S4C20 SAP S/4H S/4HANA ANA Cloud Clou d for fo r Professional Services – Services – Prepare Phas Phase e
PUBLIC
Revisit SAP Activate Methodology
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E Professional Services Processes & Roles
Revisi vi sitt SAP Acti Ac tivate vate Methodology
Revisit SAP Activate Methodology
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E Professional Services Processes & Roles
Revisi vi sitt SAP Acti Ac tivate vate Methodology
SAP Act ivate iv ate Metho Methodol dology ogy & B est Practi Practi ces
2
SAP Activate methodology simplifies and streamlines S/4HANA Cloud implementations with the following:
SAP Best Practices
1. Implementation Methodology 2. SAP Best Practices 3. Guided Configuration Tools (SSCUI)
elf-Service Configuration User Interface SSCUI = Self-S
1
3
Implementation Methodology
Guided Configuration Tools
Ac A c c eler el erat ate e SAP SA P S/4HANA S/4HA NA Ado A do p t i o n w i t h SA P Act Ac t i v ate at e
(completed by SAP Service Center for scope items without an SSC UI)
For use during Fit-to-Standard Workshops to make configuration decisions
Accelerators available in: • • •
Best Practices Explorer Activate Roadmap Viewer Viewer Cloud Integration & API Business Hub
Guided Configuration = Self-Service Configuration User Interface (SSC UI)
SAP Activate Methodology
SAP Best Practic es & Accelerators
SAP Activate Roadmap Viewer
SAP Best Practices Explorer
SAP S/4HANA Cloud Starter System
• Deliverables, tasks, and accelerators organized into each phase of SAP Activate Implementation Methodology
• SAP Best Practices process content & Rapid Deployment Solution Accelerators
• Model company with SAP Best Practices for your selected cloud solution are enabled in the Starter System at the beginning of the Prepare Phase
SAP Activate Roadmap Viewer Structure Phases are stages of the project. At the end of each phase, a quality gate exists to verify the completion of the deliverables.
Phase Deliverable
Deliverable
Task
Task
Task
Task
Task
Task
Task
Task
Workstream
Deliverables are outcomes that are delivered during the course of the project. Several deliverables are included within a phase.
A Task is work to be performed. One or several tasks comprise a deliverable.
A Workstream is a collection of related deliverables that show time relationships within a project and among other streams. Streams can span phases and are not necessarily dependent on phase starts and end. An accelerator provides assistance in the form of How-to guides, Best Practice recommendations, prescribed templates, and links to learning materials. Accelerators can be linked to Phases, Deliverables or Tasks .
SAP Best Practic es Explorer Content PACKAGE A selection of scope items that cover the scope of the next-generation S/4HANA Business Suite or other leading industry or Line of Business segments. Packages are available on cloud or on-premise and can be implemented fully or partially. The SAP Best Practices for SAP S/4HANA Cloud for Enterprise Management package can be used for any line of business or industry solution, as it includes the complete enterprise scope of SAP S/4HANA Cloud business processes.
SCOPE ITEMS Typically a pre-defined business process, such as sales order processing. They represents a Best Practice implementation choice for a customer. Each scope item has a set of accelerators delivering detailed documentation that is used during the implementation project. Scope items require specific building blocks to be implemented.
Guided Configu ration (SSCUI) Manage Your Solution App SSCUI = Self-Service Configuration User Interface
SAP Acti vate Implementation Appr oach fo r Cloud
Old way •
Requirements driven
•
Highly customized solution
•
Time consuming and costly
Transfor mative for Cloud “Let us guide you”
Traditional “Can I take your order?” New w ay •
Lead with best practices
•
Rapid, prescriptive, repeatable delivery steps
•
Rapid, prescriptive, repeatable delivery steps
• •
Accelerated by tools, templates, and predefined content Enabled for cloud
Key Tasks of SAP Act ivate Implementatio n Phases
Discover
Prepare
Explore
Realize
Deploy
Run
Continuous in novation w ith Content Lifecycle Management Project Lifecycle
Experience Trial
Fit / Gap based on model company
Scope and configure
Migrate, integrate, extend, test
Onboard and deploy
Operate, monitor, support
SAP S/4HANA Cloud Edition
PROJECT MANAGEMENT NOTE : Integration with SAP Solution Manager currently only supported for on-premise, as it is not yet available for the cloud. You can download the business process diagrams from Solution Manager 7.2 into the Solution Manager system, however the final integration in the cloud is not yet available for Solution Manager. SAP Jam is recommended as the best project management tool for Cloud implementations.
How Do SAP SAP Clou Cloud d Implementation Proj ects Differ? Diff er?
Standardized Solution
Innovation
System Landscape
• Focused scope solutions that allow tailoring to fit the customer’s business and reduce complexity
• Upgrades to public cloud solutions automatically applied by SAP every three months
• Public cloud solutions typically use one tes testt tenant tenant and one production te tenan nantt
Project Timeline
Roles
Handover to Support
• Public cloud projects are initiated immediately following contract signature with go li ve in 12 to 25 weeks
• Customer Customer own s many more tasks of a public cloud implementation, including data migration, testing, and change management
• Cloud customers are handed over to SAP Cloud Suppo rt for long lon g te term rm sy syste stem m management
SA P ACTIV SAP ACTIVA ATE Methodology How Customers, Partners and SAP access SAP Activate methodology content SAP Act ivate Methodol Methodol ogy J am
Roadmap Viewer
Access @ SAP Methodologies
Access @ https://go.support.sap.com/roadmapviewer/
Benefits
Benefits
▪
Lean and simple, easy to use methodology methodology content
▪
▪
Perfect way to get started and learn about the SAP Activate approach approach
SAP Fiori application that provides access to complete complete methodology content (all tasks and accelerators)
▪
Geared to use in a project, access complete methodology content
▪
Content can also be downloaded into SAP Solution Manager 7.2 as a WBS
▪
Collaboration with experts and other users (discussion forums, documents sharing, etc.) Register @ http://bit.ly/SAPActivate
SAP Acti vate Methodol Methodol ogy Jam Group Join the exclusive community with the latest content on SAP Activate Methodology! Methodology!
Community Com munity be bene nefits: fits: ▪
Learn from our experts on various topics, gaining key insights, and stay up-to-date on the latest releases
▪
Webin We bin ars & events outlining the the key topics which which help organizations during during project phases
▪
Open hours to engage live with with our methodolo methodology gy experts experts
▪
Interactive collaboration with users regarding content, questions, and updates
▪
FREE access to the latest content to help organizations with with projects
Join our community today: http://bit.ly/SAPActivate Current members, access our community by clicking here
Prepare
The Road to SAP S/4HANA wit h SAP Acti vate
Prepare
Explore
Realize
Deploy
Run
Continuous innovation with Content Lifecycle Management Project Lifecycle
SAP S/4HANA
Selfenablement Self-enablement
Fit to standard based on model company
cloud
System Landscape
Starter System
Scope and Configure
Migrate, integrate, extend, test
Onboard and deploy
Operate, monitor, support
Key Elements f or the Prepare Phase •
System provisioning of the Starter System
•
Customer self-enablement – SAP Learning Rooms, Best Practice content
•
Project setup – consider the quarterly releases in schedule
SAP Best Practic es & Accelerators
SAP Activate Roadmap Viewer
SAP Best Practices Explorer
SAP S/4HANA Cloud Starter System
• Deliverables, tasks, and accelerators organized into each phase of SAP Activate Implementation Methodology
• SAP Best Practices process content & Rapid Deployment Solution Accelerators
• Model company with SAP Best Practices for your selected cloud solution are enabled in the Starter System at the beginning of the Prepare Phase
SAP Learning J ourneys (fil ter by Topic: S/4HANA Cloud)
Click here to view all SAP Learning Journeys
SAP Help Portal https://help.sap.com/
Access guides and documentation updated for each quarterly release via https://help.sap.com/
Select the latest Cloud release • • •
The first two numbers are the last two digits of the year The last two numbers refer to the number of the month. E.g. 1702 = February 2017
Visit the SAP S/4HANA Cloud Operations website to find the latest SAP S/4HANA Cloud upgrade schedule!
SAP Help Portal https://help.sap.com/
Visit the SAP S/4HANA Cloud Operations website to find the latest SAP S/4HANA Cloud upgrade schedule!
SAP Help Portal Product Assi stance https://help.sap.com/
Access detailed configuration information via Product Assistance in the SAP Help Portal.
My Learning app
• Guided learning content for keyusers and end-users. • Covers S/4HANA Cloud business processes. • Accessible from the My Learning Fiori application on the Launchpad. • Note: Content is not customerspecific
Learn more about apps in the Fiori Apps Reference Library
Manage Your Solutio n app Learn More app Quick access to training for project teams and key users – Central access point to learning content – Includes getting started / onboarding content for new users – Allows to choose content by role – Getting Started •
Working with the Launchpad
•
Working with Apps
•
Configuration & User Management
– Role based •
Interactive demos
– Integration with Learning Hub
Note: This app sends you to the same content as the My Learning app.
Access Content from the My Learning App Offline
SCN Blog: Key and End User Enablement ▪
https://blogs.sap.com/2017/03/12/key-and-end-user-enablement/
Project Team Roles & Responsibilities
Example A – Small / Mid-Size Project Organizatio n
Steering Committee Project Sponsor
Project Manager
Appl ic atio n
Finance
Sales
Manufacturing
Analyti cs
Solution Arc hit ectu re
Test Management
Data Migration / Loads
Solution Integration
Organizational Change Management and Training
Example B - Program Level
PROGRAM SPONSOR
STAKEHOLDERS STEERING COMMITTEE
PROGRAM MANAGEMENT OFFICE
GSM / Partner
GLOBAL/COMPANY PROGRAM
PROGRAM CONTROLS
MANAGER
BUSINESS
TEMPLATE
GLOBAL
PROCESS MANAGERS
PROJECT
ROLLOUT
MANAGER
MANAGER
MANAGER
TECHNICAL TEAM MANAGER
CHANGE TEAM LEAD
Example C – Project Organization
Steering Committee
Project Sponsor PMO
Business Process Owners Board of Architects
App li cati on Management
Component 1
Component 2
Program / Project Management
Quality Management Value Management
Solution Arc hit ectu re
Test Management
Data Management
Integration Management
Organizational Change Management
Platform
Design
Design
Environment
Design
Design
Design
Change
Functional Area 1
Build
Build
Support
Execute
Build
Build
Training
Functional Area 2 Functional Area 3
Infrastructure SAP Solution Manager
Communication
Example C – Process / Functi onal Teams
App li cat io n Management
Area 2
Area 1
Standard Products
…
…
Business Partner
Area 3
Security
…
Commercial
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
Example C – Process / Architectur e Teams
Solution Arc hi tect ure Team
Board of Architects
Environment & Infrastructue
Environment
Infrastructure
Support & IT/ Basis
Support / IT Basis
Solution Manager
Solution Architects
Solution Manager
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
Legend
Information
Example C – Process / Non-Funct ional Team
Organizational Change Management N.N.
OCM Sounding Board
Change & Communication
Legend
Information
Test Management N.N.
Training
Design
Execute
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
Quality Management N.N.
Agile Rol es & Respon sibilities
The Core Team consists of: ▪
SCRUM Master
▪
Process Owner (Product Owner) = Customer representative of the business
▪
Team (SAP & IT customer)
Other supporting roles: ▪
Project Manager
▪
Managers (Sponsor)
▪
Stakeholders
▪
Testers
▪ ▪
Architects Operations
Role Summary
B u s i n e s s
What? Priority?
Process Owner
Team
SCRUM Mast er
How? Effort?
S A P
Process Owner (Business)
•
A Process Owner (SCRUM Product Owner) represents the Business
•
A Process Owner is responsible for the success of the SAP implementation from the business perspective . Therefore, he has the right to make all relevant decisions on content and priorities for the SAP implementations.
•
He owns the Project Backlog (SCRUM: Product Backlog)
•
He decides on the “What has to be implemented” and on the Priority, the team answers “How this can be implemented” and how long this will take.
Implementation Team
•
The team members build the product that the customer is going to consume. The team is usually 5 to 10 people.
•
Gives answer to the Process Owner how the project backlog can be implemented
•
Gives answer to the Process Owner how much effort is needed/wish
•
Use as many SAP standard Accelerators as possible
•
Helps Process Owner to understand the SAP system
•
A Team can also incorporate the customers IT SAP experts, Testers, Training Experts, Documenters depending on what has been agreed with the customer
SCRUM Master
•
Ensures that the team is fully functional, productive and has focus.
•
Enables close cooperation across all roles and functions and removes barriers.
•
Shields the team from external interferences.
•
Ensures that the process is followed. Invites to daily standup meeting, iteration review and planning meetings.
•
Ensures a successful Scrum process in a project.
•
He is a pure process facilitator, motor and motivator of the team
•
Plus generic project management tasks as to PMM
▪ ▪ ▪ ▪ ▪ ▪ ▪
Resource Allocation, Conduct Kick-off, High-Level project plan Implementation standards Level of documentation (which documentation is needed?) Issue & Escalation procedure, Project tools,
Enhancement & modification standards, Transport Management, Project Charter, Organizational Change Management
Critical succ ess factor: Scrum Master Scrum Master •
Each team has its own Scrum Master wh o ensures that the team adheres to Scrum process, values and rules.
•
Facilitates team work and status b y organizing daily sc rum/stand-up meetings.
•
Prepares together wit h Product Owner and team the sp rint & release planning .
•
Monitors pro gress of sprint & release backlog.
•
Protects the team by external interference & removes obstacles that p revent the team to pr oceed at max pace.
•
Provides the team with watever the t eam needs to b e more product ive.
•
It is t he SCRUM master that works for the team, not the other w ay round.
•
Co-located with the team.
•
SCRUM master is t he „interface“ to project stakeholders not direclty w orking with the team.
