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SAP Project Management Process modelTRANSCRIPT
29/02/2008 1CONFIDENTIAL
SAPPresentation for Projects
Gary Francis
29/02/2008 2CONFIDENTIAL
Agenda
Today’s Business & IT Challenges
Why implement SAP?
Critical Success Factors for a SAP Implementation
Example SAP Method/ Risk Management
Typical SAP Implementation Timeline
29/02/2008 3CONFIDENTIAL
Today’s Business & IT Challenges
In the recovering economy, companies are once again searching for growth of revenue and profit
Companies need to respond faster to market changes and adapt quickly to stay ahead of competitors
At the same time, there is intense pressure to reduce total IT costs which limits development and implementation initiatives
Companies need to reallocate money within their organizations in order to create sustainable value and innovation
Organizations are re-thinking their current strategies and developing new business models to reflect the changed market conditions
29/02/2008 4CONFIDENTIAL
Economic Trends: Enterprises are responding to global economic pressures through actions to control costs, achieve efficiencies and find pockets of global growth
Globalisation, as enterprises expand into new markets to boost sales and secure low
cost production facilities
Consolidation, as enterprises focus on achieving scale economies and creating
complimentary brand portfolios
Specialisation, as enterprises divest non-core operations to increase cost efficiencies
across the enterprise and improve shrinking margins
Increased Diligence, as enterprises bracing for years of wealth global economies
exercise better cost management and more rigorous focus on return on invested capital
29/02/2008 5CONFIDENTIAL
Strategic Trends: Enterprises demand better alignment of their business and technology strategies
E-business maturation, forcing enterprises to migrate existing legacy applications to the
web
Best Business Process Practice, as enterprises attempt to improve business and
eliminate applications based on sub-optimal business assumptions
Business Application Standardisation,, as enterprises try and reduce application
customisation
Business Application Interoperability,, as enterprises promote enterprise wide integration
and look to participate in net-markets, next generation business models and multi enterprise
networks
Integrated Global Resource Utilisation, as enterprises realise the cost advantage of using
lower cost labour resources to achieve cost efficiency goals
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Buying Environment Trends: Enterprises are seeing dramatic shifts in how, why and by whom IT investments are made
Increased Receptivity Towards Outsourcing, as enterprises differentiate on the
basis of products, services and knowledge rather than business processes and I.T.
support
Increasing involvement in LOB and C-level Execs, in all aspects of I.T. purchasing,
as business strategy and technology capabilities increasingly become interdependent
Increased receptivity of Application Management, as enterprises become
comfortable with and often demand multi-vendor and multi- country resources for
AD/M
Increasing emphasis on ROI, as enterprises are demanding more business value
and productivity improvement from expensive technology investments
Continued Demand for skilled I.T. Resources, especially for specialised
applications core to industry competitiveness
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Why implement SAP?
Flexible: – Configuration of the SAP modules to suit Client business needs
Real-time:– Updates information immediately in the system as the data is saved – Provides improved access to real-time, integrated information
Audit Trail: – All transactions can be tracked to the person entering or changing data by
their SAP user ID Online:
– Display information and reports as you need them Integrated:
– Provides an enterprise with a common business language and the ability to develop Client wide processes and data structures
– Increases the coordination of departments– Client business workflow orientation versus stand-alone applications– Real-time “ripple” effect of data through all Client business functions– Seamless integration of data between Client business functions (e.g.,
automatic financial postings based on transactional processing in all modules)
– One-time data entry ensuring data consistency and reliability
Because of its integration
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Critical Success Factors for a SAP Implementation
Executive Buy-in and Go-ahead
Identified Business Problem and its solution via flexible IT infrastructure– Robust, flexible solution– Reuse– Sufficient input and support (cooperation) from the business
Project Governance defined (for project / foundation for enterprise)– People and rules, organization and functions are clear
Project Roadmap is defined – Description of all essential work items– Timeline and assurance for planned projects on the road
Milestones and measurements accepted by everybody
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Project Preparation
Business Blueprint
Realization Go Live and
Support
Sustain
Program Management
Business
Organization
ApplicationEvaluation Final
Preparation
Architecture
Operations
Stage I Stage II
Example SAP Method
Risks:• Development of risk
conscious culture for the project
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This example method was developed to address the six key focus areas of a complete life-cycle implementation.
