The level 3 process block the key to S/4 transformation
I suspect this blog title is a little mystifying to some, but I honestly believe that the level three process block, is the DNA, smallest Lego block or keystone on an S/4 transformation and has an importance far in excess of its size!?It’s the key to S4 based transformation itself.
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So, what is it…
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A composable “process” block (sometimes terms a “swim lane”) with a number of executable process steps assigned to a small number of business roles (represented by the “lanes”).
Process Blocks, from a Reference Library, are “copied” into each Epic to provide the context needed to analyse Variants.
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So essentially, something you do in a process, enter a sales order, or do a good receipt, etc., it’s not a technology component (but it can be linked to one).
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If you string together level 3 process blocks you get an epic or a value stream, and there can be different ways of doing it, i.e., variants.
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In my world, it is the lowest level where you do the value stream mapping, it is the lowest level where you try to understand the change impact and benefits and also, they are things you group together to decide what will be in a release.
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You create back log in them, and you group them together as a release, they are the common language that everyone technical and business can agree on and talk about.
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If you add them together, you can sum up the business changes, the data, the TOSL, the benefits, the user journeys, etc. In my mind the whole large transformation programme must be built from them, like DNA, or a Lego model of the Eiffel tower… everything thinks with this.
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Sure, if you want to deliver a technical project, use the transaction codes and group them together and drive a dull waterfall project with lots of bespoke, but if you want to deliver a full end-to-end transformation that will live for ever and flex with the business changes, start with the level three process block.
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If you want to debate or have no idea what I am on about or think I am talking rubbish please contact me, I am learning this stuff myself.
Product Manager - ERP
2 年Completely agree with this thinking…….but the implementation needs to guard against the “ we’ve always done it like that” mentality and actively push for best practice rather than suffer the consequences.
PROSCI? Certified | Senior Business Change Consultant, Strategic Business Solutions at Capgemini.
2 年Great blog David, can relate from Business Change lens too.
Executive Coach | SAP Project Manager | Finance Transformation | NED
2 年Good call-out David. Process blocks (L2 and L3) are the foundation of most transformation projects, ERP and otherwise.