Agile Pro ject Gov ern ance
Work Stream / Scrum Team 1 e.g. Finance
Scrum Master (s) responsible for consistent scrum execution and standards, 1 for 3 scrum teams
Executive Steering Committee Strategically directs project
Work Stream / Scrum Team 2 Sales and Distribution
Work Stream / Scrum Team 3 Manufacturing
Work Stream / Scrum Team 4 Procurement
Agi le Co ach
Guides through the execution of the overall Agile program
Scrum of Scrums 1-nof Scrum Scrums 2
Focus on integration topics and cohesive solution build, Consists of the lead consultants and product owners from the individual scrum teams
Core Team , Project Manager, Chief Product Owner, Chief Architect, Agile Coach
Core Team
Focus on program leadership, backlog management, planning and decision making, guiding principles
38
Workin g w ith p arallel Scrum teams • Regular cadence of meetings between SCRUM Masters of all SCRUM teams • Goal is to coordinate and align work; highlight dependencies; discuss cross-topics • SCRUM Masters have responsibility to debrief their respective teams on the results
Scrum Master
Finance
Chief Product Owner
Scrum Master
Product Owner
Sales and Distribution
Weekly or Biweekly Product Owner Meeting
Product Owner
Agile Coach PM Review (Daily) Scrum Master
Scrum Master
Project Manager
Manufacturing Technical Scrum of Scrums (Weekly or biweekly)
Product Owner
Procurement
Solution Architect
Product Owner
39
Example: SAP Agile Team- Who are the chick ens & p igs? Scrum Master
Technical support
Business Process Expert
Product Owner
SAP Functional Tester
Operational support
Agile Coach
Expert
SCRUM Team
Solution Architect
Optimal team size: Authorization
7 +/- 2 people
Scrum of Technical
Expert
Scrums
Expert
Training Expert Technical Expert
Project Manager
How to s tart scaling Agil e teams
Guiding Principles Global Agile Programs – Start with a small core team to setup project structure and identify initial product back log – Onboard team members gradually over time and identify leads and coaches as scrum teams are build out – Stick to the agile principles but replicate them in “scrum of scrums” – Identify a core team to focus on planning activities – Identify a dedicated integration team to focus on integration aspects including architecture, functions, technology and organizational change management – Leverage a hierarchical product backlog that has multiple product owners and is decomposed into work stream backlogs – As necessary start with a pilot project to demonstrate Agile success
41
Scrum of Scrum Backlog Development • • • • •
Product Owners Product Backlogs
Feature A Feature B Feature C Feature D Feature E
• • • •
s e i t i r o i r P
• • • • •
Program Product Backlog
Work Stream Product Backlogs (Scrum teams)
Work Stream Sprint Backlogs (Scrum teams)
Feature A Feature E Feature F Feature G
Feature A Feature B Feature C Feature D Feature E
• • • •
• • • •
s e i t i r o i r P
Feature G Feature I Feature H Feature J
Feature F Feature H Feature I Feature J
s e i t i r o i r P
s e i t i r o i r P
Finance • Feature A1 (Org.) • Feature B • Feature C
Sales and• Feature F Distribution • Feature A2 • Feature D • Feature E
Manufacturing • Feature A3 • Feature F • Feature G
Procurement • Feature A4 • Feature H • Feature I • Feature J
• • • •
• • • •
• • • •
• • • •
Sprint 0 (A) Sprint 1 (B1) Sprint 2 (B2) Sprint 3 (C)
Sprint 0 (A2) Sprint 1 (D) Sprint 2 (E1) Sprint 3 (E2)
Sprint 0 (A3) Sprint 1 (F) Sprint 2 (G1) Sprint 3 (G2)
Sprint 0 (A4) Sprint 1 (H) Sprint 2 (I) Sprint 3 (J) 42
Scaling Agile – Product Ownership Complexities
Chief Product Owner
Finance Process Owner
Sales Process Owner
Manufacturing Owner
Product ownership can be complex in large organizations. Establish product ownership hierarchy to involve all key stakeholders in the right stages of the project. Align the SCRUM teams with the product owners 43 for maximum impact.
Planning Experts
Assets Management
Procurement Owner
Sample Project Organization - Recommendation
Steering Committee
Project Sponsor PMO
Business Process Owners Board of Architects
App li cati on Management
Component 1
Component 2
Program / Project Management
Quality Management Value Management
Technological Arc hit ectu re
Test Management
Data Management
Integration Management
Organizational Change Management
Platform
Design
Design
Environment
Design
Design
Design
Change
Functional Area 1
Build
Build
Support
Execute
Build
Build
Training
Functional Area 2 Functional Area 3
Infrastructure Solution Manager
Communication
Program Manager
▪
Responsibilities: – The Program Manager is the management focal point between the customer, strategic partners and SAP during the implementation and support of SAP global, multi-site and multi-project business processes plus solutions.
▪
Tasks: – Participate in program planning activities and oversee the delivery of multiple projects related to successful program execution. – Customer: ▫ Leverage relationships with customer executive management, customer functional directors and partners ▫ Work with customers as a key and influential member of their business planning teams to ensure a continuing delivery of outcomes through SAP solution and delivery teams ▫ Work closely with the Program Sponsors and Program Review Boards to facilitate decisions necessary for program delivery. – Translate generalized customer business goals and objectives into concrete program strategy and tactical plans. – Support those in the business solution architecture role in defining the global SAP strategy with the customer – Evaluate complex situations accurately and identify viable solutions that create successful outcome for the customer. – Resolve political, resource, budgeting, change and legal issues affecting the program. – Proactively manage program stakeholder satisfaction to secure customer success story. – Serve as mentor / advisor / decision-maker to project managers for the program for issues related to corporate politics, external politics, client relations, project quality, and project risk. Special Knowledge: – Substantial knowledge in project management methodology and long term experience in managing projects Reporting to: – Steering Committee, Program Sponsor, Executive Board Corresponding customer Role: – Customer Program Manager
▪ ▪ ▪
Project Manager ▪
Responsibilities: – The Project Manager is responsible f or the overall management of standard implementation and industry solution projects throughout its lifecycle
▪
Tasks: – Participate in the project planning activities and manage the execution of projects according to plan – Manage relationship with project stakeholders, including internal and external clients, keeping stakeholders informed of prog ress and issues in order t o manage expectations on all project requirements and deliverables. – Manage and communicate a clear vision of the project’s objectives, and motivate the project team to achieve them; create a pr oject environment that enables peak perfor mance by team members. – Proactively identify changes in work scope and ensure appropriate planning measures are taken with internal and external stakeholders to reassess and amend the scope of work requirements, budget and timeline. – Manage the financial aspects of the project: budgeting and estimate to actual variance. – Analyze risk, establish contingency plans and identify trigger events and responsibilities for initiating mitigating action. – Determine what constitutes successful closure for all parties. Gain acceptance and sign-off by all parties when closure is attained. – Proactively manage project stakeholder satisfaction to position and secure customer reference and success st ory. – Ensure proper use of project management methodology, standards, tools, processes and procedures – Coach to clarify assignments and deliverables to project team; review quality of work and manage integration of team members’work; provide performance input to project team members’ functional management. – Maintain work-life balance for the team - ensure breaks at defined milestones for leave, training etc. – Performance appraisal of the team members
▪
Special Knowledge: – Substantial knowledge in project management methodology and experience in managing projects
▪
Reporting to: – Steering Board, Consulting Manager
▪
corresponding customer role: – Customer Project Manager
Program/Project Management Office (PMO)
Responsibilities: – The Program / Project Office is responsible for the professional operation of the program-/project office regarding to the following tasks. ▪ Tasks: – Arrange meetings for project team including co-ordination of project team meetings and external events. – Co-ordinate travel arrangements for the team. – Book meeting rooms / venues for the team. – Deal with general telephone and e-mail queries for the project team with the assistance of the team. – Monitor the status of the project and distribute information accordingly to respective team members. – Project controlling tasks including reporting/statistics. – Communication with customers in the name of the project team. – Content-related tasks such as presentation preparation for team or customer meetings. – Act as a Financial Project Analyst is the focal point to capture and report financial and other metrics of engagement(s) and/or project(s). ▪ Special Knowledge: – knowledge in project management methodology – Business Knowledge ▪ Reporting to: – Program Manager, Project Manager corresponding custom er Role: – customer project office assistant ▪
Quality Manager
▪
Responsibilities: – The Quality Manager ensures compliance of the QMS at the project level in an independent capacity and escalates quality related issues to Project Manager, Country Delivery Stakeholder Manager, Regional Delivery Stakeholder Manager and other key stakeholders.
▪
Tasks: – Prepare the Quality Plan and ensure that it is approved ▫ Define quality goals and quality gates ▫ Define the quality activities (project processes, tests, reviews, monitoring and control, issue and error handling and reporting) in a QM plan to reach the quality goals ▫ Planning, establishing and optimization of project processes (scope management, change management (technical), release management, risk management) – Ensure that Quality Control activities are performed and that defects are tracked to closure – Report the Quality related risks and issues on a periodic basis – Facilitate the root cause analysis meeting for defects and problems – Assessing maturity of a clients QM organization and QM processes based on international QM standards – Define requirements and coordinate setup of the technical test environment, test data management, test tool selection – Provide training/orientation to project team on QMS/processes
▪
Special Knowledge: – Substantial knowledge and experience in quality assurance – Business Knowledge
▪
Reporting to: – Directly to the Program / Project Manager.
▪
Corresponding custom er Role: Customer Quality Manager
Bus iness Cons ult ant (Value Expert)
▪
Responsibilities: – Responsible for the execution of value delivery activities regarding to the following tasks
▪
Tasks: – Serve as primary architect of the value attainment model for given SAP-focused transformational efforts – Link value drivers in the transformational business case with the business Solution Validation – Develop the value scorecard and educating key business process owners and program management on how to measure and monitor value achievement through post go live realization
▪
Special Knowledge: – Substantial knowledge and experience in value management – Business Knowledge
▪
Reporting to: – Program-/Project Manager or if agreed directly to the steering board.
▪
corresponding c ustomer Role: – Customer Project Manager
Bus iness Cons ult ant (Value Expert)
▪
Responsibilities: – Responsible for the execution of value delivery activities regarding to the following tasks
▪
Tasks: – Serve as primary architect of the value attainment model for given SAP-focused transformational efforts – Link value drivers in the transformational business case with the business Solution Validation – Develop the value scorecard and educating key business process owners and program management on how to measure and monitor value achievement through post go live realization
▪
Special Knowledge: – Substantial knowledge and experience in value management – Business Knowledge
▪
Reporting to: – Program-/Project Manager or if agreed directly to the steering board.
▪
corresponding custom er Role: – Customer Project Manager
Board of Architects Bridgi ng t he Gap between Bus iness & IT Manage overall alignment of Business, Information and Technical Architectures
SME SME
Enterprise Architecture (formal) SME SME
Technical Architecture (technical)
SME
Enable process change from a technical and infrastructural perspective
SME
Business Process Architecture ( functional)
SME
SME
SME
Drive process innovation i.e transfer business process requirements into technical design
Enterpris e Archit ect (SOA Engineer) Responsibilities: – The Enterprise Architect main goal is to support customers to cover the SOA transition aspects that comes with implementing SAP latest
offerings ▪ SOA Engineer Special Knowl edge: – Brings high technological experience (SAP and non SAP) common in environments – Brings high level of knowledge in SOA/eSOA principles. – Comes with a firm understanding on the SAP /technology platform product capabilities and architecture. – Brings high interpersonal, leadership and methodological skills ▪ Tasks: – The Enterprise Architect assures that SOA concepts are defined correctly and works as part of the architecture team during th e definition and implementation of the overall solution, including embedding it into the customer existing environment – Act as a trusted advisor and design large scale transformations; program mgmt – Build solutions by independently researching valid implementation options – Accomplish and identify solutions for defined project tasks during planning, implementation, configuration, and testing – Sets up sub-topic expert groups and assigns leads for each expert group ▪ Reporting to: – Program Manager/Project Manager – Board of Architects ▪
▪
corresponding custom er Role: – Architect, Technical Expert
Busin ess Solution Architect
▪
▪
▪
▪
▪
Responsibilities: – The Business Solution Architect’s (BSA) main goal is to create the best overall strategic system landscape for the customer, including legacy systems and modern SAP solutions Tasks: – Detailed design of industry-specific / corporate customer processes based on SAP product-family, ISV-components and customer-specific development, that maps to the current or future customers process-, application- and system landscape, including proposals for software-decisions – Review of business processes and corresponding mapping into IT architecture, create documents of business requirements, analyze and define requirements for customer-specific development needs or integration requirements – Design architecture based on process requirements, application and system landscape – May also recommend improvements in the existing business process and define customer-roles to execute the according process – Map and validate performance indicators – Support implementation phase and assist with the development of project requirements, scope and acceptance testing – Generate business cases and assists in defining project benefits/costs and participates in project reviews. Special Knowledge: – In order to do this the BSA needs solid understanding of SAP product offering and it’s interoperability with other components as well as high level understanding of interface technology. – Strong interpersonal skills are needed to understand the customer’s as is situation and real pain points. – Since understanding capabilities and pitfalls of legacy systems is essential, a robust experience in the customer’s industry and typical legacy systems / custom coded applications are very important. Reporting to: – Program Manager, Project Manager Corresponding customer Role: – Business Solution Architect, Business Process Owner, Business Process Expert
Technology Archi tect ▪
Responsibilities: – The Technology Architect’s (TA) main goal is to create the best overall strategic system landscape for the customer, including legacy systems and modern SAP solutions. The TA designs and optimizes enterprise wide deployment of SAP technology solution s. In order to do this the TA needs solid understanding of SAP product offering and it’s interoperability with other componen ts as well as high level understanding of interface technology.
