2. Thomas Karle Kurt Teichenthaler
Collaborative BPM for Business Transformations in Telecommunications – The case of “3”
Thomas Karle Kurt Teichenthaler

3. INTRODUCTION

4. Introduction
“3” is the mobile communication brand of the Asian corporation CK Hutchison Holdings.
Mergers and acquisitions have to be managed in as little time as possible.
“3” relies on a global single instance (GSI) for several European countries to provide a global ERP instance for its finance and logistics processes.
Changes in business processes, which occur regularly in this fast-paced segment, must be implemented both technically and organizationally on short notice.
To meet the challenges, “3”  wanted to build an extended Social BPM environment for the GSI.  
In addition, a test management system was to be integrated technically through corresponding interfaces and methodically with a corresponding approach.
Self-service training components for the business users had to be established and integrated with the Social BPM environment.

5. SITUATION FACED

6. Situation Faced
Problem: The current solution has reached such a high level of complexity that it is barely manageable.
A BPM solution had to be implemented for the GSI that met the following requirements:
Support the implementation of new or adapted processes and functions for the GSI.
Provide an extensive documentation of processes, functions, and the corresponding IT implementation.
Ensure efficient management of mergers and acquisitions.
Establish an environment and an approach for global requirements management.
Support execution of rollouts of the centrally administered ERP system.
Harmonize global business processes and local particularities.
Provide an integrated test management and use the defined business processes to create corresponding test cases in a semi-automatic way.
Establish knowledge management for all parties involved (e.g., business, IT, management).
Ensure that the approach and environment can manage the complexity of the global ERP instance.

7. Global Single Instance (GSI) for ERP
[Map from

8. ACTION TAKEN

9. Action Taken
Creation of a Business Process Repository for the GSI → “3” conducts new projects on the basis of predefined GSI reference processes.
Implementation of a collaborative BPM approach → The design and the implementation of business processes is supported by an extension of the BPM environment for social media to provide a collaborative environment.
Alignment of business processes based on the collaborative BPM environment → Collaborative analyzing based on the predefined business processes and joint definition of modifications.

10. Action Taken
Embedding of self-service training components in the collaborative BPM environment → Procedures related to handling of individual business transactions are documented in the scope of GSI documentation with interactive training components. Users can then work with them in several modes, including modes called “See It” or “Try It”.
Alignment of the technical integration → Collaborative analyzing based on the documented technical integration processes (called MIPs) and joint definition of modifications.
Integration of BPM and Test Management → The test management system was integrated with the BPM repository by implementing an interface that delivers each detailed step of the micro-processes to the test management system.

11. Business Process Repository for the GSI

12. Collaborative BPM Approach
Example Wiki Integration

13. Integration of BPM, Test Management and Self-Service Training

14. RESULTS ACHIEVED

15. Results achieved Deliverables Business outcomes
Collaborative global BPM environment
Establishment of a Social BPM approach for projects
Active knowledge management
Support of process-based testing
Management of increased complexity
Business outcomes
Established approach provides fast implementations of ERP projects
Currently almost no staff turnover among the people working in this Social BPM area

16. LESSONS LEARNED

17. Lessons learned
BPM must be combined with other fields → If the process models are connected with related areas like test management or training, they become “living” process models.
Complexity management requires linking artifacts. → Management of complexity in global environments can be managed only by linking model types with each other or with other artifacts.
Social BPM increases the effectiveness of international work. → The combined use of a BPM environment and social media provides a framework for working together efficiently in a global context.
Business transformations require the involvement of management. → Business transformations are strategic projects, and they need the awareness and support of top management. Embedding the steering of business transformations into the corporation’s mechanisms for governance, risk, and compliance (GRC) is an important success factor.