| Foreword |
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xi | |
| Preface |
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xiii | |
| Acknowledgements |
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xvi | |
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1 | (28) |
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Current issues in the life cycle of an R/3 system |
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1 | (20) |
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Business process re-engineering |
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1 | (1) |
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2 | (2) |
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Process-oriented implementation |
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4 | (2) |
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Continuous (system) engineering |
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6 | (1) |
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7 | (3) |
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10 | (3) |
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13 | (2) |
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15 | (2) |
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Business processes on the internet |
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17 | (4) |
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21 | (3) |
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Benefits of using knowledge maps |
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24 | (5) |
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29 | (40) |
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29 | (4) |
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What is mySAP.com and one-step business? |
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33 | (3) |
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mySAP.com -- evolution phases |
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36 | (2) |
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38 | (13) |
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mySAP.com: business scenarios |
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39 | (2) |
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41 | (3) |
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44 | (4) |
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mySAP.com: application hosting |
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48 | (3) |
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mySAP.com software components -- relationships |
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51 | (2) |
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mySAP.com -- process modules |
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53 | (4) |
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Example of a business scenario on the internet with mySAP.com marketplace, B2B procurement, and the SAP back-end system |
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57 | (12) |
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69 | (30) |
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69 | (10) |
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What we have in common with Mozart, Einstein, and Picasso |
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69 | (1) |
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Basics of the MindMapping method |
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70 | (1) |
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70 | (1) |
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71 | (1) |
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71 | (1) |
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72 | (1) |
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73 | (1) |
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'Fire, thunder, and lightning' |
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73 | (1) |
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73 | (1) |
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73 | (1) |
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Structure and function of the memory |
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74 | (1) |
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'Left, right -- right, left?' -- the human brain |
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74 | (1) |
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Simplified representation |
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74 | (1) |
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Memories via neural pathways |
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75 | (1) |
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76 | (1) |
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76 | (1) |
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77 | (1) |
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78 | (1) |
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78 | (1) |
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79 | (1) |
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Processes within the R/3 system |
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79 | (8) |
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What is a business process? |
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80 | (1) |
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80 | (1) |
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81 | (2) |
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83 | (1) |
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83 | (2) |
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85 | (2) |
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87 | (9) |
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87 | (7) |
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The concept behind AcceleratedSAP |
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94 | (2) |
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96 | (3) |
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SAP industry-oriented solutions |
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96 | (1) |
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Business solution map structure |
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97 | (2) |
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99 | (18) |
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99 | (2) |
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101 | (6) |
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101 | (1) |
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102 | (2) |
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104 | (1) |
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104 | (3) |
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107 | (1) |
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107 | (5) |
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107 | (1) |
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108 | (1) |
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Organizational knowledge map |
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109 | (1) |
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Business object knowledge map |
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110 | (1) |
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111 | (1) |
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Knowledge maps and AcceleratedSAP |
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112 | (5) |
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112 | (1) |
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113 | (1) |
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114 | (1) |
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114 | (1) |
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115 | (2) |
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Process analysis with knowledge maps |
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117 | (56) |
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117 | (7) |
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Detailed process selection (scoping) |
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117 | (2) |
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Adaptation and visualization of process chains and organizational structures |
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119 | (1) |
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Target concept/business blueprint |
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119 | (3) |
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Determining optimization potential |
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122 | (1) |
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Verification using the SAP system at application level (optional) |
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123 | (1) |
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Harmonizing the terminology of the department and SAP system |
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123 | (1) |
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Identification of 'new' roles (change management) |
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124 | (1) |
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The concept behind process analysis |
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124 | (6) |
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125 | (1) |
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126 | (3) |
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129 | (1) |
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129 | (1) |
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129 | (1) |
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130 | (43) |
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The definition of strategies/goals |
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130 | (7) |
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Workshop on the definition of an organization |
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137 | (1) |
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Determining enterprise views |
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138 | (4) |
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External and internal reporting requirements |
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142 | (1) |
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General description of process areas |
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143 | (3) |
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Organizational definition |
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146 | (8) |
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Presentation and decisions |
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154 | (1) |
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Workshop on the process analysis with knowledge maps |
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155 | (2) |
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Determining the initial situation within the customer enterprise |
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157 | (1) |
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157 | (1) |
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Identification and selection (general scoping) of SAP scenarios |
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158 | (2) |
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Preparation of the process analysis workshop by the customer |
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160 | (1) |
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Process analysis with knowledge maps |
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160 | (10) |
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170 | (3) |
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173 | (22) |
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173 | (4) |
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177 | (11) |
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From master knowledge map to task level menu |
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179 | (1) |
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From master knowledge map to documentation |
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180 | (1) |
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From master knowledge map to process integration |
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181 | (2) |
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From master knowledge map to training material |
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183 | (1) |
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From master knowledge map to process flow logic |
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184 | (1) |
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From master knowledge map to authorizations |
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185 | (1) |
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From master knowledge map to R/3 customizing |
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186 | (1) |
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From master knowledge map to testing |
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187 | (1) |
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From master knowledge map to technical specifications |
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187 | (1) |
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Master knowledge maps for uniform enterprise documentation |
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188 | (7) |
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195 | (50) |
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Financial accounting -- example: customer dunning notice |
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195 | (7) |
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How is your dunning run organized? |
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197 | (1) |
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How do you intend to control your dunning runs? |
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197 | (2) |
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How do you intend to handle the individual dunning levels? |
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199 | (1) |
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What are your dunning notices going to look like? |
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200 | (1) |
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Which items are to be considered in the dunning run? |
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201 | (1) |
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Are there any specific business transactions in your enterprise that need to be considered in the dunning procedure? |
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201 | (1) |
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Revenue and cost controlling - example: sales planning |
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202 | (8) |
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Do you plan your sales and revenue in the profitability analysis (CO-PA)? |
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202 | (2) |
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Will your sales and revenue plan be used in other functional areas such as production? |
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204 | (2) |
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At what level do you plan specific values for sales and revenue planning? |
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206 | (2) |
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Do you pursue a top-down or bottom-up strategy in your sales and revenue planning? |
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208 | (1) |
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Where does your planning data come from (planning data origin)? |
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208 | (1) |
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For which planning horizon(s) do you plan sales and revenue figures? |
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209 | (1) |
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Do you need to maintain several parallel planning data sets for one and the same profitability segment? |
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209 | (1) |
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Logistics planning -- example: demand management |
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210 | (6) |
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Production -- example: production order processing |
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216 | (8) |
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Procurement -- example: purchase order processing |
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224 | (8) |
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Sales and distribution -- example: condition processing |
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232 | (5) |
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Customer service -- example: service contract |
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237 | (8) |
| Authors |
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245 | (2) |
| References |
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247 | (8) |
| Index |
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255 | |
