Key Lessons from Wikimanagement and BPM Best Practices ...€¦ · Struktur Technologie Mensch...
Transcript of Key Lessons from Wikimanagement and BPM Best Practices ...€¦ · Struktur Technologie Mensch...
www.komus.de
Struktur Technologie MenschProf. Dr. Ayelt Komus
Key Lessons from
Wikimanagement and BPM Best Practices:
Aspiring for a truly holistic approach in BPM
S-BPM ONE 2010 - the Subjectoriented BPM Conference Karlsruhe, 14.10.2010
Prof. Dr. Ayelt KomusB P M – L A B O R
FH Koblenzwww.komus.de
[email protected]@komus.de
FachhochschuleKoblenz
University of Applied Sciences
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FachhochschuleKoblenz
University of Applied SciencesLoose Coupling – Learn from Construction Industry
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
Roller Bearing
http
://de
.wik
iped
ia.o
rg/w
iki/D
atei
:Deh
nung
sfug
e.jp
g
ExpansionJoints
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FachhochschuleKoblenz
University of Applied Sciences
Empirical Findings (excerpt)
Wikimanagement in BPM
Aspiring for a Holistic Approach
Key Lessons … Aspiring for a Holistic Approach
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FachhochschuleKoblenz
University of Applied SciencesBPM-Lab – Current Research Activities
BPM-Expertise
BPM-Umfrage (Studie)
Business Process Management
STATUSQUO
BESTPRACTICE
BPM-Best Practice
(Experten-gesprächemit BPM-
Best Practices)
BPMund
Six Sigma
(Studie)
*
BPM-Survey (Studie)
BPM-Best Practice
(Expert Interviewswith BPM-
Best PracticeRepresentatives)
BPMand
Six Sigma
(Study)
BPM-Check
(LearningOnline
MaturityModel)
Model Factory Koblenz
Wikimanagement
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FachhochschuleKoblenz
University of Applied SciencesStudies on BPM – B P M – L A B – FH Koblenz
BPM-Survey• Online-Survey with more than 500 participants• What does today‘s BPM look like?
BPM and Six Sigma• Online-Survey with more than 500 participants• How do companies combine BPM with other approaches?
BPM Best Practice• In-person expert-talks with BPM-Best-Practice-Companies• What do BPM-Best-Practices look like?
BPM-Check• Learning online-evaluation-system based on maturity-scores• Together with the Koblenz Chamber of Commerce
© Prof. Dr. Ayelt Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied Sciences
* Segmentation based on nubmer of employees and turnover; difference to 100% due to rounding errors
BPM Best Practice-Study
Participants:Bayer HealthCare AG, Cosmos Direkt, Deutsche Bank AG, DZ Bank AG, E.ON Energie AG, EDEKA Minden-HannoverIT-/logistic service GmbH, EnBW Energie Baden-Württemberg AG, Finanz Informatik Technologie Service GmbH & Co. KG, GeneraliDeutschland Holding AG, Lufthansa Miles & More, NordeniaDeutschland Gronau GmbH, Paul Hartmann AG, Siemens AG, Siemens Healthcare, VIS Informatik GmbH (Generali Wien), Volkswagen AG, Watt Deutschland GmbH
Distribution by size*• 63% – very large-scale enterprise (7 DAX-Unternehmen)• 25% – large-scale enterprise (GU),• 13% – midsize companies (MU)
© Prof. Dr. Ayelt Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied Sciences
How successful was your company compared toother companies in the industry?*
82% ‚know‘ or ‚believe‘ their EBIT-margin is above industry average
0% 0% 0%
24%
35%
41%
0%5%
10%15%20%25%30%35%40%45%
© Prof. Dr. Ayelt Komus – FH Koblenz
BPM and Business-Success go Hand-in-Hand
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied SciencesBPM-Survey: Managed BPM and Profit Margin
0,00%
5,00%
10,00%
15,00%
20,00%
25,00%
bis 2% 2-4% 4-6% 6-8% 8-10% 10-20%
20-30%
30-40%
40-50%
über 50%
Perc
enta
ge o
f Com
pani
es
Profit Margin
"Gezieltes BPM"'
"Kein gezieltes BPM"
Source: BPM-Survey, Prof. Komus – FH Koblenz
Median
© Prof. Dr. Ayelt Komus – FH Koblenz
Managed BPMNo managed BPM-Activities