▪
Tasks: – IT-Process implementation across all related IT-components – Develops value-based business cases for customers – Define detailed Solution Validation for development requirements – Plan, schedule, and coordinate activities related to system development projects – Develop and review scope of technological work – Act as a sounding board for project technological strategies – IT-components specific expert consulting – Provide technical direction – Provide system or technical development expertise to the technical resource team – Consult and mentor technical resources concerning methods, procedures, and standards to be used during design, development, and unit testing phases of system development projects – Support of operating system and support for system optimization
▪
Reporting to: – Program Manager – Project Manager – Board of architects
▪
Corresponding customer Role: – Technology Architect, Business Solution Architect
Project Proj ect Team eam Lead
▪
Responsibilities: – Responsible for defining, planning, tracking and managing their respective sub-project, for identifying key resources and providing the direction they require in order to meet defined objectives
▪
Tasks: – Participate in the project planning activities and manage the execution of the sub-projects according to plan – Manage relationship with project stakeholders, keeping them informed of progress and issues in order to manage expectations on all the sub-project requirements and deliverables. – Create a project environment that enables peak performance by team members. – Proactively identify identify changes in work scope and ensure appropriate planning planning measures are taken to reassess and amend the scope of work requirements, requirements, budget and timeline. – Analyze risk, establish establish contingency contingency plans and identify trigger trigger events events and responsibil responsibilities ities for initiating mitigating action. – Coach to clarify assignments and deliverables to project team; review quality quality of work and manage integration of team members’ work; provide performance input to project team members’ functional management. Reporting Reporting to: – Program-/Project Program-/Project Manager
▪
▪
Corresponding customer role: – Customer Business Expert
Application Consultant …
▪
Responsibilities: – Responsible for the objectives and deliverables of this subproject
▪
Tasks: – Application specific expert consulting consulting ▫ SAP Industrial Solution (…) ▫ SAP Industrial Components (…) – Definition of final processes, calculation and parameterization parameterization – Performance of feasibility studies / solution reviews – Primary contact person for business and technical realization of requirements regarding to … – Understands and ensures that quality standards are met
▪
Special Knowledge: – SAP Industrial Solution (…) – SAP Industrial Components (…) - …
▪
Reporting Reporting to: – Program-/Project Program-/Project Manager
▪
Corresponding customer role: – Customer BP Expert
Technology Consultant
▪
Responsibilities: – Responsible for analyzing and realization of requirements regarding hardware. hardware. – The Technology Technology Consultant is responsible for the operations of IT landscape.
▪
Tasks: Environment – Definition of the Operational Production System Environment – Detailed planning of ITIT- implementation implementation – IT-Process implementation implementatio n across all related IT-components – Define detailed Solution Validation for development requirements – IT-components IT-components specific expert consulting consulting – Support of operating system – Support for system optimization
▪
Special Knowledge: – Has substantial knowledge in hardware, hardware, equipments and platforms. – Technical aptitude to manage the SAP hardware environment.
▪
Reporting Reporting to: – Program-/Project Program-/Project Manager
▪
corresponding custom er Role: Role: – Customer operations department
Test Management Consultant (Test (Test Manager) ▪
Responsibilities: – The Test manager is responsible for reaching the defined and agreed test goals.
▪
Tasks: – Setting up a test concept, design of test strategy according the quality goals, test activities and responsibilities, test stages and methods, test case design – Define requirements and coordinate setup of the technical test environment, test data management, test tool selection – Review of project deliverables (test concept, test cases, scripts, test documentation, test reporting, error handling) – Successful identifying, conception and monitoring of the execution of test processes/projects – Monitoring and controlling test process quality and results – Conception and execution of non functional tests (e.g. performance) – Successful execution of test services – Guidance and coaching by defining documentation and conventions – Coordination and administration of all test activities – Issue and error handling and reporting – Automation of regression regression tests
▪
Special Knowledge: – Substantial knowledge and experience in testing – Knowledge of integration between applications and external systems. – Business Knowledge
▪
Reporting Reporting to: – Program-/Project Program-/Project Manager
▪
Corresponding customer Role: – Test Manager, Test Coordinator
Data Migration Archi tect
▪
Responsibilities: – The Data Migration Architect is responsible for the application and data migration of legacy systems and the transition approach within the project.
▪
Tasks: – Definition and implementation of the strategy and solution to support the migration of legacy data into the SAP Application. – Identification and qualification of source data to satisfy master and transactional data requirements for the SAP Application. – Lead data assessment and mapping activities, and architect the underlying migration framework to extract, transform, validate, enrich and load the legacy source data. – Excute technical leadership on the use of the technology platform and tools to perform the profiling and migration of legacy data. – Planning and managing the efforts of technical developers – Setting up a concept for migration (data and application) and the transition approach regarding to time, costs and risk – Transition planning regarding technical and organizational aspects and coordination with stakeholders
▪
Special Knowledge: – Knowledge of platform and interfaces. – Knowledge of integration between applications and external systems. – Business Knowledge
▪
Reporting to: – Program-/Project Manager
▪
corresponding c ustomer Role: – Team Lead / LoB Managers / BP Owners
Integration Development Consultant (Interface) ▪
Responsibilities: – The Integration Development Consultant is responsible for the connection of SAP to legacy systems
▪
Tasks: – Uses specification of integration scenarios based on customer business processes in order to do the implementation – Effort estimation based on Solution Validation documents – Analyzing feasibility for new and changed services / interfaces Implementation & coding of services, composites and interfaces based on BPP – Conducts customer workshops – Planning and coordination of integration tests – Reviews of integration aspects – Quality of customer implementation in terms of scalability, reliability and availability – Recipient of knowledge transfer from SAP consultant
▪
Special Knowledge: – Knowledge of platform and interfaces. – Knowledge of integration between applications and external systems. – Business Knowledge
▪
Reporting to: – Program-/Project Manager
▪
corresponding c ustomer Role: – Project Team Lead / LoB Managers – Technical Architect
Organizational Change Manager
▪
Responsibilities: – The Organizational Change Management (OCM) Manager provides primarily strategic advice and direction for managing change arising from the project in the organization, identifies potential risks, creates plans to mitigate the risk and executes the plan. – The OCM Manager identifies whether new teams/structure need to be set up as a result of implementing the new process and as well as how to communicate these changes and what training measures are necessary for the success of the project and the company.
▪
Tasks: – Lead OCM projects – Plan, conceive and implement strategic and operational Change Management measures. – Coach the customer’s management where processes and systems are changed. – Lead Change Management teams, including external consultants and people from different departments, regions and cultures at the customer. – Support, together with the customer, the Change Management Process by creation of system and business process acceptance and personal motivation at all levels with specific measures. – Design and lead global training sessions and workshops.
▪
Special Knowledge: – Substantial knowledge of OCM – The OCM Manager must have a broad knowledge of the industry in order to be effective
▪
Reporting to: – Program-/Project Manager
▪
corresponding c ustomer Role: – BP Owner – BP Expert – Team Lead / LoB Manager
Common Customer’s Responsibilities
▪
Customers comprise Customers can be at all levels of an organization (departments/divisions).
▪
Customers include (comprise) the business departments (units) that identified the need for the project will develop, of cours e it is frequently not feasible for all the c ustomers to be directly involved in the project.
▪
Primary responsibilities of customer will include: – planning and executing project – managing the project including the timeline, work plan, testing, resources, training and documentation of procedures – providing a clear definition of the business need – the technical identification approach to be used and the deliverables to be furnished at the completion of the project – sign-off on project deliverables
Common Customer’s roles
▪ According
to the type of project, size, its function, there are many groups of people involved in the project
lifecycle ▪ All
the resources needed for the project team come from the functional structure of organization. The team members also tend to bring applicable business knowledge of the project.
▪
Here are some common customer project roles along with a brief explanation – Customer Steering Committee – Customer Project Sponsor – Customer Project Manager – Project Office – Project Team Leads / LoB Managers – Decision Maker – Project Team Members (Representatives) according to function in Departments (e.g. … Expert, Solution Architect, Technical Architect, Network Specialist, Training Specialist, Legal Adviser, Internal Auditor, Operations, etc.)
Customer Project Sponsor
▪
Responsibilities: – Customer Project Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major project activities, and is a decision-maker for the project, generally chairs the steering committee on large projects.
▪
Tasks: – Helping to provide resources, helping resolve difficult issues, dealing with organizational politics, etc – Approving strategies, implementation plan, project scope and milestones. – Driving and managing change through the organization. – Prioritizing project goals with other ongoing projects. – Communicating with other key organizational representatives – Participation in and/or lead project preparation/initiation; the development of the Project Charter. – Taking appropriate decisions and final decision that are within the s cope of the project – Participation in project planning (high level) and the development of the Project Preparation (Initiation Plan). – Delegating any of the above responsibilities to other personnel either on or outside the Project Team – Providing support for the Project Manager; assists with major issues, problems, and policy conflicts; is active in planning the scope; approves scope changes; signs off on major deliverables;
▪
Reporting to: – Steering committee
Customer Steering Committee
▪
Responsibilities: – Depending on how the project is organized, the steering committee can be involved in providing resources, assist in securing funding, act as liaisons to executive groups, and fill other roles as defined by the project – Customer Steering Committee generally includes management representatives from the key departments of organization involved in the project oversight and control – This group will provide executive level leadership and have the larger institutional vision perspective. The Steering Committee will make institutional policy decisions as necessary to ensure the success of the project.
▪
Tasks: – Meet regularly to review project plan impact on their departments – generally they approve project deliverables, – provide resolve issues and policy decisions, – Steering the project to completion in an orderly and progressive manner – Assist in testing, training and implementation planning and support – Review and approve scope changes, and provide direction and guidance to the project.
▪
Participants: – Project Sponsor (Chair) – Program/Project Manager
Custom er Project Manager Responsibilities: – The Project Manager will ensure that the project has a clear purpose and that every core team member understands that purpose. They will ensure that each team member has a clear role and that their resources have been agreed with their line manager, clarifying the goals of the project and ensuring that every action is moving the project towards those goals ▪ Tasks: – Provide advice and strategic direction – Create, schedule, assign and follow-up tasks – Hold project work team accountable for implementation – Steer the project to completion in an orderly and progressive manner – Resolve issues referred from budget resource manager and resource managers – Review scope changes and change requests – Meet with project work team – Serve as communication conduit – Coordinate with budget resource manager, ongoing budget process and documentation – signs off on approvals to proceed to each succeeding project phase ▪ Reporting to: – Project Director – Steering Committee ▪ Corresponding supplier Role – Project Manager ▪
Custom er Quality Manager ▪
Responsibilities: – responsible for processes and procedures that ensure required levels of quality are achieved
▪
Tasks: – Prepare the Quality Plan and ensure that it is approved ▫ Define quality goals and quality gates ▫ Define the quality activities (project processes, tests, reviews, monitoring and control, issue and error handling and reporting) in a QM plan to reach the quality goals ▫ Planning, establishing and optimization of project processes (scope management, change management (technical), release management, risk management) – Ensure that Quality Control activities are performed and that defects are tracked to closure – Report the Quality related risks and issues on a periodic basis – Provide training/orientation to project team on QMS/processes
▪
Reporting to: – Project Manager – Internal Auditor
▪
corresponding custom er Role: – Quality Manager
Customer Team Lead / LoB Managers (Decisio n Makers) ▪
▪
▪ ▪
Responsibilities: – Responsible for day-to-day management of their portion (e.g. loans, deposit, IT, Risk etc.) of the overall implementation project – Customer Team Lead / LoB Managers (Decision-Makers) are those members of the project who have been designated to make project decisions on behalf of major business units that will use, or will be affected by, the product or service the project will deliver – Responsible for achieving consensus of their business unit on project issues and outputs, and communicating it to the Project Manager. – Responsible for developing, coordinating and managing multiple aspects of the pr oject Tasks: – Ensure proper skill-set availability for project team members – Status and progress reporting – risk, issues, scope changes and quality concerns – Monitor their progress against the plan appropriately and regularly – Attending project meetings as requested by the Project Manager, – creating a realistic plan for their part of the project – Co-ordinate those activities to meet that plan and will deal with any changes in a systematic way – Planning the assigned activities in more detail if needed – Completing assigned work within timeline and quality expectations Reporting to: – Project Manager Corresponding Supplier Role: – Project Team Lead
Customer Busi ness Process Archit ecture Roles
SME SME
Enterprise Architecture (formal) SME
SME
BP Owner
Technical Architecture (technical)
Business Architecture Business Process Expert
SME
Application Manager
Solution Architect
Customer Solution Expert (Business Soluti on Architect) ▪
Perspective: – Solution Expertise covering all Scenes of the application lifecycle (design, implementation, configuration, quality assurance, application support, enhancement)
▪
Responsibilities: – Responsible for translating the business requirements into a specification, depending on the platform chosen for the software project. This is interface between projects and business partners. – Responsible for understanding current and future processes
▪
Tasks: – Review of business processes and corresponding mapping into IT architecture, create documents of business requirements, analyze and define requirements for customer-specific development needs or integration requirements – Design architecture based on process requirements, application and system landscape – Map and validate performance indicators – Support implementation phase and assist with the development of project requirements, scope and acceptance testing – Generate business cases and assists in defining project benefits/costs and participates in project reviews
▪
Reporting to: – Project Managers – Team Lead / LoB Managers (different departments)
▪
Corresponding supplier Role: – Business Solution Architect Team Managers (different departments)
Customer Technical Manager (IT) (Technology Architect) ▪
Perspective: – Responsible for the "Business of IT" from Setting its Strategy to Managing its Operations based on standardized practices and KPIs
▪
Responsibilities: – Responsible for providing an overall view for technological strategy focus and ongoing technological development
▪
Tasks: – Owns and drives implementation of technological strategies – Responsible for the cost effectiveness and value contribution of the IT Organization – Anticipates future technical direction for company – Defines and implements the IT-Process across all related components – Develop and review scope of technological work – Provide leadership and guidance to the technical resource team – Consult and mentor technical resources concerning methods, procedures, and standards to be used during design, development, and unit testing phases of system development projects
▪
Reporting to: – Program Manager – Project Manager – Board of architects
▪
Corresponding supplier role: – Integration Management Lead, Technological Architecture team lead
Customer Busi ness Process Owner
▪
Perspective – Accountability for Value Realization of Processes, Management and "Dashboard” perspective
▪
Responsibilities: – Primary responsibility is in LoB Role – The central point-of-contact for a specific business process with an end-to-end responsibility for the whole Process Management Lifecycle to ensure a best-in-class process.
