High-level business process scenario

Hi all, I have a business process scenario for which CRM and ECC has to be used. The scenario is like this:
There are 2 subsidiaries of a company - A and B, which are into trading of materials.
Between A and customer there is sales agreement. Between B and vendor there is purchase agreement.
Whenever customer requires materials, it will send request to A. So, A creates a sales order. B in turn sends a request to vendor for which a purchase order is created. The vendor ships the goods directly to customer. The vendor bills B for the purchase order. B adds some margin and then it goes for inter-company settlement with A. A bills the customer for the materials. In this entire process, both A and B earns profit through margins.
It has to be noted that CRM has to be used as contact point with customer.
Now I have the following questions:
1. How would the high-level business design be like?
2. How would be the document flow?
3. How can inter-company settlement and billing be done?
All constructive comments and feedback will be rewarded.

Hello Animesh,
Can you please let me know the solution you found for the intercompany business process. I have the similar kind process which needs to be configured in CRM7.
Thanks a lot
Lingaiah Manne

Similar Messages

Forum for High level business process change / enhancements for GAPs

Hello Guru's,
Is there any forum like SDN in SAP Portal to discuss, share knowledge and to bring new enhanced functionality in the existing SAP STD Functionality and finding solutions for GAPS and to develop functional spec. Kindly provide link?.
Reward points for answer

found solution

High-level design for business process scenario

Hi all, I have a business process scenario for which CRM and ECC has to be used. The scenario is like this:
There are 2 subsidiaries of a company - A and B, which are into trading of materials.
Between A and customer there is sales agreement. Between B and vendor there is purchase agreement.
Whenever customer requires materials, it will send request to A. So, A creates a sales order. B in turn sends a request to vendor for which a purchase order is created. The vendor ships the goods directly to customer. The vendor bills B for the purchase order. B adds some margin and then it goes for inter-company settlement with A. A bills the customer for the materials. In this entire process, both A and B earns profit through margins.
It has to be noted that CRM has to be used as contact point with customer.
Now I have the following questions:
1. How would the high-level business design be like?
2. How would be the document flow?
3. How can inter-company settlement and billing be done?
All constructive comments and feedback will be rewarded.

Hi Animesh,
The thumb rule to CRM process designing is stick to customer process...
Thus u jst hav to stick to process design of company A and its interaction with Customer.
We are not concerned with how the material will be purchansed,but we are concerned with how we will be delivering it to end customer.
Thus, once customer place an order to company A, our process would suggest a sales order for the customer with one of the partner function "Vendor" as B with the required material. Now later process in R/3 would convert this sales order with customer as soldtoparty to purchase order with vendor as B and one of the secondary partner soldto party as our original customer.
And billing would happen the way it is... ie. based on sales order.. thus u will have some inflow.. again u will be raising a purchase requisition to company B thus that would be your outflow..
That was a really good scenario to think about.
Best Regards,
Pratik Patel
<b>
Reward with Points!</b>

Strategy Management Business Process Scenarios in English language

Hi,
Can anybody (in SAP organisation itself , hopefully) help in providing the English version of the file Strategy Management Business Process Scenarios (DE)?
This file is currently available in German only at the service marketplace under SSM 7.5.
Thanks.
With regards,
Milan.

Milan,
The reason that the German version was on the Service Marketplace is because it is currently in production and not available until October.
I was able to go to implementationcontent.sap.com/bpr
- Clicked on SAP BusinessObjects Strategy Management
- Click Strategy Execution
- Click Strategy Management 7.5
- Click BUSINESS PROCESSES
- New window opens with Scenario "Strategy Validation"
- On the Documentation Tab you should see "Display Document"
- Clicking on Display Document opens a new window with the doc
The difficulty with being internal, is that I may have different authorization levels than you and so can't guarantee that this will work for you, but it is there right now in English. And I should mention that it took a long time for the new window with Document Tab to open, again your experience may be different, but be patient.
Regards,
Bob
Edited by: Bob McGlynn on Sep 24, 2009 7:23 AM
Edited by: Bob McGlynn on Sep 24, 2009 7:50 AM

Business Process Scenario

Hello everyone,
Do we have anyone here who has done Business Process Validation in SAP SD and also assisted SQA team to assist them in validating process design documents.
The objective is to verify that requirements no matter functional or technical are completely covered and the process document supports complete solution and validate that process document supports software test plan.
Please share your experience or share with me how would you handle this?