Higher profit margin with managed BPM(Median 6-8% vs. 4-6%)
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FachhochschuleKoblenz
University of Applied SciencesBPM + 6 Sigma: BPM and Profit Margin
Higher Profit Margins for BPM-Companies
Source BPM + Six Sigma study, FH Koblenz
© Prof. Dr. Ayelt Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied SciencesBPM-Strategy-Alignment
82% BPM Best Practice-Companies align their BPM to Business Unit- or Company-Strategy
Only 18% „systematic documented process“65% „implicit process“
Best Practice BPM – Representatives have avery good understanding
of business needs and goals
Quelle Bild: http://commons.wikimedia.org/wiki/File:NonSynchronousGearBoxSF.jpg
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FachhochschuleKoblenz
University of Applied SciencesIf you can‘t measure it, you can‘t …
Best Practice Companies use process oriented KPIs
• more than 40%: for some processes KPIs defined, targetsdefined and measured
• more than 50%: systematic process of definition processKPIs, identifications of targets and measurement
Quelle Bild: http://commons.wikimedia.org/wiki/File:Tape_measure_colored.jpeg
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FachhochschuleKoblenz
University of Applied SciencesProcess Owners (PO)
PO are widespread (82%)
Only 12% disciplinary subordination ofemployees in relevant processes
Pragmatic approach of combiningprocess approach with existing managerialstructures
0%
10%
20%
30%
40%
50%
60%
12%
59%
12%
0%
18%
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FachhochschuleKoblenz
University of Applied SciencesBPM Center of Excellence
BPM Center of Excellence in almost all Best Practice-Companies
No company with disciplinary subordination of Process Owners
Typical Tasks Definition of standards Centralized services Quality Management and Quality Assurance Responsible for Technical BPM-Infrastructure
Quelle Bild: ttp://commons.wikimedia.org/wiki/File:Heliocentric_solar_system.png
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FachhochschuleKoblenz
University of Applied SciencesBPM Training
12%
29%
41%
18%
0%
5%10%15%20%25%30%
35%40%45%
© Prof. Dr. Ayelt Komus – FH Koblenz
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
Relevance of training is well understood among BPM Best Practice Companies
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FachhochschuleKoblenz
University of Applied SciencesCulture of Change
18% 18%
65%
0%
10%
20%
30%
40%
50%
60%
70%
2 / 3 of Best Practice Companies see Change as an Accepted Part of their Corporate Culture
© Prof. Dr. Ayelt Komus – FH Koblenz
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied SciencesTraditional View: BPMS the Linking Pin to the Long Tail
Number of processesin certain period
Processes in order of frequency(highest left – lowest right)
‚classical‘Business IS
BPMSuites
Groupware/CSCW*
* CSCW – Computer Supported Collaborative Work
Idea: Scherer, Siemens AG
© Prof. Dr. Ayelt Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied SciencesNew Possibilities with more powerful BPMS/SOA
Number of processesin certain period
Processes in order of frequency(highest left – lowest right)
BPMSuites
Groupware/CSCW*
* CSCW – Computer Supported Collaborative Work © Prof. Dr. Ayelt Komus – FH Koblenz
‚Klassische‘Betriebliche
IS
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FachhochschuleKoblenz
University of Applied SciencesLinking IT-Systems and Models
only 41% realized links between business models and it models only 25% realized links between IT-systems in production and business models
BUT: 71%: development of IT-appliactions based on process-oriented methods
connection betweenIT-systems and modelsis surprisingly poor
‚Round-Trip‘ is not very common yet.