▪
Tasks: – Act in his/her primary LoB Role – Define process goals based on the companies' strategy and business objectives – Drive continuous improvement derived from performance deviation regarding company needs – Ensure compliance (e.g. to SOX) – Provide results reporting
▪
Reporting to: – Program/Project Sponsor, Board of Architects
▪
Corresponding supplier Role: – Business Solution Architect
Customer Busi ness Process Expert ▪
Perspective: – Responsibility for the optimization of processes throughout their lifecycles (from Analysis thru Design, Implementation, Execution and Innovation)
▪
Responsibilities: – The BPXer can most simply and accurately be defined as a person with the ability to quickly understand business needs and translate that understanding into a form that leads to the creation and/or composition of better solutions.
▪
▪
▪
– Process experts are the people who lead the team executing the process and using the software that keeps track of it. These are the people who know the ins and outs of the existing solutions and can point to specific shortcomings and strengths in the way things are automated. Tasks: – Drive improvement projects ▫ Identify customer (internal or external) requirements (Analyze phase) ▫ Analyze and document as-is process and process interfaces (Analyze phase) ▫ Discover process gaps (Analyze phase) ▫ Derive improvement potentials (Design) ▫ Establish process performance measurement system to be able to constantly control and report end-to-end process performance (Design) – Contribute to process community – Develop and maintain best process management approach for Business and IT (PML) – Provide expertise in change management, process management and project management – Develop process standards and evaluate tools as needed – and support other roles Reporting to: – Business Process Owners, Board of Architects Corresponding Supplier Role: Business Solution Architect
Customer Technical SME ▪
Responsibilities: – Responsible for management and support of the various environments (hardware and software components) during the implementation of project and consulting with members of the project team to analyze operational procedures, defining technical components of a business solution with responsibility for the technical architecture of the solution
▪
Tasks: – Data Migration and Interfaces with other systems. – Reporting configuration and deployment of components. – Set up and maintenance of security rights and access permissions. – Contributing to technical strategy, policy and procedure. – Development and operation of technical testing programmes. – Production of technical documentation to agreed quality standards. – Reporting on progress/issues to Project Team – Install and upgrade server and application software of project together with co-operation with supplier – Assist technical resources with database design – Provide assistance to members of project with software-related issues or problems
▪
Reporting to: – Project Manager – Project Team Lead / LoB Managers
▪
Corresponding supplier role: – Team Leads Applications consul
Customer System Admi nistr ator / Technical Infrastructure ▪
Perspective: – End user of IT operations responsible for all technical aspects of implementation and operations
▪
Responsibilities: – Responsible for management and support of the various environments (hardware and software components) during the entire lifecycle of technical solutions. – Consults with technical and solution experts to identify necessary the operational procedures and technical components needed for of a business solution. Responsibility for the technical architecture of the solution
▪
Tasks: – Identify appropriate software/hardwa re components based on business solutions requirements – Provide application software change control across the different environments – Provide technical system support across all phases of solution landscape planning and system operations – Identify, analyze, and resolve technical problems with applications – Install and upgrade server and application software in collaboration with suppliers – Data Migration and Interfaces with other systems – Development and operation of technical testing procedures – Reporting configuration and deployment of components.
▪
Reporting to : – Project Managers – Team Lead / LoB Managers (different departments)
▪
Corresponding supplier Role: – Business Solution Architect
Custom er Test Coordinator
▪
Responsibilities: – Responsible for the execution of the project test plan.
▪
Tasks: – Preparing of testing scenarios – Validating and reporting system defects – Obtaining final users acceptance and sign-off test results – Monitoring and controlling test process quality and results – Coordination and administration of all test activities – Conception and execution of non functional tests (e.g. performance) – Issue and error handling and reporting
▪
Reporting to: – Project Manager – Project Team Managers
▪
Corresponding supplier role: – Test Manager
Customer Team Members ▪
Responsibilities: – They are employees of the business units (departments/divisions) who are identified and made available to the project for their subject/functional area – Their responsibility is to accurately represent their business units’ needs to the Project Team,
– Responsible for validation of the deliverables that describe the product or service that the project will produce. ▪
Tasks : – Their have specialist knowledge or expertise, represent their own of the business units – Bring specialist knowledge and advice to the others members of team – They will also have to complete the work assigned to them by the Team Managers.
– – – – – – – – ▪
Report back to the team on their assignments Contribute fully to the project, sharing knowledge and expertise Provide functional expertise in an administrative process Work with users to ensure the project meets business needs – training staff as needed Documentation and analysis of current and future processes/systems Identification and mapping of information needs Defining requirements for reporting and interfacing Testing the product or service the project is developing, using and evaluating it while providing feedback to the Project Team/ Team Managers.
Reporting to: – Project Team Managers
Customer Education Coordinator
▪
Responsibilities: – Responsible for developing the training program
▪
Tasks: – Preparing and designing training scenarios and content – Preparing supporting documentations – Provide team and end user training during implementation of project on the new system – Service during the initial implementation and possibly on an ongoing basis
▪
Reporting t o: – Project Manager – Project Team Managers
Service Desk
▪
Responsibilities: – Service Desk is a customer IT function that supports several IT operating processes, depending on the nature of the task. The function should be knowledgeable about the business IT operations processes, used tools and the IT organization responsibilities within operations support . – For Incident Management, it is the single point of contact (“SPOC”) for end user and key users if incidents arise
▪
Tasks: – Assist in the distribution and configuration of workstations for users – Provide support for network problems, firewall problems, security problems, and access issues. – Provide help desk support during and after the implementation of the new project – Tickets in IT support tool are created and the relevant data are documented, 1st level support is usually provided, On demand incidents are dispatched for further processing and incidents are monitored, especially very high priority issues are tracked actively – Maintaining and usage of FAQ and other knowledge data bases for 1st level user support
▪
Reporting to: – Service Desk manager – Program/Project Manager
as Custom er in Project
▪
Depending on organizational structure of the customer and the nature of the project we can describe the various roles in the project team and specifies the area of responsibility.
▪
Project roles/resources usually will have been identified as part of the planning processes (see; Phase 1 – Project Preparation).
▪
The resources/roles will normally change during the project and team structure will be adjusted at each phase to meet the evolving nature of the project.
▪
We can distinguish many different roles in addressing a full business solution. Some of these will form the core full-time project team but others will be part-time specialists or representatives of various groups (departments/divisions in ) interested in the project.
Organizational Struct ure of example Human Resources Department Legal Department Internal Audit Department Budget and Accounting Department Administrati on and Logistic Marketing Department and Communicat
General Assembly of Bank Council Managing Board Retail Banking Accounting and Operation Lending Department Department
Private Banking & Wealth Managment
Corporate banking IT and Information Systems Department Risk s Manag.and Trans.Supp ort Department Branches
Finance & Operations Department Treasury Department Cash and Payments System Department Structured Finance Department M&A Advisory Financial Department Market
Sampl e Project Organization
Steering Committee: Executive Sponsor Business Owners IT Owners Representatives (SAP)
IT Owners
Business Owners Customer Stakeholders by functional area in scope
Executive Sponsor
Project Management Office Customer PM SAP PM
Functional Team Leads Customer Lead SAP Lead
SAP Consultant
Development Team Leads Customer Lead SAP Lead
Customer Subject Matter Expert
Global Delivery Center (GDC) Offshore SAP PM
Customer Developer
OCM Team Leads Customer Lead SAP Lead
Communication
Training
Org Change Management
Integration Team Leads Customer Lead SAP Lead
Technical Team Leads Customer Lead SAP Lead
Solution Manager (Methods & Tools) Customer Lead SAP Lead
Integration Testing
Basis / NetWeaver
Data Migration
Security & Administration
Cutover
Support Desk
Java Developer SAP Consultant
Customer Subject Matter Expert ABAP Developer
Customer Business System Analyst or System Analyst
Customer Business System Analyst or System Analyst
SAP Support Roles
XI Middleware
Legend UI Designer Customer
Vendor
Open Project Roles
GDC On-site Coordinator
Name other SAP team members who provide limited or remote support (e.g., FPA, PDM, Safeguarding, etc.)
Enterprise Portal
BI
Steering Committee Responsibility
Plan / communicate
Translate business strategy into an executable realistic plan
Execute
All oc ate b est and br ig ht est
Balance running business with project demands
Measure results and communicate success
Continually monitor key business process performances (adjust as needed)
Maintain investment p lan to leverage new capabilities
Create a vision that motivates “Why change?”
Get involved in high conflict areas for rapid resolution
Communicate importance to the organization
Turn project meetings into decision making not status updates
Communicate consistently
Celebrate key milesto nes
Engage in critical decisions
Create / commun icate guiding principles
Develop a risk mitigation plan
Support / Measure
Support Roles
Ali gn ob jec ti ves Prioritize Resources Visibility / Active Involvement
Project Communication
Project Communication
Communication Strategy Goal: To raise awareness in the organization about your project’s mission, strategy, and goals, providing the basis for a stakeholder call-to-action.
Communication
Communication Matrix A working document which contains more detail about each planned communication activity for your project.
Effective and constant project communication is an essential factor for the success of the . Productive communication means to address the right information to the right people at the right time.
Communication Plan
Project Meetings Responsible for Meeting
Frequency
Content of Meeting
Participants Invi tati on
Steering Committee Meeting
Monthly (2h)
Program & Project Weekly Mgmt. Meeting
(1h)
Strategic / High level Update; Request for Strategic Approval
-
Steering Committee Members from , including SAP representatives as required and requested
-
Project Manager
-
Update / Progress; Verify direction
-
Project Managers (, SAP)
-
-
Project monitoring and progress tracking
-
Project Manager (SAP)
Project Leads
- Assigned
Issue resolution Escalation management Regular Team Meeting
Every 2 weeks
Meeti ng Mi nutes
Risk Management() Quality Assurance () - (Project Management - OCM () Office)
Project Management Office
Recipients of Meeting Minutes -
Steering Committee Members
- Meeting invitees Project Management Office -Project Manager (, SAP)
-
- Project Leads Update status/ Progress of each track: - Project Team Status, next steps Critical Issues
-
member
team
-
Meeting invitees Project Manager (, SAP)
-
Meeting invitees
-
Project Manager (, SAP)
-
Latest Info Open issues Individual Meetings for action points responsible
Depending on action point time frame
Detailed Status
-
Next Steps Degree of WBS completion Critical Issues
- Action
Risks
Project Leads Point Responsible
-
Project Lead
Report ing and Escalation Channels
Steering Committee
Escalation in line with the defined Change Request Procedures
Business Design Board Board of Architects
Project Sponsor
Quality Assurance
Project Management Project Management SAP
Project Management
Risk Management
Project Team Project Team Members SAP
Project Team Members
Reporting to/Escalating to:
Information:
Agile Implementation Release Planning
Release Planni ng Management Summ ary
– Before planning a release it is necessary to know approximately when the customer team would like to – – – – –
release working software to the business (frequency and approximate dates). The team also needs to know the relative priorities of the project backlog items that is based on input from process owner. Backlog items must be sequenced by relative priority (e.g. order 1 st, 2nd, 3rd …) and unique IDs per line item need to be established rather. Backlog items are prioritized and sequenced by the customer with the input from the implementation team. Effort estimates in “ideal person days” are converted into calendar time using known or estimated velocity. Velocity indicates amount of work effort the team can complete per day, per work week or per sprint. It is often necessary to estimate a team’s initial velocity. We recommend to be conservative for first few sprints and calibrate the estimate over the course of first 1-3 sprints.
Release Planning Roles and Responsi bil iti es y t i l s i s b e i n s i n s o u p B s e R
y t i l i b i s T I n o p s e R
s r e n w O s s e c o r P
n o i t a t n e m e m l p a e m I T
n a l P e s a e l e R l e v e L h g i H
1. Demo Evaluatio n Worksh ops
Demo of standard processes
As ses s f it of SAP St and ard Con fi gu rat io n
Iterative Requirements Gathering
What are the gaps? Why not use standard? No Does the standard process satisfy the requirement? Yes
What is necessary to modify for the process to meet requirement? Implement as standard functionality
1. Defin e Project Backl og Responsible: Process Owner
– Project Backlog represents list of requirements that have not been built during the Baseline Build but need to be delivered to the business. – Process Owner will prioritize the list once it is completed. It is important to capture all requirements before focusing on prioritization. – Fill in: “How to demo” which represents acceptance criteria for the requirement and will be used during the sprints. – The Process Owner owns the Project Backlog and defines the priorities either during the workshop of later.
Configuration
Enhancements
Reports
Interfaces
Document the backlog items from business perspective.
Conversions
1. User Requirements i n SCRUM projects are expressed in business language Example: As a buyer I want to save my shopping cart so that I can continue shopping later.
How to demo: 1. Enter store 2. Put a book in the shopping cart 3. Press “Save Cart 4. Leave store, enter it again 5. Check that the book is in my cart
Template:: As a I want to so that I can .
“How to demo” section must define the acceptance criteria for each requirement.