Hi,
business scenarios (including key things to be touched - like business areas, company codes, doc types, interfaces, etc. Then build test cases using elements from the list -- pulling in multiple items from the list where it make sense). Not every test would necessarily include all the same elements. Each test case would be assigned a number or code -- and that wold be tracked on the basic business scenario list. Also found it valuable to include business users in development of theese test docs wherever possible.
Apart from that, the testing are at different level, such as Unit Testing - which will test only the functionality of particular process say creating PO. All errors may not come into knowledge at this point. Integration testing - which will test the entire process along with inegration within SAP and with interfaces. Here there are chances that additional problem area are identified and required to be fixed.
The process followed by me for testing Business Scenario for Order to Cash Cycle is demonstrated below"
Initial Testing will be as under:
1. Create Stock artificially (in test server / sand box only)
2. Create Sales Order
--> Here the common expected error would be as under:
a. Sales Order Type not assigned to Sales area
b. Pricing Procedure assignment not done.
c. Pricing Condition record not maintained
d. Material not maintained or extended to relevant combination
On successful creation of Sales Order, next step would be to create Delivery.
3. Create Delivery and PGI
I will test this scenario in multiple manner
a. Create Delivery from Sales Order
b. Create Delivery through Transaction Code VL01N
c. Create Delivery through Transaction Code VL10C
--> Here the common expected error is copy control setting not maintained, defalult Delivery type not maintained accurately in sales Order Type, etc.
On successful creation creation of Delivery, assuing Picking is done appropriately, doing PGI.
Here the challenge is the Account determination setting reguires to be completed, without which in most cases, it will not allow to do PGI.
4. Create Billing
I will test this scenario in multiple manner
a. Create Billing through VF01
b. Create Billing through Transaction Code VF04
Here the challenge is the Account determination may not be complete and Billing Document is saved without creating accounting document.
In Integration Testing:
1. Assure that material stock is availble in unrestricted stock through MM/PP.
2. Creating Sales Order smoothly
3. Creating Delivery, picking and PGI smmothly.
4. Create Billing smoothly with creation of accurate accounting document
Troubleshooting the errors encountered.
Here the objective is that the process should execute seamlessly.
similar exercise is done for other processes like Stock Transfer, Third Party & so on........
Thanks
Mk

Use of BPMN diagrams on different levels (Business Process Architect 11gR1)

I have an issue regarding the representation of different levels of diagrams in BPA... I have been using following types of diagrams from the highest level to the lowest:
- Structuring model,
- Value-added chain diagram,
- Business process diagram (BPMN),
- Business process diagram (BPMN),
- Function allocation diagram (this is generated automatically).
Those levels are linked with use of "Assignment" function on individual elements and that enables the user to drill-down to the last level (except between Structuring model and Value-added chain diagram - I can't find a way to link those two).
As you might have noticed from the list of diagrams above, I have used two BPMN diagrams to represent two successive levels. Is this OK? On the first of those two diagram types, I represented activities with "Function" elements (I also used Start, Intermediate, End events and Rule elements).
I linked every "Function" element to a more detailed BPMN diagram on the next level. That one includes "Human task", "Automated activity" elements (and also Start, Intermediate, End events, Rule elements and also others) and is eventually meant to be transformed into BPEL.
That is how I understood the "Oracle_BPA_Suite_QuickStart_Sample_Guide.pdf" and samples included in Architect 11gR1. Is that the right way to do it? Does anybody have a better suggestion on how to represent the whole chain of diagrams?
How can "Assignees" be represented in the BPMN diagram, where I used "Function" elements? Is it possible to link "Structuring model" elements to Value-added chain diagrams?
I hope this describes my dilemma well enough and doesn't frighten you all away... I thank you all for your feedback in advance.

It is possible to assign Structural Elements to any Model Type in BPA. If you are not able to make this assignment it is not active in your Method Filter. You can log in with the Entire Method filter to check this out. You can also modify the filter you are using to include this ability.
The hierarchy you are using is fine and is a commonly used one. Some people use the EPC model, which is specifc to BPA and not a standard, at the level below the value-chain but many use BPMN as you have. If your intent is to use the first BPMN as a pure business process model then you may consider creating a separate custom Model Type, based on the BPMN model, with a scaled down set of allowable objects. This is also done through customizing the filter. If you do this you can also rename the model types in the filter if you wish to have different names at each level.
Note of caution, modifying a method filter can have impacts and should generally be done by someone with a working knowledge of the meta model. If you chosse to change a filter supplied with the tool, copy it and rename it, then update the copy. Always retain the original filter provided with the tool. If you are doing something as simple as adding the ability to use the assignment between Structural Elements and Value-Added Chain models, that would be no big deal. If you get into reusing object and model types that has more impact on the functionality of the tool.