Exception: BPMSBut more often than notBPMS-round-trips are notconnected to ‚true‘ business modelling-world
Gartner‘s Businness Process Improvement Cycle
© Prof. Dr. Ayelt Komus – FH Koblenz
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
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FachhochschuleKoblenz
University of Applied Sciences
Documented Real Life
InformSales
SE CaptureOrder
Routenot
investigated
New quoterequestfrom PM
New quoterequest from
customer
Requirementgenerated
as result ofcapacity
Links PM PlansCustomer Requirements
& SE Capture Order
Responsefiled
Dead end
CRF completedand
Links SE CaptureOrder & Issuer
Enter Order
IssuerEnter Order
Validation jobgenerated onCMC queue
Links Issuer EnterOrder & JC Order
Validation
Pass Missinginformation
to Issuer
Links SE Resolves& Issuer Enters Order
NJRA closed
Links Issuer EntersOrder & NTE Task
Missinginformation
request (Issuer)
Links Issuer EnterOrder & SE
Resolves
601 task toWideband
planner
Links Issuer EnterOrder & Search
for Y Code
JC order
Missinginformation
request (JC)
Links chase missinginfo & order validation
Missinginformation
received (JC)
Links Issuer chasemissing info & JCOrder Validation
Links JC OrderValidation & NTE
allocation
NJRAclosed
Re-Issue601 Taskto WBP
Links JC OrderValidation &
Search for Y Code
NTE Tasks(129/532)
London/Glasgow
Y CodeSearchSlough/London
Input from Account Team
Receivecustomer
plans
Decide no neworders required
Dead end
Decide to placeorder with
tactical planner
Links PM plansCustomer Reqs &Tactical Planning
SEResolves
PM PlansCustomer
Requirements
Links Search for YCode & Q Mgr
selects NTE TaskA29/O532/O530
New job inqueue
Links Search for YCode & NTE Task
New Job inqueue
Links Issuer chasemissing info &
WBP Site Survey
Missinginfo received
WBPSite Survey
SE referCosting toCustomer
Issue RFsGlasgow/London
JC Respondto CREP
Links refer costingto customer &cancel order
Order
Customerconfirm
information toWideband
Links SE refercostings to customer& WBP Site Survey
Link to internal/external workgroups - not
modelled
Info sent tointernal/external
workpacks
Links WBP SiteSurvey & SE Refer
Costing toCustomer
Ancillary costinfo to SE
Links WBP SiteSurvey & Issue
RF's & JC Respondto CREP
154 atCOM
Job delayed
Links WBP Site Survey& JC Analyse Delay
Cancelorder
End
Ready toCREP
Links NSDRoute/Assign
& JC Respondto CREP
Task called toissuer
Issuer choosesto ignore so not
modelled
Links JC respondsto CREP & Issue
RF's Glasgow
CREPcomplete
NSD Route
JC AnalyseDelay
Allocate CoWLondon /Sheffield
SE AnalyseDelay
Route not investigated
Delay enquiryfrom customer
Links SE analyse delay& JC analyse delay
Progressrequest
to JC(SE)
Ready forinstallation
Links Allocate COW &COW supervise external works
Links JC analysedelay & SEresponds toCustomer
Progress updateto SE
SE respondto Customer
Dead end
Links JC analysedelay & WBP
601 Task
INAC tasklive
Dead end - routenot investigated
Progress infopassed to WBP
Dead end - routenot investigated
Progress infopassed to NSD
Dead end - routenot investigated
Progress infopassed to PM
Dead end - routenot investigated
Progress infopassed to CSM
Supervise
Equipmentnot delivered
Not Modelled at Present- Non Fluid Process
Schemeinstalled &
commisioned