1. Project Backl og – Defin e Project Requirements
2. Priori tize the Project Backl og Responsible: Process Owner How to establish c lear priori ties: In Agile projects the Process Owner must prioritize and fo rce rank list of all requirements in project backlog. No two items can end up being ‘equal’ on the list (e.g. have the same priority and ranking). Main reason for this is to prevent that everything is rated as a “Must Have”. The MSCW prioritization (Must-Have, Should-Have, Could-Have, Would-Have) is used for an initial grouping of requirements. Secondary step is to rank items within the same prority group. Use columns “Priority Category” and “Priority Rank” in the Project Backlog to prioritize and sequence the requirements.
2. Ways to Establi sh Priorit ies
Prioritization Techniques (exemplary) – – – –
Compare importance of selected requirement to others – comparative assessment Consider business value of each requirement (as assessed in business c ase or value case) Distribute set number of points per person in prioritization / ranking exercise How many dots from pool of 1000 points does this requirement get?
Dimensions to consider during prioritization – Dependencies and Integration – assess impact of the requirement on other requirements (technical risk, dependencies, integration points) – Scale – the desirability of the feature to a broad base of users (business impact, acceptance) – Importance – the desirability of the requirement to a small number of important users or customers (influencing key stakeholders, business value)
3. Analysis of Technical Dependencies Responsible: Implementation Team
Project Backlog OK, but in order to realize that you need to set-up your Org Model first.
I want to have requirement #3 as Must have Priority!
Business Requirements Process Owner
IT Requirements Team
Cross-Functional Requirements
3. Technical Prerequisites and Dependencies
– Analyze the business requirement and add related technical prerequisites into the backlog. – All technical prerequisites for process/requirement receive automatically a Must-Have priority and must be taken into consideration for the release and sprint planning.
4. Agile Estim ation Techniques Responsi ble: Implementation Team Ideal Person Days Productive time of a developer or consultant per day without distraction like meetings, phones, e-mails, clarifications etc. Typically between 4-6 hours a day. Meaning that 1 ideal developer day corresponds to 1.5 to 2 calendar days
Story Points (Relative Size) Relative measure of complexity (2 is half as hard as 4) Variability averages out across many stories/requirements Requires each organization to establish a scale to rate size
4. Agile Esti mation Tips and Tric ks
– Estimates are done by the experts in the team who are implementing the functionality and have experience from similar projects – More expert opinions lead to better the estimation results – Everybody on the team participates in the estimation process – Verbal communication is preferred over detailed written specs – It is possible to use Planning Poker especially for estimates where experts disagree widely (see next slide) – Clear the assumptions of estimates prior to estimating – Avoid anchoring, it invalidates estimates – e.g. “I would say this is easy so it should be X ideal person days”
4. Estimation with Planning Poker Planning Poker is a consensus-based approach to agile estimating. To start an estimating session, the product owner or customer reads a user story or requirement or describes a feature to the estimators, who should include everyone on the team. ▪ Each estimator is holding a deck of cards with values like 0, 1, 2, 3, 5, 8, 13, 20, 40, and 100, which is the sequence we recommend. The values represent the number of story points, ideal days, or other unit in which the team estimates. ▪ The estimators discuss the feature, asking questions of the product owner as needed. When the feature has been fully discussed, each estimator privately selects one card to represent their estimate. All cards are then revealed at the same time. ▪ If all estimators selected the same value, that becomes the estimate. If not, the estimators discuss their estimates. The high and low estimators should especially share their reasons. After further discussion, each estimator reselects an estimate card and all cards are again revealed at the same time. ▪ The process is repeated until consensus is achieved or until the estimators decide that estimating of a particular item needs to be deferred until additional information can be acquired. (Source: Mountain Goat Software) ▪
Maintain the effort estimate results in the Project Backlog
4. Estimates mus t cov er all activiti es to a point of Completion of Sprint and Release
Define when you consider backlog item done. Definition must be clearly understood by all involved in the project. See examples below for recommended definitions.
tion of Done for Release of Done for Sprintin the backlog include Defini Ensure that the estimates all activities required for completion of sprint User Acceptance tested ▪ ▪ Solution built and configured in DEV and for completion of release.
Definition
▪ ▪ ▪ ▪ ▪ ▪ ▪
Solution is unit tested in DEV Functionality tested by Process Owner and Testers Functionality documented Bugs Fixed Sprint Demo Completed Training material completed Functionality transported to QAS and ready for acceptance test
▪ ▪ ▪ ▪ ▪
Integration tested User documentation completed Training material completed No technical debt – e.g. no unfinished work or compromises (“we will get to this later”) Functionality ready for release to business
5. What w ill w e ship i n th e release? Responsible: Process Owner The release can be functionality/scope or timeline/budget driven. Functionality / Scope Driven Questions for Product Owner ▪ Which requirements from the project backlog need to be realized so
that the business can gain business benefits in first release? ▪ What can be deferred to second release or later?
Timeline / Budget Driven Question to Product Owner ▪ When does business expect the first release? ▪ Is there budget constraint that we need to deliver to? ▪ Which processes/requirements are expected by the business and by
when?
6. Calcu late initial veloci ty and expected dur ation per backlog it em (Responsible SCRUM Master/IT Team) Velocity definition Velocity represents the way Agile teams use to measure team’s capacity to process backlog items. Velocity is defined as sum of effort estimates of completed (and acce pted) backlog functionality that the team delivered in a given period of time (usually sprint).
Velocity is sum of estimates for backlog items completed during the last sprint Example: Team estimated 90 ideal person days worth of backlog items, but completed only 85. 85 is their current velocity.
Average Velocity = Sum of N Previous Sprint Velocities / N
6. Calculating the init ial velocity
Example: Step 1 – Determine Calendar Days per Sprint Initial velocity is always an estimate. Especially for newly formed teams this figure will be fine tuned over next few sprint s. Planning should take We have 4 team members working 5 days/week this into account. * Sprint Length is 4 weeks = 80 Person Calendar Days per Sprint Step 2 – Adjust calendar days into Ideal Person days In this case ideal days are 50% of calendar days. This results in 40 Ideal Person Days capacity per Sprint.
See Tab Release Planning & Burndown in Backlog template
Step 3 – Adjust for team experience If it is very first Sprint use 40% as a rule of thumb to reflect team’s learning curve and to calibrate the velocity. This results in a capacity of 24 ideal person days for the first sprint For 2nd sprint increase the actual velocity of 1st sprint by 20 % (e.g. 32 if
6. Finalize the Schedule for a Release and Sprin ts
Example
The sum of ideal person days for release #1 is 180 (result from project backlog).
Taking changed estimates and new requirements into consideration it will take 6 sprints to complete the project back log for release #1. Full release schedule the plan needs to also include Integration Test, User Acceptance Testing, End user documentation and execution of the Final Preparation phase steps. This is the basis for estimation of the cutover date for the release.
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System Landscape
Fit / GAP based
Fit to tandard on smodel based on model company company
Starter System
Scope and configure
Migrate, integrate, extend, test
Onboard and deploy
Operate, monitor, support
Fit to Standard based on Model Company
Process diagram
The Fit to Standard analysis begins with a Starter System and Best Practic e Content •
•
Starter System – Initial cloud system including model company configuration and master data ready to start transactions from the first day of the project. Best Practice Content – Process Diagrams and Test Scripts guide the customer through the Starter System. These define the solution scope.
Test scripts
Purpose of Soluti on Fit-to-Standard Analysi s
• Enable customers on the business processes included in the solution scope • Validate the s cope and business processes meet the business needs • Understand and be aware of gaps • Determine core configuration values based on business drivers • Identify configur ation values lists to be provided by the business • Define organizational structure and chart of accounts • Define requir ed master data • Define authorization mapping
Overview: Fit-to-Standard Process
Prepare Business Driven Configuration Questionnaire
Input: • Business Driven Configuration Questionnaire (Initial) • Solution scope • Services contract Output: • Business Driven Configuration Questionnaire (Scoped)
Complete Business Driven Configuration Questionnaire
Input: • Business Driven Configuration Questionnaire (Scoped) • Business requirements Output: • Business Driven Configuration Questionnaire (Response)
Realize
Explore
Prepare
Fit-to-Standard Process
Fit-to-Standard Preparation
Document Findings
Input: • Business Driven Configuration Questionnaire (Response) • Solution scope Schedule • • Resources • Qualification docs • Brand Gaudian docs Output: • Detailed agenda and plan Acc elerat ors : • Topic Presentations • Starter System Best Practice Flows • • Best Practice Test Scripts
Customer Enablement
Acc elerat ors : • Starter System Best Practice Flows •
Fit-to-Standard Workshops Fit to Standard Workshops Fit to Standard Workshops Process Flows
Key Business Decisions Build Configuration Backlog • UI Configuration & Expert Configuration
Demonstrations Discussion
Implement Configuration Backlog 1-2 wks
1-2 wks
Roadmap items Confirmation of scope
Input • Fit-to-Standard detailed agenda Best Practice Flows and • Scripts • Business Driven Configuration Questionnaire (Response) Output: • Process understanding • Key Business Decisions • Configuration Backlog • Roadmap items • Business Driven Configuration Questionnaire (Final)
Acc elerat ors : • Starter System • Best Practice Flows • Best Practice Test Scripts • Key Business Decision log • Sprint Backlog • Topic Presentations Configuration Recording • template • Expert Configuration template
3
Sprints and Confirmation with Business
Key Project Roles Project Manager Consultant(s) per solution area Key Users (customer business)
Prepare: Busin ess Driven Configuration
Prepare Business Driven Configuration Questionnaire
Input: • Business Driven Configuration Questionnaire (Initial) • Solution scope • Services contract Output: • Business Driven Configuration Questionnaire (Scoped)
Complete Business Driven Configuration Questionnaire
Input: • Business Driven Configuration Questionnaire (Scoped) • Business requirements Output: • Business Driven Configuration Questionnaire (Response)
Realize
Explore
Prepare
Fit-to-Standard Process
Fit-to-Standard Preparation
Document Findings Fit-to-Standard Workshops Fit to Standard Workshops Fit to Standard Workshops Process Flows
Key Business Decisions Build Configuration Backlog • UI Configuration & Expert Configuration
Demonstrations Customer Enablement
Discussion
Implement Configuration Backlog 1-2 wks
1-2 wks
Roadmap items Confirmation of scope
Sprints and Confirmation with Business
Key Project Roles
YOU ARE HERE
Project Manager Consultant(s) per solution area Key Users (customer business)
3
Key Project Roles
Prepare Busin ess Driven Configu ration Questio nnaire(s)
1
Access
Download Busi ness Driven Question naire(s) in Roadmap Viewer: 1. 2. 3. 4. 5. 6. 7. 8.
Open SAP Roadmap Viewer (https://go.support.sap.com/roadmapviewer/) Make sure that you are logged in Navigate to ‘Solution Specific ’ tile Open ‘SAP Activate Methodo logy for SAP S/4HANA Cloud ’ Navigate to ‘Prepare’ Phase Select ‘Business Driven Configuration Assessment’ deliverable Select ‘Set Business Driven Configuration Questionnaire Scope’ task Download the accelerator(s) ‘Business Driven Configuration Questionnaire – [Scope]’ that is relevant to customer’s scope
Consultant(s) per solution area Key Users (customer business)
INPUT
Business Driven Configuration Questionnaire(s) (Downloaded)
OUTPUT
2
Prepare and Share Implementation Partner preparation: 1. 2. 3.
Consultant reviews the questions in questionnaire(s) Consultant selects the questions that fit to the customer’s project scope and are in scope Consultant shares updated questionnaire(s) with the customer’s team
Business Driven Configuration Questionnaire(s) (Scoped)
Key Project Roles
Complete Busi ness Driven Configur ation Questio nnaire(s)
Consultant(s) per solution area Key Users (customer business)
INPUT
3
Customer Preparation Customer preparation:
1.
Customer receives the updated questionnaire(s) from the consultant
2.
Customer team attending the Fit-to-Standard workshops reviews and responds to the questions
3.
Customer sends the responded questionnaire(s) back to the consultant(s) running the Fit-to-Standard workshops
4.
Business Driven Configuration Questionnaire(s) (Scoped)
OUTPUT
Customer is prepared to discuss the answers in the workshops Business Driven Configuration Questionnaire(s) (Response)
CONSULTANT
Explore: Fit-to-Standard Preparation
Prepare Business Driven Configuration Questionnaire
Complete Business Driven Configuration Questionnaire
Realize
Explore
Prepare
Fit-to-Standard Process
Fit-to-Standard Preparation
Document Findings
Input: • Business Driven Configuration Questionnaire (Response) • Solution scope Schedule • • Resources • Qualification docs • Brand Gaudian docs
Fit-to-Standard Workshops Fit to Standard Workshops Fit to Standard Workshops Process Flows Demonstrations Discussion
Key Business Decisions Build Configuration Backlog • UI Configuration & Expert Configuration
Implement Configuration Backlog 1-2 wks
1-2 wks
Roadmap items Confirmation of scope
Sprints and Confirmation with Business
Output: • Detailed agenda and plan Acc elerat ors : • Topic Presentations • Starter System Best Practice Flows • • Best Practice Test Scripts
Key Project Roles Project Manager Consultant(s) per solution area
Customer Enablement
Acc elerat ors : • Starter System Best Practice Flows •
Key Users (customer business)
YOU ARE HERE 3
Fit-to-Standard Preparation: Implementation Partner 1.
All project team members need to review SOW and Scope Statement to understand the scope of the project.
2.
Meet with customer business leads to allow them to introduce their business and processes.
3.
Download and familiarize Best Practices documentation relevant for the project.
4.
Ensure process diagrams from Best Practices include roles (swim lanes)- this helps business to engage.
5.
Verify customer has access to Starter System .
6.
Consultants review and analyze Business Driven Questions filled out by the customer
7.
Consultants tailor Fit-to-Standard workshops based on customer’s response to the Business Driven Questions and include relevant questions into the demo to drive configuration decisions.