Key Aspects of the method Supports the easy integration of methods when more than one is applicable to a project
and allows for tailoring to suit the needs of the industry or client Aligns with SAP’s tools and methods but extends beyond method and other vendor-
specific methods Designed to support complex programs of work with multiple concurrent projects Integrates key project work streams Provides the roadmap and description of work which must be accomplished tailored to
specific industry value chain Supports an integrated team concept and serves as the project documentation repository
Project Preparation
Business Blueprint
Realization Go Live and
Support
Sustain
Program Management
Business
Organization
ApplicationEvaluation Final
Preparation
Architecture
Operations
Do
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Example SAP Method
29/02/2008 11CONFIDENTIAL
Typical Client SAP Method
•Specific to SAP AG’s AcceleratedSAP™ (ASAP) method, the typical Client SAP method has been mapped across the phases of an SAP implementation and enhanced with the addition of two phases – Evaluation and Sustain
•This SAP method complies with the key concepts of ASAP. P
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SAP AG TM for AcceleratedSAP
Typical Client SAP Project Lifecycle
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• Project Phases Phase 0 - Evaluation Phase 1 - Project Preparation Phase 2 - Business Blueprint Phase 3 - Realization Phase 4 - Final Preparation Phase 5 - Go Live and Support Phase 6 - Sustain
• Approach Philosophy Typical Client SAP is designed to be scalable and encourage the iterative
definition and refinement of deliverables throughout the project lifecycle. The project lifecycle is composed of activities that are organized by phase and domain views. These activities represent specific activities and deliverables (outputs).Typical Client SAP method enhances SAP’s standard AcceleratedSAP method by including the Evaluation and Sustain Phases, and by additional material included within the other phases.
29/02/2008 12CONFIDENTIAL
Objective: Develop and / or confirm
project scope, align scope with company strategy, and build stakeholder support
Sample Key Deliverables/ Results: Strategy, Market Position Analysis Document Prioritized List of Strategic Opportunities Preliminary Change Readiness Assessment Completion of Executive Level Confirmation
Workshops Project Strategies are complete and signed-off by
the project sponsors Project scope is signed-off by the project sponsors Project Plan is delivered The project kickoff meeting is held The Steering Committee is in place The project team is staffed
Phase 0 – Evaluation
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Activities:• Understand Customer Strategy and Market Position.• Understand Strategic Opportunities• Understand the Client’s Readiness for Change• Conduct Senior Executive Level Workshop Covering:
– Project Strategies Confirmation– Project Scope– Organization Readiness– Demonstration of SAP BW Capabilities and Impacts
• Build planning for the SAP BW project• Establish Project Organization• Assign resources
Example SAP Method
Risks:• Analyis business and financial risk that will impact the forecasted timeline
• Evaluate possible risk of change in business requirement affecting the expected business benefit
• Measure the business risk of the customer against initial project requirements.
29/02/2008 13CONFIDENTIAL
Objective: Perform detailed project
planning & scoping, establish the project team, and refine documents created in evaluation
Phase 1 – Project Preparation
Activities: Create Project Charter Refine Project Team Organization Refine Earned Value Milestones Develop Detailed Workplan Define Project Methods, Standards, Procedures, and
Tools Understand Risks and Critical Success Factors Conduct Team Orientation Define Technical Infrastructure Organization
Sample Key Deliverables/ Results: Project Charter Project Team Organization Structure Milestone Program Plan Detailed Workplan Document Methods, Standards, Procedures, and
Tools Project Risks and Critical Success Factors
Assessment Team Orientation meeting is held Technical Infrastructure Organization Document
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Example SAP Method
Risks:• Lack of key project resources
• H/W performance issues
• Slippages against plan
• Key Project resources
29/02/2008 14CONFIDENTIAL
Objective: Create a detailed description
of your business information requirements
Phase 2 – Business Blueprint
Activities:• Conduct Trainings• Define Information Requirements• Identify Business Content Reports/ Indicators • Define new Reports/Indicators• Define Reports/Indicators components• Perform GAP Analysis and Resolution• Build Detailed Analysis Document• Set up and Install Development Environment• Conduct Scope Workshops• Build Detailed Workplan for Remaining Phases
Sample Key Deliverables/ Results: Information Requirement Forms Detailed Information Requirement Document Detailed Analysis Document Detailed Workplan for Remaining Phases
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Example SAP Method
Risks:• Redundancy in technology and impact to business
• Downtime and impact to the business
29/02/2008 15CONFIDENTIAL
Objective: Realize the business
requirements defined in the Business Blueprint & transform the requirements into an approved working system
Phase 3 – Realization
Activities: Install Business Content Indicators/Reports Build Non Business Content
Indicators/Reports Conduct Test sessions Develop Training Materials Conduct Instructor and Pilot training Create Security Authorizations Define Go-Live Checklist
Sample Key Deliverables/ Results: Components Test Plan Report/Indicators Test Plan Trained Project Team on Testing Methods and
Supporting Tools Security Profiles and Authorizations Created Procedures and Training Materials Built and Tested Report/Indicators Knowledge Transfer Assessment
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Example SAP Method
Risks:
• Systems failure (operational, performance bottlenecks)
• Application integration failure
• Scope creep
29/02/2008 16CONFIDENTIAL
Objective: Complete preparation of
the production SAP BW system, including end user training, system management, and cutover activities
