repository in Solution Manager?
Hello,
Does anybody know how to download whole Business Process Repository from solution manager?
I know how to download BPR, that are related to project, to excel file, but I want to download all the scenarios,processes are inbuilt to the Solution Manager business blueprint.
Can anybody help me?
Thanks,
MahanteshHello Mahantesh,
I suppose that your idea behind this question is that you would like to browse the contents of the BPR. For this specific pupose, SAP will deliver a new web dynpro application with SAP Solution Manager 4.0 SP 12 and the respective stack coming out mid June 2007 which allows you to browse all BPR contents in your SAP Solution Manager system. So you no longer have to create a seperate project and select the contents via F4 value help in SOLAR01 in order to access the contents.
For further updates, please check the news mid June:
<a href="http://service.sap.com/solutionmanager">http://service.sap.com/solutionmanager</a>
Media Library -> Technical Papers. It will probably be called: "4.0 Support Package Stack <latest stack> [probably stack 12]"
However, please note that an individual download of the entire or partial BPR structures into MS Excel will not be possible.
Best regards,
Doreen Baseler -
Error while converting BPMN to BPEL in Business Process Architect
Hey,
I am using Business Process Architect 11gR1 where I have modeled my process. Now that I have to move this model to BPM, I am using the option SOA -> share blueprint with IT in BPA. A dialog appears that asks to validate the model. I confim with "Yes" and it shows the conversion progress bar but after the while an error appears (a java exception). A report opens in my browser that has the following message
Validation of a service-oriented BPMN model in Oracle BPA Suite
Structure rules for BPMN in Oracle BPA Suite
Rules for a service-oriented BPMN model in Oracle BPA Suite
String not found: RULEKIND_NAMEd89733d0-d605-11db-0505-000fb0c4ad32
The java exception is "Error while creating report:
report: oraclebpmn2bpel, line 632
Type error: cannot find function getErrNo in object.java.lang.IllegalArgumentException. (oraclebpmn2bpel#632)
can anyone please help me as to why this happens and how it can be sorted out?
Edited by: user10303310 on Dec 13, 2011 3:10 AMHi Julika,
The error message might not be related to the activities itself. I assume your model is not well structured. Consider that the following points aren't disregarded:
* Never "jump" out of a particular branch into a different part of the model or into another branch
* All functions/events have only one incoming/outgoing connection
* Process parallel flows should be specified by splitting and joining AND/XOR rules, or they should contain either one splitting AND/XOR rule only for which there is no other connection between their paths, or one joining AND/XOR rule only that is met by all connections.
Let me know if it did not help to fix your problem.
Best regards,
Danilo -
Business process ...
Hi,
I have a central warehouse and about 8 retail outlets.I receive goods at central warehouse(St Loc) and transfer these goods to the 8 retail outlets.I sell the goods from these retail outlets and also I sell it from Central loaction as a direct sale.
I have 2 options of mapping a business process for MM and SD.
1.
I have one plant created with a St Loc for the central Warehouse(location) and remaining 8 retail outlets as different plants with one St Loc each.
I have to maintain some 10k materials in all the plants since I sell them directly from Central plant or the 8 retail plants.
I will receive goods against PO in Central warehouse and transfer them to all other 8 locations(plants) against STO.
Now I can sell them from those plants as cash sell.
2.
I have a central warehouse to be treated as plant and for all the other 8 retail outlets I will create one plant(say B) and under that I will create 8 loactions to be treated as retail outlets.
I will continue to receive the goods aginst PO in central WH as in case 1 and also transfer them to plant B against STO with Storage Location enetered per line item otherwise the goods will notmove to proper retail outlet.
Once received in each Storage location I will sell the goods from these loactions as acash sell.
I have to maintain business area linked to each plant to capture business information.
If i go by option 1, then I will have to create 9 business areas per plant and if I go by option 2 then only 2.
Considering all this I require some inputs/suggestion to choose the option between 1 and 2.
Which should be used and why ?
In any option the materilas will have to be created in all the 9 loactions whether I treat them as plants or one plant and one plant with 8 storage locations as to sell materials I need to have them in each storage location specifically in the option B
Thanks in advance
Regards,
manOOHi,
I am sorry but this is a particular subject that I have VERY strong views on.
If the different sites have different addresses (even if they are in the same town) DO NOT use storage locations for them.
You will have stock movements between them and these are much better handled by plants.
Also consider the following;
If you use astorage location for a site you have no way of breaking down that storage area further. You would not use WM and you cannot therefore have any further breakdown on where the stock is (such as cold store, warehouse, display window, retail shelves etc.).
Also consider (especially for the sites that are not in the same town) Info records.
What if one site is substantially further away from the vendor than the others? Lead times MAY be different, prices MAY be different etc.
Even if none of the above applies in your business NOW, can you be 100% sure that things might not change in the future.
Storage locations for sites definitely reduces the functionality available from MM.
Use plants for each address that is likely to hold stock and if this means more master data then manage that (by using mass uploads and changes). You maintain data far less frequently than you do receipts, issues, transfers, stock takes etc.
Steve B
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