8.
9.
Consultants to review Best Practices functionality in Starter System and adjust system for workshops to reflect the customer’s business (ex. rename Master Data descriptions, CoA, Org. structure, setup users that are applicable to customer’s business).
CONSULTANT INPUT
Business Driven Configuration Questionnaire(s) (Response)
Schedule
OUTPUT
Consider all integrated business processes that are included in the scope.
10. Review “What’s New” Help documentation to determine if project scope is impacted by an upgrade and adjust workshop demo or agenda if necessary. 11. Schedule workshops, book rooms, invite participants, and explain purpose/goals. Use templates provided in the individual conduct workshops tasks in Roadmap Viewer. 12. Prepare workshop materials (templates to document r esults, slides to run workshop, confirm system is configured,
3
Detailed Agenda and Plan
Fit-to-Standard Preparation: OUTPUT Fit-to-Standard Workshop Schedule (Example) CONSULTANT
Scope validatio n
Duration (days)
Week 1 M
Conduct Fit-to-Standard for Chart of Accounts
1
Conduct Fit-to-Standard for Organizational Structure
1
Conduct Fit-to-Standard for Human Resources
2
Conduct Fit-to-Standard for Sales
3
Conduct Fit-to-Standard for Sourcing and Procurement
2
Conduct Fit-to-Standard for Manufacturing
3
Conduct Fit-to-Standard for Project Services
2
Conduct Fit-to-Standard for R&D Engineering
1
Conduct Fit-to-Standard for Supply Chain
2
Conduct Fit-to-Standard for Asset Management
1
Conduct Fit-to-Standard for Finance
3
T
W TH
Week 2 F
M
T
W TH
F
CUSTOMER
Fit-to-Standard Preparation: Customer 1. Review project scope 2. Review Best Practices documentation relevant for the project and understand perquisites for each scope item. 3. Verify access to Starter System
3
Review Best Practice Documentatio n: Access Best Practice Explorer SCOPE ITEMS
1
Typically a pre-defined business process, such as Emergency Maintenance. They represents a Best Practice implementation choice for a customer. Each scope item has a set of accelerators delivering detailed documentation that is used during the implementation project.
SAP Best Practices Explorer : https://rapid.sap.com/bp/#
2
PACKAGE A selection of scope items that cover the scope of the nextgeneration S/4HANA Business Suite or other leading industry or Line of Business segments. Editions are available on cloud and can be implemented fully or partially.
3
Review Best Practice Documentatio n: Access Best Practice Explorer 3
Test Scri pt
Process Flow
Verify Starter Syst em Access: Confirm Access 1. All project members should have received an activation email (see below) 2.
Click the activate link to activate your account
3.
Reset your password
4.
If steps 1-3 have been completed users can access the Starter System by going to myxxxxxx.s4hana.ondemand.com(where xxxxxx is customer specific) and will be prompted to Log On
5.
You will be directed to the Home page
1
4
2
5
CUSTOMER
Explore: Fit-to-Standard Workshop Execution
Prepare Business Driven Configuration Questionnaire
Complete Business Driven Configuration Questionnaire
Realize
Explore
Prepare
Fit-to-Standard Process
Fit-to-Standard Preparation
Document Findings Fit-to-Standard Workshops Fit to Standard Workshops Fit to Standard Workshops Process Flows
Key Business Decisions Build Configuration Backlog • UI Configuration & Expert Configuration
Demonstrations Discussion
1-2 wks
1-2 wks
Roadmap items
Customer Enablement
Confirmation of scope
Input • Fit-to-Standard detailed agenda Best Practice Flows and • Scripts • Business Driven Configuration Questionnaire (Response)
YOU ARE HERE
Implement Configuration Backlog
Output: • Process understanding • Key Business Decisions • Configuration Backlog • Roadmap items • Business Driven Configuration Questionnaire (Final)
Acc elerat ors : • Starter System • Best Practice Flows • Best Practice Test Scripts • Key Business Decision log • Sprint Backlog • Topic Presentations Configuration Recording • template • Expert Configuration template
3
Sprints and Confirmation with Business
Key Project Roles Project Manager Consultant(s) per solution area Key Users (customer business)
* Repeat process for each scenario
Fit-to-Standard: Overall Workshop Approach
**Iterate through all process variations
6 1
Consultant provides the process flows, test scripts and users so that the customer can execute the scenarios on their own. If necessary, create sample customer data to enhance the learning. Team leverages the Business Driven Configuration Questionnaire to arrive at critical configuration decisions. All configuration values required and any needed in-app extensions are determined and documented. The customer is responsible for providing value lists. i.e. product group def inition.
Team identifies and catalogs the gaps in the product backlog for further analysis and closure. Gaps may, for example, be identified as Roadmap items or contenders for possible side by side extensibility scenarios for example.
Consultant explains the business scenario using the best practice process flow and responses from the Business Driven Configuration Questionnaire.
Enable customer on execution of scenarios
5
Identify required configuration
Identify gaps
Review Best Practice process flow
Demonstrate Business Scenarios 2 and Concepts
Configuration Backlog
Discuss how the processes fit with customer requirements
4 3
Consultant demonstrates the business scenario using the configured system and delivered master data and highlights the areas that require configuration decisions.
Team fosters discussion to better understand the customer business requirements, referencing the Business Driven Configuration Questionnaire, and to provide understanding of how the system meets the these requirements
Run Fit-to-Standard Workshop: Rules of Engagement CONSULTANT CUSTOMER
Do … • •
Contribute to the discussion Ask questions if you don’t understand something
•
Be concise in the interest of time
•
Understand the SAP delivered best practices
Don’t … •
Use your cell phone, laptop, tablet …
•
Be afraid to speak up
•
Forget that we are all on the same team!
Run Fit-to-Standard Workshops: General Workshop Princi pals Workshop best practices should still be followed: ▪
Plan in detail with templates for workshop inputs and outputs.
▪
Set boundaries and understand expectations at the start of each workshop.
▪
Provide process, value and strategic context at start of each workshop.
▪
Focus on business value and tie to business case and value drivers.
▪
Access the Scope Item Process Diagram, Process Model and Test Scripts within the Best Practices Explorer in the Scope Item details to explain and demo the S/4HANA solution functionality
▪
Build off Business Driven Configuration Questionnaire(s) filled out by the customer to clarify and make critical configuration decisions
▪
Discuss any scope that has/may be impacted by a system upgrade – refer to “What’s New” Help documentation for further guidance
▪
Prioritize scope and configuration.
▪
Document decisions, assumptions and business impacts of new processes.
▪
Produce detailed documentation immediately and align with customer.
▪
Formal sign-off of key decisions and required configuration before realize phase starts.
▪
Time is limited, scope validation is not a training session, time box to drive decision making.
CONSULTANT
Run Fit-to-Standard: Demo Guidelines for Consultant • Make sure business SMEs understand SAP’s standard solution • Show predefined process flows and Best Practices Documentation • Show standard functionality in Starter System • Dry run process walk through prior to session, add customer specific data where applicable • Note scope that may be impacted or is impacted by a quarterly system upgrade
3
Outcomes of the Worksh ops OUTPUTS
Solution impact on business processes
Gap identification & mitigation
Best Practice enablement
Configuration values required
Value-add impact for users & business
Expert configuration definitions
Awareness
1.
Business Driven Configuration Questionnaire (Final)
CONSULTANT
2.
Configuration Backlog (Prioritized)
CONSULTANT
3.
Meeting Minutes & Action items (Reviewed & Finalized)
4.
Sign off of Key Decisions
CONSULTANT CUSTOMER
of KPIs addressed & impacted
Forms, reports, and authorizations requirements
3
CUSTOMER
CUSTOMER
Tools & Value
Starter System •
Ready-to-run business processes
optimized for SAP S/4HANA delivered at the start of the project •
Business Process Flows •
Configuration and data already in the system
•
Documentation of processes
•
Step-by-step instruction on how to execute the processes
•
Hands on learning of the best practice processes from project start
•
Allows for tailoring complex
•
Provide a visual communication tool to illustrate processes, incl. Process definition, including Process Step Roles, Input and Outputs are captured as part of the process model Models follow a consistent notation, on process level either swim lanes diagrams or event driven process chains
Test Scrips •
•
Step by step instructions to guide the user through the business scenario using the starter system and existing master data. Many scripts are available in an excel version. Check the downloaded package for available scripts
Business Scenario to Configuration Mapping •
Cross reference of the Business Scenarios with the available Self Service UIs
Tools & Value (Cont inued..)
Business Driven Questions The objective of Business Driven Questions is to help accelerate execution of the Fit-to-Standard workshops and to help drive the critical configuration decisions that impact implementation of an SAP S/4HANA Cloud solution.
•
My Learning Hub Provides a provides a full digital foundation for SAP professional education. It is a cloud-based solution with anytime, anywhere access, which helps professionals, users, or academic students develop and update skills on SAP solutions as needed, including preparation for SAP certification exams. •
Backlog Template •
Provides documentation for delta requirements (required configuration) and gaps.
My Learning Videos •
Step by step demonstrations of key processes via the My Learning application within the SAP S/4HANA Cloud solution. Select the required role to limit the selection.
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Scope and
Scope and configure configure
Migrate, integrate, extend, test
Starter System Q-System
Onboard and deploy
Operate, monitor, support
SAP Acti vate Config uration Appro ach
Pre-Approved “Expert Configuration”
Self-Service “Configuration”
• Template based Configuration Service offered ( only ) by SAP • Incl. in subscription fee of S/4HANA Cloud Editions • Integral part of “Manage My Cloud Solution” • Configuration based on available “Configuration
• For well defined set of topics
i
View solution sco pe
Get a scope summary SAP Best Practices for SAP S/4HANA cloud enterprise edition
– Evaluate which business processes (scope items of the pre-configuration best practices) and which country versions are active in your solution – Display scope items of all activated solution packages or of certain solution packages – Get detailed understanding of the functional scope by scope item
Configure your solution Configuration of standard processes For key users to easily adjust business configuration
– View and adapt configuration settings of your solution – Guided configuration along the deployment phases of the project – Includes only those configuration activities required for the preselected scope – Suitable for adjustments of basic settings, e.g. org structure, master data settings,… – Does typically not change the business process flow
Configure your solution Expert Configuration For SAP Configuration Experts to adjust business configuration & to add new solutions – Configuration beyond the Self Service UIs – Not available to the implementation project team (SAP Service Center Only) – Additional functionality and scenarios possible – Limitations apply especially in the user interface
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Fit to standard based on model company
Scope and configure
cloud
System Landscape
Migrate, integrate, Migrate, integrate, extend, test extend, test
Starter System Q-System
Onboard and deploy
Operate, monitor, support
Migrate Your Data Embedded Data Load Tool Guided Data Migration
– Execute data migration directly out of “Manage your solution” – Data migration objects proposed based on the selected business scenarios – Installed base customers can connect their SAP Business Suite system – New customers take advantage of template based approach
Overvi ew of the Extensi bil ity Capabili ties of SAP S/4HANA Side-by-side extensibility: Learn from the outside, weave external content into your solutions
In-app extensibility: Context-aware extensions, focus on tight integration
+ Key User Extensibility
Custom fields and tables, analytics and forms extensibility
Extensibility based on SAP HANA Cloud Platform
Enable an SAP Fiori and mobile user experience
Integrate with other cloud solutions (e.g., from SuccessFactors and Ariba, both SAP companies) and thirdparty solutions
Take advantage of application services for SAP HANA Cloud Platform (cloud portal, mobile documents, output management, …)
Use a full-fledged development platform to build extension applications (Java, SAP HANA native development)
Change or add business rules and business logic (cloud ABAP Web editor)
Classic Extensibili ty
Full access to ABAP (e.g., Eclipse)
Managed Extensibility
Designed with ABAP programming language to be cloud lifecycle-stable
SAP S4/HANA Cloud Conf iguration Ap proach Project Scope
NON-Standard “Expert Configuration”
Pre-Approved “Expert Configuration”
Self-Service
• Configuration Service offered ( only ) by SAP
“Configuration”
• Based on specifications written/created by SAP and/or Implementation Partner • Template based Configuration Service offered ( only ) by SAP
• NOT included subscription fee of S/4HANA Cloud Editions
• Incl. in subscription fee of S/4HANA Cloud Editions • Integral part of “Manage My Cloud Solution” • Configuration based on available “Configuration
• For well defined set of topics
•
Billable add-on service
•
Case by Case decision with GO or NOGO decision for implementation
• Pre-Requisite • Doesn’t harm existing Best Practice Content or
Test Your Processes Embedded test tool For key users to quickly test business configuration
– Delivers pre-scripted, process oriented test cases for delivered best practice scenarios – Test scripts adapt to current configuration – Tests are independent from underlying data – Documents success of test runs – Supported scenarios
▫ ▫ ▫ ▫
Create or change test plans Run test plans Documentation of test success In case of errors, adapt test data
– Enables automated test runs
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Fit to standard based on model company
Scope and configure
Migrate, integrate, extend, test
cloud
System Landscape
Onboard and
Onboard and deploy deploy
Starter System Q-System P-System
Operate, monitor, support
User Training and Onboardin g
My Learni ng and Learn More apps Quick access to training for project teams and key users – Central access point to learning content – Includes getting started / onboarding content for new users – Allows to choose content by role – Getting Started
▫ Working with the Launchpad ▫ Working with Apps ▫ Configuration & User Management – Role based
▫ Interactive demos – Integration with Learning Hub
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Fit to standard based on model company
Scope and configure
Migrate, integrate, extend, test
Onboard and deploy
cloud
System Landscape
Starter System Q-System P-System
Operate, monitor, Operate, monitor, support support
SAP Enterpris e Support f or Cloud
SAP Enterprise Support f or Cloud Editions • 24x7 mission critical support for priority 1 and 2 issues • Corrective action, such as issue resolution, workaround or action plan proposals, for priority 1 issues • Non-mission critical support for priority 3 and 4 issues during business hours • Support provided in English language only
Support Policy for SAP Cloud Services
Support Coverage • Service level agreements for initial response time, ongoing communication, and corrective action • Incident handling includes a global 24x7 root cause analysis with coordinated escalation procedures across the involved SAP operations, development, and support areas • Refer to “Customer Response Levels” section in Support Policy for SAP Cloud Services to learn more
Technical / Functional Application Errors • Contact SAP’s support team via SAP Incident Wizard and/or the SAP ONE Support Launchpad
SAP Support Offerings
SAP Enterprise Support
SAP Preferred Care
•
The foundation of SAP’s lifetime support offerings is SAP Enterprise Support.