Phase 4 – Final Preparation
Sample Key Deliverables/ Results:• Cut Over Checklist• Production Readiness Review• Quality Review• Go Live Approval
Activities:• Products Promote to Production• Conduct System Test• Refine and Execute Go Live Checklist• Refine and Execute Production Support Plan • Prepare and Conduct End User Training • Conduct Quality Review and Obtain Final Cut
Over Approval
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Example SAP Method
Risks: Pilot test failure
Performance issues due to infrastructure scalability
Knowledge/ skills transfer gap
29/02/2008 17CONFIDENTIAL
Objective:Transition from a pre-
production environment to a live, stable, productive operation
Phase 6 – Go Live and Support
Sample Key Deliverables/ Results:• Production System Ready • Center of Excellence (COE) – Knowledge
Management• Production Capable End Users• Post Implementation Project Review
Activities:• Provide Production Support (Help Desk)• Validate Information Results • Optimize System Tuning• Execute Ongoing Security Administration• Conduct Post Implementation Project
Review• Benefits Measurement
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Example SAP Method
Risks: Go live failure due to incorrect requirement
capture therefore need to have old system operational
29/02/2008 18CONFIDENTIAL
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Phase 7 – Sustain
Activities:• Provide Production Support (Help
Desk)• Optimize System Tuning• Benefits Measurement
Sample Key Deliverables/ Results:• Center of Excellence (COE) – Knowledge
Management• Post Implementation Project Review
Objective:• Help ensure that there
is a framework in place to sustain and improve the performance of the system after go-live
Example SAP Method
Risks:
• Lack of skilled resources to maintain the operation running of the system in its early years
• transition risks due to unclear system design
29/02/2008 19CONFIDENTIAL
Typical SAP Implementation TimelineGo-Live Go-Live <Date><Date>
Focus Getting the project
started Identifying Team
members Developing a high
level plan
Deliverables Project Standards
and Procedures Project Charter Scope & Approach OCM Strategy Project Plan Project team training
plan Project Kickoff
Meeting
Project Preparation
0.5-1 month
Focus Understanding the
Client’s Business Goals / Requirements
Gaining a high level understanding of SAP
Developing Business Blueprint
Deliverables Project Team Training Org Structure Communications Plan End-User Training
Strategy Business Process
Master List Approved Business
Blueprint Refined Project Plan R/3 Development
system
Blueprint
1-2 months
Focus Configuration / Development
of the system (Including unit and Integration testing)
Preparation of end-user training
Organizational Change Management
Deliverables Test Plans (Unit, Integration,
User Acceptance, System) Configured system according
to blueprint R/3 Quality Assurance
System R/3 Training System User Roles & Authorizations End-User Training materials
Realization
2-4 months
Focus End-user training User Acceptance Preparations for
Cutover Organization
Change management
Deliverables System validation:
(Security, Data, Configuration, Development, Technical Infrastructure)
Production Support Plan (Help Desk)
Cutover Plan End-User Training Go / No-Go
Decision R/3 Production
System
Final Preparation
1-2 months
Focus Cutover and
validation of the production system
Supporting the end-users
Issue resolution
Deliverables Production
Environment Production Support Go-Live review Project close letter Transition to
Hosting services
Go-Live and Support
1-2 months
29/02/2008 20CONFIDENTIAL
Many companies are faced with the task of driving growth and reducing costs, while in parallel rapidly transforming and there core and non core operations
Driving Profitable Growth Persistent low growth, “zero” inflation Globalization of commerce and culture
Transforming Operations Increased need to focus on Brand, Customer, Consumer Focus from non-core to core business operations
Managing Business & IT Complexity Regional and global requirements Collaboration with Customers and consumers Rapid advancements in IT technology and SAP
functionality
Supporting Regional & Global operations Mergers and acquisitions Cross process and organizational integration Category/LOB geographic expansion
Industry Drivers Strategic Imperatives
Focus on Core Functions to Drive Growth New business and IT transformation initiatives to focus on
revenue and growth targets New functionality and capabilities required; CRM, TPM, PLM,
SEM, customer collaboration
Rapidly reduce costs to fund the core with new business models Leverage business partners to create new operating models Shift internal personnel to support core initiatives Lock in contractual savings and efficiency gains
Provide Flexible & Scaleable Environment Adaptive technology and infrastructure to support new
business models Non-core support functions scaled to support global operations End to end integration to ensure benefits realization and lowest
cost
29/02/2008 21CONFIDENTIAL
Pressure to change Spending Model
Differentiated Processes Marketing
Product Development
Sales
Account Management
Non-Differentiated Processes
Finance
Human Resources
Procurement
Information Technology
Customer Service
0%
100%EBITDA
12-18%
32-47%
Sp
end
as
% o
f S
ales
Core Business Processes
and Components
23-27%
Raw Materials
Non-Core Business Processes
and Components
13-28%
50%
29/02/2008 22CONFIDENTIAL
57%
47%
46%
44%
34%
30%
30%
26%
24%
23%
20%
19%
11%
7%
6%
3%
0% 10% 20% 30% 40% 50% 60%
Lack of resources
Lack of applications skills / knowledge
Cost reduction
Focus to our core competencies
To reduce workload on internal IT staff
To address a lack of infrastructure
To provide predictable costs
To improve flexibility/scalability
To improve speed to market
To provide training skills/knowledge
To provide business process skills / knowledge
To reduce risks
To gain expertise in enterprise application strategies
To provide predictable schedules
To provide consistent remote locations adoption / support
Other
Client pain points around application management?
29/02/2008 23CONFIDENTIAL
CONSULTANT DETAIL
• Name : G Francis
• Email : [email protected]
• M: 079503 09267
• Copy write @ 2008