Need an Urgent Business Process Scenario for my Project

Hi All,
<b>I am Sachin and very much new to this world of SAP.</b>
Hope to learn great things from all you experienced people here.
I am urgently in need of a Business Case, which can help me to for a small presentation and configuration project for my training evaluation need.
Hope to receive some good replies here.
Sachin
[email protected]

Hi sachin,
plz chek dis <a href="http://www.geocities.com/rmtiwari/Resources/Management/ASAP_Links.html">LINK</a>....
here u wl get sap cases...
hope dis wl help u...
reward points...

Authorizations | Restrictions on Business Process

Dear experts,
is it possible to implement restrictions on Business Process by using the default functionality (and hence not on the higher levels Solution or Scenario).
Thx!

Hi Kraell,
You can restrict access to the business processes nodes via administration tab, you select there the users who will have access to this node and assign them. These users must be assigned to the project in the SOLAR_PROJECT_ADMIN in the tab Proj. Team Member.
Kind regards,
Fabricius

How does BPP (business process platform ) impacts SOA practice in SAP

hello All,
what is you take on impact of BPP on SOA practice in SAP .

Theo,
Like Ravi says: SAP positions Aris for all bp modelling activities and the underlying applications for all bp execution activities.
You only mention CAF and XI as types of these underlying applications but you do not mention "normal" applications like SAP R/3 (which handles human workflow by "NetWeaver workflow"). I think NetWeaver workflow (bp execution) will be managed from Aris in the future as well (bp modelling). This also answers you second question: workflow on the purchase process in R/3 is managed by NetWeaver workflow on R/3 (execution level). You don't need a CAF development for that.
The link between CAF guided procedures and NetWeaver workflow in an integrated business process / scenario is handled by XI-BPM.
1. If you want to support a business proces or scenario by application logic, I think you first look at the functionality of (a) existing application(s), if necessary linked together by XI-BPM. If existing applications do not gather the right information you jump to CAF (picking up running services via XI-BPM).
2. NetWeaver workflow (see before).
3. I think you miss NetWeaver workflow here and BI for Business Activity Monitoring. BAM is a coop by Aris and BI in the future I think.
Just some thought. What do you think?
Regards, Rik

Could u explain the business process

hi guru's
could u explain the business process scenario , how it works in bw . could u explain detailed, suppose to take CLINT NOKIA MOBILE AND MY EMPLOYER SOME XX COMPANY,
CAN U EXPLAIN DETAILED?