•
It utilizes a remote engagement methodology, with the goal of empowering customers, so you can get the most out of their investment in SAP.
•
With SAP Enterprise Support we are offering different tools, services and methodologies that help you to run simple. ▪
Read more
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The personalized engagement at the heart of SAP Preferred Care keeps you running at peak performance and gives you more time to strategize for innovation.
•
You can deepen your product knowledge, optimize your processes, and enhance issue resolution by working with special SAP contacts.
•
This harmonized, enhanced support extends to users in onpremise and cloud systems. ▪
Read more
SAP Support Premiu m Engagements SAP Digital Business Services
SAP ActiveEmbedded
•
•
SAP ActiveEmbedded delivers a unique combination of on-site services provided by an embedded support team and engineering services performed by professionals worldwide of unparalleled expertise. With SAP ActiveEmbedded we are 100% committed so you achieve 100% success. ▪
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SAP MaxAttention
•
You receive the highest level of support with SAP MaxAttention.
•
SAP MaxAttention provides a strategic partnership for continuous business improvements and co-innovation in a safe manner. ▪
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SAP Value Assurance Service Packages for SAP S/4HANA
•
Quick-start your digital transformation with the SAP Value Assurance service packages for SAP S/4HANA.
•
From planning and foundational implementation to end-to-end setup, service, and support, you can choose the level of service coverage and engagement that works best for you. ▪
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SAP Enterprise Support Academy – delivery formats
Expert-guided implementations (EGI)
Guided-discovery tutorial
Meet-the-expert sessions (MTE)
Accelerated innovation enablement (AIE)
Meet-the-expert replay library
Guided self-services (GSS)
QuickIQs
Continuous quality check and improvement services
Best practices
SAP Learning Hub & SAP Enterprise Support Academy Better together
High-impact, end-to-end enablement for the entir e lifecycle and all types of users
Learn More about SAP Suppo rt
SAP Digital Business Services
SAP Support Portal
•
SAP Digital Business Services: Offerings
•
SAP Support Portal: SAP Implementation Methodologies
•
Digital Business Services: Value Assurance Service Packages
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SAP Support Portal: SAP Support Strategy
•
SAP Support Portal: Support Services
•
SAP Support Portal: Preferred Care for Cloud Editions
•
SAP Support Portal: Release, Upgrade & Maintenance
SAP Enterprise Support •
SAP Enterprise Support Academy
•
SAP Enterprise Support Academy: Value Maps
•
SAP Enterprise Support: Cloud Editions
SAP S/4HANA Cloud Quart erly Release Upgrade Schedul e 1
•
New enhancements announced by product management
•
Visit the SAP S/4HANA Cloud Operations websi te to find up grade sch edule
New enhancements announced by Product the latest SAP S/4HANA Cloud Management
•
Release To Customer (RTC) date
RTC content published on SAP Help Portal, and live webinars hosted by product management are available here.
2 2 weeks for testing business processes in Quality system. • 2 weeks for testing business processes in Quality system. Retesting processes that have been customized (extended) prior to the current release is the customer’s responsibility. • Extensions cannot be transported from Quality system to
Q system upgraded two weeks after RTC
Customizations (extensions) cannot be transported from system QualityProduction system to Production system during during this this time. time.
3 •
Production system upgraded.
Production system upgraded. Extensions can be transported from Q to P. can be transported • Extensions
from Q to P.
P system upgraded two weeks after Q system upgrade
SAP S/4HANA Cloud Detailed Upgrade Proc ess Cloud Services Q System Pre Processing
Upgrade
Uptime with limitation
P System e m i t n w o D
e m i t n w o D
Test phase in Q system, don e by custom er
Test
• Regression tests • New feature tests and implementation in Q system No Extensibility or Business configuration (tools are locked)
System Limitations
- No transports from Q to P - No emergency patches in P system wit h pre qualification in Q system
Schedule (schematically)
Sa
Su
Mo
Tu
We
Th
Fr Sa
Su
Mo
Tu
We
Th
Fr Sa
Su
Mo
Tu
We
Th
Fr Sa
Su
SAP Soluti on and Produ ct Road Maps
Access and download the latest SAP Road Maps
Attend live webinars covering upcoming roadmap and quarterly update demonstrations by product management
Visit the SAP S/4HANA Cloud Operations website to find the latest SAP S/4HANA Cloud upgrade schedule!
SAP ONE Supp ort Launch pad https://launchpad.support.sap.com/
Access detailed technical quarterly release information via SAP Support Portal.
SAP Product Availabili ty Matrix https://apps.support.sap.com/sap/support/pam Access information about quarterly release enhancemen ts/fixes, download relevant software, and access related resources via SAP Product Availability Matrix (PAM)
Revisit SAP Activate Methodology
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E Professional Services Processes & Roles
Transition to SAP S/4HANA Cloud for Professional Services
Transition to SAP S/4HANA
New Impl ementatio n
Option: Initial data load from Legacy or SAP System with DMIS / MWB
SAP S/4HANA On-premise Edition
SAP S/4HANA Cloud Edition
SAP Fiori Legacy Any customers legacy system
SAP S/4HANA Core SAP HANA
System Conversion
SAP Update Manager (SUM) with Database Migration Option (DMO)
SAP GUI
(SAP GUI) / SAP Fiori
*
SAP ERP Cor e AnyDB / SAP HANA
*
SAP S/4HANA On-premise Edition
SAP S/4HANA Core SAP HANA
What
How
Installation and migration
Rapid Database Migration of SAP Business Suite to S/4 HANA (all one step migration, including sFIN/sLOG conversion) using SUM with DMO
Landscape Transfo rmation
Selective Data Migration service (SLO) with SLT
SAP S/4HANA On-premise
SAP S/4HANA Cloud
SAP GUI SAP ERP Core
(SAP GUI) / SAP Fiori
AnyDB or SAP HANA
SAP S/4HANA Core SAP HANA SAP GUI SAP ERP Core AnyDB or SAP HANA
SAP S/4HANA Deploym ent Models
SAP S/4HANA Cloud
SAP S/4HANA Cloud “Public Cloud”
SAP S/4HANA (on premise) Hybrid Scenarios
SAP S/4HANA Cloud, private option
SAP S/4HANA Deploym ent Models
SAP S/4HANA Clou d For enterprises that need a standardized cloud offering primarily covering the core business scenarios of an enterprise or specific business scenarios of lines of business in industries – combined with a quarterly innovation cycle to ensure applications and system functionality is always on the cutting edge. SAP S/4HANA Cloud “Public Cloud” Highly standardized, multi-tenant cloud services covering selected LoB and industry scenarios, and a comprehensive ERP scope. The industry and line of business-specific solutions (including S/4HANA Cloud for Professional Services) are only available through the public cloud.
SAP S/4HANA (on premise) For enterprises across industries that need a deep and broad level of functionality combined with a high degree of flexibility in customization. Hybrid Scenarios Combining on-premise and cloud solutions for IT flexibility and accelerated business innovation.
SAP S/4HANA Cloud, pr ivate opt ion Standardization, TCO and scalability of the cloud combined with the full functional scope, extensibility and geographical reach of the S/4HANA on premise solution.
SAP S/4HANA Deploym ent Models Hybrid Cloud Manufacturing
Private Clou d
HR
Public Cloud
Core Finance
Sales
Hybrid Deployment (on premise + cloud )
Project Services
Landsc ape Transfo Transfo rmatio n Usage Scenarios Scenarios
Busin ess objectives determine determine the level level of integration
Auto Au to no mo us su bs id iar ies
Lateral integration into the enterprise structure
Acquisitions
Headquarters
and Divestitures, Divestitures, Business transformations transformations
Usually services, immaterial goods, R&D running independently from core business
Integrated Integrated s ubsidiaries
Headquarters
Vertical Vertical integration into value chain
Classic subsidiary functions as sales offices, inventory hubs or production facilities
Support of business expansions into new markets/segments
SAP S/4 S/4HANA HANA Depl Deploym oym ent Mod els Appl icat ion s (S/4HANA Enterprise Mgmnt, engines,(users))
SAPHANA (Runtime or Enterprise Edition)
Appl icat ion s (BYOL/subscription)
SAP HANA HANA
ONE Price
ONE Contract
Standardized packages
No modifications
(BYOL/Subscription)
Appl icat ion li cens e sub sc rip ti on Infrastructure
SAP Cloud Platform subscript ion Infrastructure and Services
Appl icat ion Management Manage ment Service
On pre premise mise On premise deployment of S/4HANA S/4HANA will will continue to deliver new innovations, leveraging the potential of inmemory technology and new user interfaces. interfaces.
Custom HEC Individually-sized infrastructure and application management services services and applicati application on management management services services as additional, customer specific option options s to softwa software re licens licenses. es.
Appl icat ion Managem ent Serv ice
Cloud EnterpriseSupport
S/4H S/ 4HANA ANA Cloud
S/4H S/ 4HANA ANA Cloud
Private Privat e Opti Option on
Public Publi c Opti Option on
Standard Standardiza ization, tion, TCO and scalabili scalability ty of the clou cloud d comb combin ined ed with with the the full full func functi tion onal al scope, scope, extensibi extensibility lity and geographic geographical al reach reach of the S/4HA S/4HANA NA on prem premis ise e soluti solution on
Highly standardized, multi-tenant cloud services services covering covering selected selected LoB and industry industry scenarios scenarios and a comprehens comprehensive ive ERP scope
SAP S/4 S/4HANA HANA Depl Deploym oym ent Mod els
SAP S/4HANA Deploym ent Mod els SAP S/4HANA Cloud Deployment Scope
Process Flexibility
On Premise
HANA Enterprise Cloud
Private option
Public option
Full ERP scope
Full ERP scope
Full ERP scope
Core digital business processes
Full process flexibility; Full process flexibility and Full process flexibility; complete configuration scope, configuration options complete configuration scope, extensions within standardized packages; extensions and modifications possible and modifications possible extensions to standard code possible
Guided process flexibility (unique to Public Cloud); extensions to standard code available
Traditional license & maintenance model
Traditional license & maintenance + subscription model
Single subscription contract
Single subscription contract
Customer responsibility
Available as additional, customer-specific options
Standard AMS included in single subscription contract
Included in single subscription contract
Based on support agreement
Customer-specific options
Cloud Enterprise Support
Cloud Enterprise Support
System Governance
Customer
Customer
Shared responsibility
SAP
Management Model
Customer owns all upgrades
Customer owns all upgrades, but can delegate for additional costs
Shared responsibility. Customer is responsible for project and testing.