Links Supervise External /Contractor& Integrate Schemes
IntegrateSchemes
Input not Modelled
Incomingcall from field
engineer
CONFLive
Links Integrate Schemes& Configure Circuit/Resolve Problems
Link notModelled/investigated
Schemereferred to
NSD
Schemereferred to
CSP
Integrate scheme andTactical planning eEPCs
Configure CircuitResolve
Problems
WNEXlive after
WNEX task is triggered byCOSMOSS, once all othertasks have been completed
End ofProcess
TacticalPlanning
Links Supervise contract& Tactical Planning
RFs sent toCSP Contracts
RF's sent forFinancial
authorisation
Out of Scope - not Modelled
Supervise
Links DetailedPlanning
& Supervise Contract
DL proact jobon queue
Ready forinstallation
Links Supervise Contract& COW supervise
External Works
DetailedPlanning
Proact jobcomplete Not modelled
Links toExternal Works
carrying out DL works
PM reportsProject Status
IM FacilitiesDecisions
Capacityproblem
raised
Links Supervise External Works/Contractor& IM facilities decisions
Requiresfurther
Investigation
IM Plan Sitesfor Capacity
Issuer chasesmissing info
Links WBP Site Survey &Issuer chase missing Info
Missinginformation
request (WBP)
Route, Assign& config 2Mbit
Circuits
SolutionPlanning
Budget
Links NTE Tasks (No Y Code)& JC Analyse Delay
Order in JobController's
Queue (Link)
NSD Q Managerchase missinginfo/clean data
Glasgow
Links WBP Site Survey& NSD Job Selection & Clean
010/O534live (Link)
Job assignedto NSD (Link)
Links NSD Job Selection/Clean& NSD Route /Assign
Links Route/Assign& JC Analyse delay
INJCin JCs
queue (Link)
Relevant NSDinformed of newproj order (Link)
Links Queue Manager selects NTE& Route/Assign Glasgow
154 Tasklive (Link)
Links NTE Tasks& WBP Site Survey
Links Issue RF Glasgow& Allocate COW
198/O912complete
Links WBP Site Survey& Issue RF's Glasgow
SDH2C formsent to NSD
(Link)
Account Teaminforms
Manager ofmajor project
Customerrequest (major
project)
Managerinformed
of major projectfrom other
SDH PMnot required
(End)
Missinginformation
passed to NSD(End)
Route not investigated
JC amend CDD
Feed into COSMOSSstatistics - Dead end
CDDamended
CDD can't Feed into COSMOSSstatistics - dead end
INJCin JCs
queue (Link)
Links NSD Job selection/Clean& JC Analyse delay
Links Issuer chase missing info& WBP Site survey &WI
Missinginformation
not available(WBP)
RF prepared(Link)
Links Issue RF's& Route & Assign
Job returnedto queue man
(Link)
Links Route/Assign& Queue Manager Chases missing details
Requiresfurther
Investigation
Requiresfurther
Investigation
Requiresfurther
Investigation
Form sent from Oswestry Capacity Managment
SDH23received
R&A taskcom'd
Link to COSMOSSglue and Config circuit
Other outputtbc
CustomerRequest
0.50 Day(s)
RaiseCustomer
Order
Order beingprocessed
0.50 Day(s)
JobControl
NJRA
Term pointAllocationcomplete
CustomerSDH and Parenting
identified
Seperacybeing
Monitored
CoreNetwork
Built
CustomerCall
Complete
OrderRequirements
Reviewed
ServiceConfiguration
Complete
0.50 Day(s)
Term PointAllocation
A601
0.00 Day(s)
InitiateSeperacy
Monitoring
0513
4.00 Day(s)
Identificationof Core
Network Capacity
0534
0.50 Day(s)
DetermineService
Delivery Date
CREP
CallCustomer
CALL
0.50 Day(s)
Review OrderRequirements
0680
14.00 Day(s)
BuildCore
Network
0630
2.00 Day(s)
Identificationof Customer