Hi Prabha,
Aggregate Definition :
An aggregate is a materialized, aggregated view of the data in an InfoCube. In an aggregate, the dataset of an InfoCube is saved redundantly and persistently in a consolidated form on the database.
Use
Aggregates allow quick access to InfoCube data during reporting. Similar to database indexes, they serve to improve performance.
An aggregate is made up of the characteristics and navigation attributes that belong to an InfoCube. Characteristics that are not used in the aggregate are compressed.
Each component of an aggregate has to be assigned to a selection type. A selection type indicates the degree of detail to which the data in the underlying InfoCube is aggregated. You can choose one of the following selection types:
All characteristic values ("*"): The data is grouped by all values of the
characteristic or navigation attributes .
Hierarchy level (H): The data is grouped by the hierarchy level node. You can
also store values on the hierarchy levels of an external hierarchy .
Fixed value (F): The data is filtered by a single value .
For each InfoCube, you can set whether the aggregates of the InfoCube are compressed automatically when it is filled with data or after the roll up of data packages (requests).
1. You are in the Data Warehousing Workbench in the Modeling functional
area. In the InfoProvider tree, navigate to the required InfoCube.
2. In the context menu of the InfoCube, choose Manage.
3. In the lower part of the screen, select the Roll Up tab page.
4. Under the Aggregates group header, set the corresponding indicator in
the Compress After Roll Up field.
Standard Aggregation : This means how the key figure is going to be summarized normally for a specific set of characteristics .
Eg : Quantity across all the purchase items for a purchase Order
Exceptional Aggregation : You define how the aggregation should happen basing on a particular characteristic ( Usually time characteristic ) .
Eg : head count ( No of Employees ) in a organisation ..--> this should not be summarized on a daily basis..instead this should give a final value at the end of the month .
Aggregation is basically for keyfigures .
take a look at this doc, you will find all your answer:
https://www.sdn.sap.com/irj/servlet/prt/portal/prtroot/docs/library/uuid/cbd2d390-0201-0010-8eab-a8a9269a23c2
Refer this for aggregates
https://www.sdn.sap.com/irj/servlet/prt/portal/prtroot/docs/library/uuid/3f66ba90-0201-0010-ac8d-b61d8fd9abe9
Aggregates versus Physical Cube Splits?
http://help.sap.com/saphelp_bw33/helpdata/en/c5/40813b680c250fe10000000a114084/frameset.htm
http://help.sap.com/saphelp_bw33/helpdata/en/ca/aa6437e7a4080ee10000009b38f842/frameset.htm
Question1: how we will see the based on aggreagate what querys are running
I think "aggreegate maintance screen ---proposal -
query proposal" i am right ,if it is worng pls correct me?
Answer 1:
There are two tools that are used to analyze which aggregate is suitable for which navigation step.
You optimize the start screen of a query with the query Monitor (transaction RSRT) if you execute the function Execute + Debug.
With the trace tool (transaction RSRTRACE) you can draw several navigation steps, and process them again using the function DB Debugging (exact path: Transaction RSRTRACE > Goto > User Logs or All Logs > double-click on the log you want > DB Debugging).
Refer The OSS note 99010
Question 2: When i am creating a aggregate what charteristics we choose i mean based on report/some thing else?
Answer 2:
By refering the Statistical data and comparing the Proposed Aggregates we can create the aggregates.
The above RSRT and RSTRACE will be more useful tools to plan an Aggregate.
Refer
http://help.sap.com/saphelp_nw2004s/helpdata/en/80/1a67abe07211d2acb80000e829fbfe/content.htm
and other option is:
Refer page 36 in this PDF
https://www.sdn.sap.com/irj/sdn/go/portal/prtroot/docs/library/uuid/3f66ba90-0201-0010-ac8d-b61d8fd9abe9
Question 3:
When we are crearting a agreegate one message box will apper in that we one option "proposed aggregate" wht does it mean how it work??
Answer 3:
Based on the Statistical data and query-aggregate data system will propose the new aggregate definitions.
Question 4:
under what senario we apply for query performance aggregates??
Answer 4:
Refer this PDF
https://www.sdn.sap.com/irj/sdn/go/portal/prtroot/docs/library/uuid/3f66ba90-0201-0010-ac8d-b61d8fd9abe9
https://www.sdn.sap.com/irj/servlet/prt/portal/prtroot/docs/library/uuid/cbd2d390-0201-0010-8eab-a8a9269a23c2
For more info refer:
http://help.sap.com/saphelp_nw04/helpdata/EN/7d/eb683cc5e8ca68e10000000a114084/frameset.htm
https://www.sdn.sap.com/sdn/collaboration.sdn?contenttype=url&content=https%3A//forums.sdn.sap.com/thread.jspa%3FforumID%3D133%26threadID%3D51253%26messageID%3D526450%23526450
You have a aggregate document by SAP in http://service.sap.com/bi -> BI Infoindex which would answer all your questions.
http://help.sap.com/saphelp_nw04/helpdata/en/7d/eb683cc5e8ca68e10000000a114084/content.htm
It would be very useful for you to go through the performance tuning with aggregates documents here:
Business Intelligence Performance Tuning [original link is broken]
Look at the thread below for index:
Indexes, Aggregates , partitioning of cube
Hope this helps.
Regards,
Ravikanth

SAP business processes - HR

Hi gurus,
Can you please tell me where I can find standard SAP business processes (not any client specific) ?
For example, 1. Benefits - from enrollement, changes, termination.
2. Payroll - Hire employee, maintain pay roll area, payroll status, then maintain IT 07, 08 ,,, then run Payroll Run program(what is the program name), then how to transfer the results to FI.
3. Time - what are the infotypes maintained (why), then what/which is the time evaluation program, how the time results used in calculation of Payroll...
Please let reply if you have any general idea where to search for this (any module is ok)?
Can some one please help?
thanks,
Rupali.

Hi Rupali,
There is not really any such thing as "standard business processes". There are best practices, but generally these are not really documented. Business processes vary from business to business. SAP has functionality and the ability to adapt the system to meet many business process scenarios.
Best regards,
Luke

Business Process for Cement Industry

Hello all,
I am an Indonesia
I am new to SAP
I just graduated from college, now I work in a cement company
The company uses SAP, I was placed in the department of business processes
Without going through the training process, I was asked to understand the business processes in SAP that they use. They gave me access to the development server.
But it's still hard for me to understand the business process.
Can anyone help me? from where I had to start
I apologize if any mistakes...
Thanks..