SAP provides upgrades
End User Access
Web + SAPGui
Web + SAPGui
Web + SAPGui
Web only
Innovation Cycle
Annual
Annual
Annual
Quarterly
SW & DB Licensing
App lic atio n Mg mt & Infrastructure Services Support
Technically same S/4HANA System (Different deployment
S/4HANA Public Cloud
Revisit SAP Activate Methodology
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E Professional Services Processes & Roles
Understand SAP S/4HANA Cloud System Landscapes
S/4HANA Publi c Cloud Experience Trial System (Disc over Phase)
Free 14-day trial Concrete Roles Predefined Scenarios Shared Usage Standard Configuration Click here to start your 14-day free trial
S/4HANA Publi c Cloud – Prepare & Explore Phase
High Level Scope Fit to Standard Analysis Configuration Definition Data Load Preparation
Contract Signed Initial Planning and Preparation Starter System provisioned
S/4HANA Publi c Cloud – Realize Phase
Extensions Integration Customizing
Configure System Test and confirm changes Document end-to-end solution Upload Data
Load Data User
S/4HANA Publi c Cloud – Deploy & Run Phase
Extensions Integration Customizing
Finalize Solution and Processes Conduct Tests Execute Transition and Cutover Plans Switch to Production
Upload Data
Handover to Support User
S/4HANA Cloud – Continuous Innovation
Quality Assurance System
Productive System
Quarterly Shipments ▪
IMPORT TO TEST
▪ ▪
Regular Imports Enhancements Additional Innovations
Bi-Weekly Hotfix Collectio n ▪
Corrections
On Demand Emergency Patches ▪
For critical hotfixes
IMPORT AFTER TEST
Revisit SAP Activate Methodology
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E Professional Services Processes & Roles
Review E2E Professional Services Processes & Roles
SAP S/4HANA Cloud for Professional Services End to End Corporate ERP Processes for the Professional Services industry Business core
SAP S/4HANA Cloud f or Prof essional Services* Business Development / Sales • • • • • • •
Client and engagement acquisition Client insight Relationship management Lead management Deal qualification Opportunity management Bid / Proposal management
Travel Network
Project Services • Project Management (J11)
Contract to Cash
Resource Management (1KC)
Corporate Business Travel Network
Integration + Additional License Optimized Order to Cash
Core Finance Acc ount ing and Clo si ng Operations
Cost Management and Profitability Analysis
Operational Procurement (J13)
HR Connectivity
Invoice and Payables Management (J14)
Employee Central Integration*
Contingent Labor
Supplier Network • •
Supplier Relationship Mgmt Supplier Networks
Integration + Additional License
Talent Supply Chain
Receivables Processing
Streamlined Procure to Pay
Integration + Additional License
Time and Expense Management (J12)
•
Contingent labor management
Integration + Additional License
• • • • • •
Employee central Recruiting Learning Performance management Onboarding Career planning
Integration + Additional License
SAP S/4HANA Cloud for Professio nal Services End 2 End Process Flow
Staff Customer Project
Oversee Reports
• •
•
Find the right resources for the customer project Central or decentral staffing
Financial reports for instance for profitability and project actuals
Start Customer Project •
Review Customer Project
Create header data
• •
Review status of customer project Maintain remaining efforts
End to End Process
Plan Customer Project
Record Time
• • • • •
•
Create work packages Define work items Define roles and efforts Check profitability Define customer billing
•
Consultants record time on customer project Project Manager approves time
Billing and Invoicing •
Service Procurement •
•
Procure external services for customer project •
Project Manager releases billing proposal Billing Clerk creates billing documents Intercompany invoicing supported
Main Roles i n S/4HANA Cloud for Professional Servi ces
Creates project planning Creates financial planning Monitors projects
• • •
•
Creates purchases orders for external and 3rd party resources
•
Create Billing Documents
Purchaser
Project Manager
Assigns suitable resource/consultant to the resource request (project roles) Overview of projects and resource utilization
• •
Resource Manager
Billing Clerk
• •
Executes the assignments/ projects Records times and expenses Key User: Key User Extensibility (1N9)
Employee
Developer: Side-by-Side Extensibility (1RW)
SAP S/4HANA Cloud for Professional Services Relevant SAP Best Practices Processes Project Services
Travel Network •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1)
Event-Based Revenue Recognition (1IL)
Employee Project Manager
Resource Manager
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Project Services Customer Project Management
J11
The Customer Project Management scope item realizes the key steps of the end-to-end process for Project Services. It integrates sales orders with project management, allowing you to create customer invoices for time and expenses - including external services - recorded against a customer project. Invoices can be created on a time and materials basis, a fixed-price basis, or a combination of both or as periodic services. You can also derive contract values and show whether the contract margin is on plan. After the customer invoice is issued, customer payments can be monitored. During period-end closing activities, accounting and financial close activities can be performed. This scope item also supports the analysis of project profitability based on project costs and revenues. Key process steps
Business benefits
• Manage customer projects during planning and execution phase
• Define and manage projects easily
• Maintain work package staffing of customer project
• Staff projects intuitively
• Procure external services for customer project
• Integrate to SuccessFactors Employee Central natively
• Record times for customer project
• Enter employee times easily for all project members
• Maintain customer project billing • Create customer invoices • Analyze customer projects • Perform accounting and financial close activities • Perform period end closing activities
• Record project-related expenses: single source of truth, no aggregates • Decide quickly with cross-project and client reporting • Drill down to all project-related analytics and KPIs flexibly • Manage billing request proposals • Create single customer invoice with all necessary details • Perform fast periodic closing, with no more reconciliation
Project Services Internal Project Management
1A8
Internal Project Management manages the complete end-to-end process of project-based services inside the company. This scope item realizes the main steps of the end-to-end scenario for Project-Based Services focusing on internal project management and costs. It integrates project planning and staffing with core project management functionalities, procurement processes for materials and services, and time recording against the project work items. During period-end closing activities, accounting and financial close activities can be performed. This scope item also supports the analysis of project key figures.
Key process steps
Business benefits
• Manage internal projects during planning and execution phase
• • • • • • • • •
• Maintain work package staffing of internal project • Procure external services for internal project • Record times for internal project • Analyze internal projects
• Perform accounting and financial close activities • Perform period end closing activities
Define and manage projects easily Staff projects intuitively Integrate SuccessFactors Employee Central natively Perform employee time entry for all project members Decide quickly with cross-project and client reporting Drill-down flexibly to all project- related analytics and KPI’s Perform fast periodic closing, with no reconciliation Make predefined processes and business content available Create a baseline of an internal project and compare it with the current one
Project Services Customer Project Analysis
BGI
Customer Project Analysis is an analytical SAP Fiori application built using Analysis Path Framework in SAP S/4HANA embedded analytics. This application provides rich visualization and analysis of customer projects based on margin, revenue, cost, and so on. The application uses several predefined analysis steps such as country, service organization, profit centers, projects, and more. This analytical application is part of the commercial project management business process.
Business benefits • Analyze customer projects and the margins associated • Analyze deeply with predefined steps
Project Services Utilization Analysis
BGJ
Utilization Analysis is an analytical SAP Fiori application built using Analysis Path Framework in SAP S/4HANA embedded analytics. This application provides rich visualization and analysis of utilization rate of employees across several predefined analysis steps such as company, service organization, cost centers, employee details, and so on. This ultimately leads to the analysis of billable versus non-billable employees in commercial project management. This analytical application is part of business process of time recording by employees.
Business benefits • Analyze the employee utilization and the billable versus non-billable associations • Analyze deeply with predefined steps
Project Services Event-Based Revenue Recognition - Project-Based Services
1IL
Postings to relevant account assignment objects leads to revenue recognition calculations. The basis for the revenue recognition calculations includes all document line items that are assigned to the account assignment object. Processes that do not write a prima nota do not result in any real-time revenue recognition postings (for example, changes of plan data do not directly result in revenue recognition postings). If necessary, period-end closing postings (periodic revenue recognition) correct the event-based postings. This scope item covers best guess reporting, as figures are only correct after period-end closing.
Key process steps
Business benefits
• Execute event-based revenue recognition for projects
• Significant change in the underlying method of revenue recognition (available in SAP S/4HANA)
• Adjust revenue recognition • Report project actual data • Report project WIP details (relevant only for Time & Material Projects)
• Adjustment for imminent loss, anticipated sales deductions, and unrealized costs. • Run a simulation. In this app, you can view important project KPIs via semantic tags. • After period-end closing, the posted values are fully correct and no separate settlement is required.
SAP S/4 S/4HANA HANA Clou Cloud d for f or Professi onal Services Relevant SAP Best Practices Processes Project Services
Travell Network Trave •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1 (1M1))
Employee Pr o j ec t Ma Man ag er
Res o u r c e Man ag er
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Project Services Resource Management - Pr Project-Based Services
1KC
For a resource manager, Resource Management for Project-Based Services allows you to monitor and manage resource utilization utilization and the staffing of resource requests for project roles, ensuring optimal resource resource utilization and efficient project staffing. The SAP Fiori apps provided for this scope item allow you to efficiently manage your resources while monitoring incoming resource requests. The apps assist in finding resources with free capacity and assign them to suitable resource requests. Open resource requests that require staffing are displayed, to identify and fill staffing with suitable resources.
K ey p r o c es s s t ep s
B u s i n es s b en ef i t s
• Monitor resource utilization and project staffing
• See an up-to-date overview overview of important KPIs for resources and resource requests • Review available resources and open resource requests • Analyze change in in resource supply and and demand quickly and dynamically dynamically • Provide optimal resource utilization and efficient project staffing
• Track project staffing based on resource request status (for example, as due, overdue, or partially staffed) • Find suitable resources for resource request based on suitability matching • Manage assignments for resources and resource requests
Project Services Utilization Analysis
BGJ
Utilization Utilization Analysis is an analytical analytical SAP Fiori application built using Analysis Analysis Path Framework in SAP S/4HANA embedded embedded analytics. analytics. This application provides provides rich visualization and analysis of utilization rate of employees employees across several predefined analysis steps such as company, service organization, cost centers, employee details, and so on. This ultimately leads to the analysis of billable versus non-billable employees in commercial project management. This analytical application is part of business process of time recording by employees.
Business benefit benefits s • Analyze the employee employee utilization utilization and and the billable billable versus versus non-billable non-billable associations • Analyze deeply with with predefined predefined steps
SAP S/4 S/4HANA HANA Clou Cloud d for f or Professi onal Services Relevant SAP Best Practices Processes Project Services
Travell Network Trave •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1 (1M1))
Employee Pr o j ec t Ma Man ag er
Res o u r c e Man ag er
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Project Services Time Recording - Project-Based Services
J12
The Time Recording for Project Services scenario provides employees a quick entry method for recording time against customer or internal projects. In the time entry sheet, all work packages or work items assigned to the employee are visible from customer or internal projects. Non-billable times can also be entered for full time accountability. As an option, a manager has the possibility to approve the time sheet entries.
Key process steps
Business benefits
• Record actual working times
• Integrate with SuccessFactors - Employee Central natively
• Approve time sheet entries
• Enter times for project members in an easy, intuitive manner
• Transfer time recordings to target components
• Prepopulate work packages assigned to employee in time sheet application for easy selection • Enter nonbillable times
• Ensure high quality of time sheet entries because of approval step • Import new employees easily
SAP S/4HANA Cloud for Professional Services Relevant SAP Best Practices Processes Project Services
Travel Network •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1)
Employee Project Manager
Resource Manager
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Finance Concur - Financial Integration
1M1
Cloud-based travel and expense solutions enable users to plan trips and create expense reports. This information is typically transferred to financial systems for posting. Integration with SAP S/4HANA Cloud enables users to export cost objects such as cost centers, internal orders, and WBS elements, import expense reports and cash advances ready for posting, and export posting confirmations. The integration can be performed as a direct connection or via the SAP Cloud Platform integration service.
Key process steps
Business benefits
• Set up system connection (Middleware optional)
• Process expenses quickly for faster payments
• Export master data (Cost object)
• Get end-to-end, timely visibility into spending —from pretrip plans to final settlement of payments
• Maintain integration of Financial Posting
• Provide successful financial posting and full process transparency on both sides • Save time, optimize resources, and future-proof your investment
SAP S/4HANA Cloud for Professional Services Relevant SAP Best Practices Processes Project Services
Travel Network •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1)
Employee Project Manager
Resource Manager
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Project Services Service and Material Procurement - Project-Based Services Service and Material Procurement - Project-Based Services scope item covers all relevant procurement processes of the professional services scenario. Possible procurement subprocesses are: Service procurement - an external service is ordered. The external service company confirms the purchase order and performs the service. The supplier posts the expenses back. A supplier invoice is created and processed. Material procurement for consumption - a consumption material is requested from a customer or internal project and a purchase order is created and sent to the supplier. The supplier sends the material to the company, and the goods receipt is checked. Finally, the supplier invoice is created and the invoice is paid. Procurement for third-party order processing - a material is ordered by the purchaser of the ordering company for an end customer from a supplier. The supplier ships the material directly to this end-customer. Key process steps
Business benefits
Procure services:
Procure material for c onsumption:
• Create purchase requisition
• Create purchase requisition
• Optimize and streamline procurement process to professional services scenario requirements
• Create and approve purchase order
• Create and check purchase order
• Simplify procure-to-pay, invoice-to-pay
• Send purchase order to supplier
• Send purchase order to supplier
• Confirm service from supplier
•
Post and check goods receipt
• Integrate to the SAP supplier network natively (Ariba Network)
• Post expenses of service
•
Create supplier invoice
• Create supplier invoice Create contracts: • •
Create contract from the scratch Create contract based on purchase
J13
SAP S/4HANA Cloud for Professional Services Relevant SAP Best Practices Processes Project Services
Travel Network •
Project Management (J11)
Resource Management (1KC)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1)
Employee Project Manager
Resource Manager
Employee
Streamlined Procure to Pay Operational Procurement (J13)
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Project Services Sales Order Processing - Project-Based Services
J14
Sales Order Processing - Project-Based Services describes the entire process sequence for the sales order maintenance and the billing process within the project-based services scenario. It includes the billing sub-processes and encompasses the creation of billing documents (invoices), credit memos, manual credit memo requests, and manual debit memo requests. In the invoicing sub process, the leading customer project management process triggers the creation of a debit memo request, which is transformed into a customer invoice. In the credit memo sub-process, a credit memo is created with reference to an existing customer invoice. In the manual debit memo sub-process, a debit memo request is created manually and then sent to billing where a corresponding customer invoice is created. Finally, these processes transfer to the Accounts Receivable process. Key process steps
Business benefits
Create billing documents:
• Streamline sales order processing for project-based services scenario
• Create customer invoices and accounting document
• Control comprehensive billing sub processes: Billing, Credit Memo, and Manual Debit Memo Request
Create credit memo :
• Create credit memo with reference to customer invoice and accounting document Create manual debit memo r equest: • Create manual debit memo request • Create customer invoice with reference to debit memo request and accounting document Create manual credit memo request: • Create manual credit memo request
Project Services Intercompany Processes - Project-Based Services A company has an affiliate company. The affiliate company delivers a service to the ordering company in the course of a customer project. The affiliate company posts expenses and records time on the project. These expenses are transformed into debit memo requests. An intercompany invoice with reference to the debit memo request is created by the delivering company. The intercompany invoice is posted automatically also to the accounts payables of the ordering company.
Key process steps
Business benefits
• Create debit memo requests for intercompany billing based on intercompany travel postings and time confirmation from the delivering company
• Automate intercompany (IC) process with transfer prices
• Create billing document (intercompany invoice) • Post intercompany invoice automatically from company to accounts payables of ordering company
16T
The Role of the Resource Manager in S/4HANA Cloud for Professional Services System Walkthrough Project Services
Travel Network •
Resource Management (1KC)
Project Management (J11)
Time and Expense Management (J12)
(opt.)Corporate Business Travel Network (1M1)
Employee Project Manager
Resource Manager
Employee
Streamlined Procure to Pay Operational Procurement (J13)
• • • •
Gets resource requests Finds & proposes employees for a project Tracks staffing status of requests Tracks on over-/underbooked employees
Purchaser
Invoice and Payables Management (J14)
Billing Clerk
Resource Management for Projects app
Analyze Project Staffing app
Resource Request app
Additional Information
More Informatio n on SAP S/4HANA Cloud Soluti on Package Scope Items
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