SDH and Parenting
0532
3.00 Day(s)
ConfigureService
CONF
0.50 Day(s)
ReportService Order
Complete
WNEX
1.00 Day(s)
Handover Serviceto Customer
HAND
0.50 Day(s)
ServiceCompletion
Monitor
COMP
ServiceCompletion
being Monitored
HandoverComplete
ServiceCompletion
Reported
ServiceDelivery Date
Determined
Job ControlInitiated
Routing andAssignment of
Circuit Complete
0513Active
MonitorSeperacy
a315i1.doc
DGSDMPD110
Highband Template.xls
CSPC WidebandPlanner
CustomerNetworkDesign
NetworkSolutionDesign
CSPC
FrontOffice
CWPC
NetworkSolutionDesign
NetworkSolutionDesign
NOU
CWPC
FrontOffice
CWPC
FrontOffice
Slide courtesy of British Telecommunications plc© Prof. Dr. Ayelt Komus – FH Koblenz
As-Documented versus As-Is
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FachhochschuleKoblenz
University of Applied Sciences
Empirical Findings (excerpt)
Wikimanagement in BPM
Aspiring for a Holistic Approach
Key Lessons … Aspiring for a Holistic Approach
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FachhochschuleKoblenz
University of Applied SciencesAvailabilty of Models and Grass-Root-Modeling
84%: Models are available for all employees and easy to readBUT:
Development of models only together with specialists Process Models are not commonly used to support day-to-day-
work
Bottom-Up-Models stay in the desk drawer and have almost noconnection to the ‚official‘ process world
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FachhochschuleKoblenz
University of Applied SciencesUtilization of Web 2.0 Technologies
59% don‘t use web 2.0-technologies in BPM
Companies using web 2.0-technologies use wikis (41%)
29% use BPM-forums
less than 20% use weblogs, social networks, video-
applications
Web 2.0-Technologies to support BPM are not yet common
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FachhochschuleKoblenz
University of Applied SciencesBPM – Disturbing Factors
‚Not with me‘-syndrome
‚Not-invented-here‘-syndrome
‚you-go-first‘-Syndrom
‚I don‘t care‘-Syndrom
Source: Becker, Berning, Kahn : Projektmanagement. In: Becker, Kugeler, Rosemann; 6th edition, 2008, S. 39ff
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FachhochschuleKoblenz
University of Applied SciencesWikimanagement‘s 10 Success Factors
Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de
Shared Vision
De-privatization andpersonal approach
Participation
Culture ofTrust
Self-Fullfillment
Mix of differentforms of rule
FlexibleRule
Interpretation
Simplicity EmergingDevelopment
IncrementalDevelopment
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University of Applied Sciences
Allow emerging developments(grass-root-approach)
Trust your employees
Support Kaizen-philosophy
Release early. Release often
Reduce complexity in cut-overs
Emerging / incremental Development
Give leeway for continuous improvements
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FachhochschuleKoblenz
University of Applied SciencesLive-Testing of Web-Layouts at Amazon
Source: Wir wissen es nicht. Aber wir können es messen – Gespräch mit Andreas Weigend. In: GDI Impuls. Herbst 2005
Example: Amazon testing different web-layout in the production system
Very often a test in the production system is the fastest andmost effective to reach a better understanding.