Hi
That is ot correct to udnerstand the business process from SAP. it is difficult.
your company needs to provide the existing Business Process scenarios and how are they mapped to SAP with all scenarios documentation. Then, it would become easy for understand and digest and take care of issues.
Thanks,
JK

Transform from Business Process Expert to Value Scenario Experts !!!!

Hi Business Process Experts,
Its time to think ahead for all of us to be in line with SAP Business Suite 7.0
SAP Business Suite 7:
Establish Process Excellence, Lower Costs, And Capture Opportunities
SAP Business Suite software provides best industry practices with industry-specific applications and the core applications of SAP Business Suite:
SAP Customer Relationship Management
SAP ERP (enterprise resource planning)
SAP Product Lifecycle Management
SAP Supply Chain Management
SAP Supplier Relationship Management
No more stovepipes -> Flexible end-to-end processes
Deploy as you go -> Stepwise projects and installation
No more upgrades -> Enhancement package = innovation packages
Dynamic -> Re-usable enterprise services
Industry-focused -> Delivers integrated industry solutions
Extensible -> Easy expansion beyond ERP
Choose Which Value Theme belongs to your current Business Process ??
7 power packed themes and value scenarios:
(1) High Performance Assets
-Ready to Run (Efficient Design / Build / Commission)
-Manage by Exception (Visibility and Optimization)
-Run the Asset (Maximum Uptime)
-Intangible Property Management
-Stay Safe (Keep in Compliance)
(2) Operational Excellence
-Lean Manufacturing
-Integrated Sourcing and Procurement
-Integrated Logistics
-Efficient After-Sales Service
-Continuous Performance Improvement
(3) Product and Service Leadership
-Continuous Product Innovation
-Integrated Product Development
-Embedded Product Compliance
-Product Delivered as a Service
(4) Responsive Supply Networks
-Collaborative Demand and Supply Planning
-Manufacturing Network Planning and Execution
-Logistics and Fulfillment Management
-Characteristic based planning and execution
-Service Parts Management
-Supplier Network Management
(5) Superior Customer Value-Optimize Sales and Marketing Investments
-Creating the Optimal Offer
-Seamless Order Fulfillment
-Differentiate though Service Excellence
-Customer Centric Marketing
-Accelerated Lead to Cash
(6) Financial Excellence-Gain Efficiency in Finance
-Optimize Working Capital
-Drive Strategy and Growth
-Manage Risk and Compliance
(7) Best People and Talent-Building the Workforce
-High Performing Organization
-Sales Force Performance
-Compliant Workforce

"Transform from Business Process Expert to Value Scenario Experts !!!!"

High level process model for a Pulp & Paper Industry

Hi:
Someone can help me?, i'm looking for a organizational reference model for a pulp & paper company, under the alignment for best practices in to SAP R/3
I need know what is the best model for this kind company (chain value, macro process, business process, sub process...)
Thanks in advance
Omar Perea

