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Performance For most processes, clients have acceptable and unacceptable levels of performance In the cash collection example, that process was no longer performing up to the standard, and the client then sought outside help Measure performance for each component of the process, such as the timeliness of contacting past-due customers or the response rate for calls inquiring about payment Look for clues that add up to a pattern Maybe you notice that cash collection performance declined as staff turnover increased, for example Integration Business processes rarely work in isolation The cash collection staff must work with the credit and order management teams, for instance, to share information and complete their work Breakdowns often occur in the communication between different, but related, parts of an organization Maybe the collections people are getting inaccurate or late information Or maybe they are not getting the information at all.

Since, for this example, the plan data is at a very low level within SEM and SAP R/3 has the corresponding actual data, a decision must be made: Will the plan data be retracted back to SAP R/3 to perform plan/actual/variance reporting, or will actual data be extracted to BW to perform the reporting Beyond the reporting capabilities aspect of this decision, the true driver of this schematic is the ABC functionality requirements If more advanced ABC functionality is utilized within the organization, such as utilizing template allocations, integrating the ABC information throughout the product costing area, or executing sales and operation planning to determine process and resource requirements, then the SAP R/3 costing engine must be utilized Therefore, plan data for sales volumes would need to be retracted to SAP R/3 to support backflushing through the quantity structured portions of the ABC model, potentially determining the cost centers plans.

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Or the cost center plans can be performed within SEM and populated back to CO-CCA, where they are flushed through the ABC model within R/3 and the results of those allocations are transferred to BW for reporting against or to be utilized in other.

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Check out the behaviors and activities between groups in the organization for evidence of what is causing the problem Many times, minor changes in how these processes integrate can lead to signi cant improvements Education Don t assume that people know the best way to do their daily work With staff turnover and organizational or information systems changes, some people may not know about, or know how to use, all of the resources available to them That can lead to gaps in their understanding of the process in question People s lack of knowledge about a process often contributes to poor performance, but it is rarely the full explanation for the problem Suitability Sometimes a process is ill suited for its job, leading to delays or errors One company outsourced routine inquiries from employees on internal human resource (HR) matters.

The only downside to disabling a device is forgetting that you did so. If you ever decide to use the device in the future and forget your disabled it, you ll drive yourself nuts trying to get it to work. (Been there, done that, not fun.). The device simply will not work until you reenable it. Anyway, disabling and enabling devices is a simple thing: 1. Get to Device Manager as described earlier in this chapter. Then, Right-click the device you want to disable, and choose Disable. Or, right-click the device you want to enable, and choose Enable. Figure 53-12 shows a couple of examples.

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To change a transition effect, just drag another effect icon onto the same box in the Storyboard. To remove a transition effect, right-click its box in the Storyboard and choose Remove. It s easy, fun, and worth playing around with for a while. You can t do any harm, and you can change or remove any effect you don t like.

n the world of entrepreneurial studies, few things are more actively debated among experts, scholars, and business owners alike than the role that planning plays in small business. I m not talking about the business plan you might put together for a bank when you need money. I m talking about the internal document the organization uses as a road map for success. Let s call it the growth plan. For most experts, formal planning is an essential ingredient for any organization looking to build sustainable growth. In

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