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University of Applied Sciences
BPM isn‘t an anonymous construct
Give your BPM a personal face
Get persons connected
Open up discussion
De-Privatization/ Personal Approach
Wikimanagement Success FactorsWeblogs, Podcasts, Video, Avatars, …
29www.komus.de
FachhochschuleKoblenz
University of Applied Sciences
Empirical Findings (excerpt)
Wikimanagement in BPM
Aspiring for a Holistic Approach
Key Lessons … Aspiring for a Holistic Approach
30www.komus.de
FachhochschuleKoblenz
University of Applied Sciences
Holistic BPM
Bridge the gap between…
• Business and Technology BPM
• IT and Business Units
• BPM-Experts and Business Units
• Controlling and BPM
• Business Strategy and BPM
• BPM-Strategy and Training
• BPM and Corporate Culture
• …
Technology BPM and Business BPM – 2 Separate Worlds
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FachhochschuleKoblenz
University of Applied Sciences
Aspiring for a Holistic Approach
Methods
Structure
Human Side
Key Lessons … Aspiring for a Holistic Approach
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FachhochschuleKoblenz
University of Applied Sciences
Based on Allweyer in Komus (Editor): BPM Best Practice, Springer-Verlag 2011
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Layers of Models – Technology BPM
TechnologyBPM
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University of Applied Sciences
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Layers of Models BPM (Technology and Business)
High Level Process Models
Business Process Landscape
TechnologyBPM
BusinessBPM
34www.komus.de
FachhochschuleKoblenz
University of Applied Sciences
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
Loose Coupling of Models
High Level Process Models
Business Process Landscape
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
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FachhochschuleKoblenz
University of Applied SciencesHow to put Loose Coupling into practice
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg
Flexible Pointers(i.e. Wikis)
Social Links
Culture
Organzisational Structure
Shared Process OrientedGoals (IT and PO*)
Avoid Overengineering andRigid Structures
* Process Owner
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FachhochschuleKoblenz
University of Applied Sciences
Aspiring for a Holistic Approach
Methods
Structure
Human Side
Key Lessons … Aspiring for a Holistic Approach
37www.komus.de
FachhochschuleKoblenz
University of Applied Sciences
Business Units
BP
M –
Cen
ter o
fExc
elle
nce
IT–
Cen
ter o
fExc
elle
nce
Support
End-User-Computing
Production
Development
IT-S
ourc
ing
Integrated IT-BPM-Unit
Process Owner
Process Owner
Process Owner
Process Owner
IT-Fullfillment
New Organizational Structures for Better Integration
Source: Komus in Komus (Editor): BPM Best Practice, Springer-Verlag 2011
38www.komus.de
FachhochschuleKoblenz
University of Applied Sciences
Aspiring for a Holistic Approach
Methods
Structure
Human Side
Key Lessons … Aspiring for a Holistic Approach
39www.komus.de
FachhochschuleKoblenz
University of Applied SciencesWeb 2.0 on its way into BPM
Weblog
SocialNetwork
Community
Mash-Up
Subject-OrientedBPM-Approach
Wiki-Export
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FachhochschuleKoblenz
University of Applied SciencesWikimanagement‘s 10 Success Factors
Source: Komus/Wauch: Wikimanagement, Oldenbourg Verlag 2008 – www.wikimanagement.de
Shared Vision
de-privatization andpersonal approach
Participation
Culture ofTrust
Self-Fullfillment
Mix of differentforms of rule
FlexibleRule
Interpretation
Simplicity EmergentDevelopment
incrementaldevelopment
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FachhochschuleKoblenz
University of Applied SciencesHuman Side of Holistic BPM
Wikimanagement Success Factors(Establich Holistic BPM as a Shared Vision)
Leadership
Training
Culture
Incentive System
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FachhochschuleKoblenz
University of Applied SciencesThriving for a Holistic BPM - Summary
http://upload.wikimedia.org/wikipedia/commons/2/2e/Lager_01_KMJ.jpg and http://de.wikipedia.org/wiki/Datei:Dehnungsfuge.jpg
Computation Independent Model (CIM)
Platform Independent Model (PIM)
Platform Specific Model (PSM)
High Level Process Models
Business Process Landscape Avoid Overengineering andRigid Structures
Use Loose Coupling
Build a Shared Vision
Learn from Social MediaWikimangement
Sucess Factors
Assure a HolisticManagement-Approach for a Holistic BPM-Approach
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FachhochschuleKoblenz
University of Applied SciencesBPM – Benefits
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
no improvementsweak improvementsdistinct improvementsmajor improvements
BPM-Best-Practice-Companies accomplish far-reaching Improvementsin all Aspects of Process Performance
© Prof. Dr. Ayelt Komus – FH Koblenz
Source: BPM Best Practice-Study – Prof. Komus – FH Koblenz
www.komus.de
Struktur Technologie MenschProf. Dr. Ayelt Komus
FH KoblenzProf. Dr. Ayelt Komus
www.komus.de0172 6868697
www.komus.de
Struktur Technologie MenschProf. Dr. Ayelt Komus
FH KoblenzProf. Dr. Ayelt Komus
www.komus.de0172 6868697