hi,
thanks for yor points.
at that time it was opened.for me also it was warning the same, any way iam providing some more info on it. pls have a look on it.
Pulp and paper industry facing IT modernisation needs
Today most pulp and paper industry companies face serious financial challenges to increase return on investment and improve capital utilisation.
Companies are working to improve the efficiency of their supply chains and thereby reduce working capital, increase transaction velocity and improve inventory turnover. Mergers, acquisitions and alliances are reshaping the pulp and paper industry. Although the pulp and paper industry has invested heavily in IT systems, a large variety of old systems is often complex, inflexible in regard to integration and difficult to operate. As they reflect past organisations and business models, the streamlining of business processes is difficult.
Mega trends in the pulp and paper industry IT.
The pulp and paper industry is stepping into a new phase of business evolution driven by consolidation of industry, globalisation and ever-increasing competition. These market drivers are forcing the pulp and paper industry to put a greater focus on cost efficiency. These focuses are creating totally new challenges for the organisation, specifically in the IT area.
IT is increasingly becoming a commodity. This is a result of product standardisation and the popularity of off-the-shelf-products that facilitate the economies of scale. This phenomenon is also supported by increasing utilisation of competence resources in low-cost countries.
Managing change becomes more and more difficult. Very often companies face the need for new changes before they have seen the benefits of the previous ones. The cycle of change is short and the transformation environment becomes very complicated. On the other hand, IT becomes the tool in forcing business changes to happen. Often the only practical way to roll out new processes and practices is through the modernisation of information systems.
Like many other industries, the pulp and paper industry is concentrating on providing digitalised self-services as part of their business development.
Industry background
Since the consolidation and globalisation of the pulp and paper industry, there has been increasing pressure to continuously improve both its internal and external efficiency. In the large pulp and paper mills, production management systems typically consist of several different systems, which might also be from different suppliers. Systems are often isolated islands, which are successful in managing information of their own area but they lack the comprehensive information exploiting and sharing. This has resulted in a complex and inflexible architecture of legacy systems. These legacy systems are expensive to manage and difficult to develop to meet business requirements.
This pressure has led to massive IT investments and a continuous rebuild of the IT environments in order to meet efficiency challenges. Although many pulp and paper mills have invested a lot in building up their business supporting IT, especially Enterprise Resource Planning (ERP) systems, the return on investment is often difficult to measure. There is a lot of potential to improve usability of systems by harmonising business processes and integrating the systems more efficiently in order to better support actual business needs.
Most pulp and paper industry companies have thus come to a point where a more radical rebuild and renewal of the entire IT and network environment is required. Fortunately, the conditions for this have improved over the last few years, due largely to an increasing range of commercially available application platforms adopted for the pulp and paper industry, the acceptance of common industry standards, and the evolution of refined integration and migration methods.
Renewing and harmonising the companys operations and IT systems is still, however, a demanding undertaking. Securing continuous operations, while at the same time replacing the core systems and processes, requires a high level of expertise in pulp and paper industry processes and information technology. To complement the in-house competence, the pulp and paper industry will need to establish partnerships with outside solution providers and system integrators. To minimise risks and keep control of business-critical technology, new delivery models will be a necessity.
i am also giving some pdf sites pls go thru them
www.fpl.fs.fed.us/documnts/pdf2000/scott00c.pdf
www.bfe.admin.ch/php/modules/publikationen/stream.php?extlang=en&name=en_542051780.pdf
thanks
karthik

Design considerations for wrapping higher level process

So Ive used workflow now on a few projects and have become comfortable building/coding with it. Recently a discussion was started to design a new process to automate a part of the business Im in and there are several different departments, each with
their own different functions and processes that they perform. During this discussion, the thought came to me - why stop with just the "small" picture where I was using WF to contain and execute business rules, but also wrap the higher level
abstractions also.
For example, a department performs steps A, B and C. Each step might have some branching in it (if/then etc). Its only the "steps Im using workflow currently.
Above the department, there is another layer, lets call it "group". There would be several different groups, each with its own departments, some with the same name as other groups, but the internal structure might be different for a given
department between groups. So this means that if I modeled a department in one group, I cant assume I can reuse that department in another groups workflow.
My main unknown however, is how would a user interact with a workflow that was this high level. Abstracting higher levels, means users dont need to interact with or execute the whole workflow each time, only a part of it. So am I looking at pausing/resuming
the bigger workflow? How can I "skip" to a certain stage or area of a workflow, bypassing the stuff that has already been done?
Correct me if Im wrong, but this seems to be where I need to look at bookmarks?
In my case, something similar to an order in a shopping cart is what would be the input type for the bigger workflow. There are several different groups of users that have to set or add properties to associated objects (sql tables) related to the order
before it can be marked "complete".
How would you tie together a "wizard" type concept with workflow? This seems to be the type of model we are considering. A user takes an order a few steps, then another user from a different group/department adds some attributes and
the workflow/wizard continues a few more levels down. Finally, after all the rules have been matched and required data provided, the workflow can "finish".
Hope my description seems clear.

My main unknown however, is how would a user interact with a workflow that was this high level. Abstracting higher levels, means users dont need to interact with or execute the whole workflow each time, only a part of it. So am I looking at pausing/resuming
the bigger workflow? How can I "skip" to a certain stage or area of a workflow, bypassing the stuff that has already been done?
If you want to skip to certain state or bypass what stuff that has been done, you need give logic judgment first. Bookmarks are the mechanism that enables an activity to passively wait for input without holding onto a workflow thread. When an activity signals
that it is waiting for stimulus, it can create a bookmark. So bookmark is available for you during create this application.
Here are some workflow applications, see:
Workflow Application
hope it helps.
Regards,
Angie
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High-level business process scenario

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