ASAP ASA P Methodology for Implementation 7.2 Purpose The ASAP methodology for implementation is a phased, deliverable-oriented methodology that streamlines implementation projects, minimizes risk, and reduces total cost of implementation. ASAP takes a disciplined approach to project management, organizational change management, solution management, and other disciplines applied in the implementation of SAP solutions. The methodology supports project teams with templates, tools, questionnaires, questionnaires, and checklists, including guidebooks and accelerators. ASAP empowers companies to exploit the power of the accelerated features and tools already built into SAP solutions. Benefits of ASAP include: Faster implementations with streamlined and focused methodology More reliable projects, thanks to proven tools, accelerators, and best practices Lower risk More efficient use of resources Reduced costs Effective project management based on Project Management Institute standards
Phases The ASAP methodology delivers the following phases:
1. Project preparation
In the project preparation phase, the project team defines project goals, a high-level scope, and a project plan. Executive sponsorship is secured, and the project standards and organization are set up. The implementation strategy is defined and approved. At the same time, the project procedures, standards, organization, and staffing are finalized. Roles and responsibilities of the entire project team are agreed upon and documented. The objectives of the project are validated, and all initiation activities are documented in the project charter .
2. Business blueprint
During this business blueprint phase, solution and technical designs are documented in the business blueprint. Lead by solution and industry experts from the SAP Consulting organization, a series of structured process workshops are planned and executed to arrive at the “ to-be delivered" SAP enterprise solution. All available documentation for standard, delivered support for SAP business scenarios and all relevant preconfigured support for best practices are reviewed and discussed with SAP experts. All functional and technical requirements, coupled with project issues and gaps, are documented in the SAP Solution Manager application management solution.
3. Realization
In the realization phase, the SAP software system is configured and tested in a number of cycles. Initially, Initially, the baseline configuration, which represents the core business process settings, is performed, tested, and confirmed. This is followed with a series of configuration and development cycles, to implement the entire end-to-end solution. T he solution is tested in a number of cycle tests and in a focused end-to-end integration test. Configuration is documented in SAP Solution Manager. All development such as enterprise services, interfaces, data conversion programs, reports, and any required enhancements are built and documented in SAP Solution Manager. Legacy data conversion programs are created and tested. The production system is installed during realization.
4. Final preparation
Within the final preparation phase, all systems are known to function correctly following the approved integration test. Technically, all integration issues should now be resolved. Detailed transition and cutover plans are created. The customer support organization organization is put in place. The production system is set up with transports and customer data. At the end of this phase, the production system is switched on and business operations start in the new environment.
5. Go-live support
The purpose of the go-live support phase is to move f rom a preproduction environment to live production operation. An easily accessible production support organization organization must be in place to support the end-user community, not just for the first critical days of production operations, but also f or long-term support.
6. Run
The primary goal of the run phase is to ensure the operability of the solution. Operability is the ability to maintain IT solutions in a functioning and operating condition, guaranteeing systems availability and required performance levels to support the execution of the enterprise’s business operations. The recommended starting point of the phase is an assessment of solution operation after the go-live support phase to identify the relevant SAP standards for solution operations to be established or improved in the phase. The central operation platform is SAP Solution Manager, with the documented solution based on the transferred project documentation.
Work Streams The ASAP methodology is structured around the key project work streams that are outlined in the picture below. For each work stream, the methodology lists the number of deliverables that are to be produced in each phase of the project.
The deliverables in later phases leverage or build upon deliverables completed in earlier stages. The roadmap is structured as a work breakdown structure (WBS) that represents a complete list of deliverables that need to be completed by the project team. The ASAP methodology for implementation projects represents a standardized work breakdown structure that provides the foundation for defining implementation implementation project work in a deliverable-oriented, hierarchical manner and managing the project work to completion. ASAP methodology contains a standard set of templates, samples, samples, accelerators, accelerators, guidelines, and checklists for use use by project teams teams in effectively managing and completing SAP solution implementation projects.
SAP – Copyrights and Trademarks SAP – © 2010 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft, Windows, Excel, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. IBM, DB2, DB2 Universal Database, System i, System i5, System p, System p5, System x, System z, System z10, System z9, z10, z9, iSeries, pSeries, xSeries, zSeries, eServer, z/VM, z/OS, i5/OS, S/390, OS/390, OS/400, AS/400, S/390 Parallel Enterprise Server, PowerVM, Power Architecture, POWER6+, POWER6+, POWER6, POWER5+, POWER5+, POWER5, POWER, OpenPower, OpenPower, PowerPC, PowerPC, BatchPipes, BladeCenter, BladeCenter, System Storage, GPFS, GPFS, HACMP, RETAIN, DB2 Connect, RACF, Redbooks, OS/2, Parallel Sysplex, MVS/ESA, AIX, Intelligent Miner, WebSphere, Netfinity, Tivoli and Informix are trademarks or registered trademarks of IBM Corporation.Linu Corporation.Linux x is the registered trademark of Linus Torvalds in the U.S. and other countries.Adobe, countries.Adob e, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries.Oracle is a registered trademark of Oracle Corporation.UNIX, Corporation.UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group.Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc.HTML, XML, XHTML and W 3C are trademarks or registered trademarks of W 3C®, World Wide Web Consortium, Massachusetts Institute of Technology. Java is a registered trademark of Sun Microsystems, Inc. JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, R/3, SAP NetWeaver, Duet, PartnerEdge, ByDesign, Clear Enterprise, SAP BusinessObjects Explorer and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and other countries. Business Objects and the Business Objects logo, BusinessObjects, Crystal Reports, Crystal Decisions, Decisions, Web Intelligence, Xcelsius, and other Business Objects products and services mentioned herein as well as t heir respective logos are trademarks or registered trademarks of SAP France in the United States and in other countries. All other product and and service names mentioned mentioned are the trademarks trademarks of their respective respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. These materials are subject to change without notice. These materials materials are provided by SAP AG and its affiliated companies ("SAP Group") for informational purposes purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in t he express warranty statements accompanying accompanyin g such products and services, if any. Nothing herein should be construed as constituting an additional warranty.
PHASE – 1 : PROJECT PREPARATION
1.
Project Preparation
Purpose The project preparation phase provides initial planning and preparation for the project. Although each project has its own unique objectives, scope, and priorities, the deliverables outlined below assist in completing the initiation and planning steps in an efficient and effective manner.
Work Streams The major work streams for this preparation are: Project management Organizational Organizational change management (OCM) Training Data management Business process management Technical solution management Integrated solution readiness
1.1
Project Management
Purpose The purpose of the project management phase is to provide essential methodology for the requirements planning for and execution/controlling of an SAP software implementation project.
Team Identification, Allocation, and Coordination During subsequent phase start-up activities, the project manager coordinates the allocation of resources identified for the project phase using the project schedule and the resource plan. This ensures the proper timing of resource assignments needed to complete project work. T he project manager validates the participation and ongoing commitment of the steering committee members at the phase start-up. Kickoff Meeting The scale of this task varies with project size and complexity. For small, low-r isk projects, the kickoff meeting may be an informal review of the process by the project sponsor and the program or project manager. For larger projects, you should consider a formal kickoff of the project to achieve a common understanding of the objecti ves of the planning process and to clarify the various participants’ roles. The project manager clearly defines the objectives of each phase kickoff meeting and designs the agenda to achieve that objective. Consider conducting the following types of meetings: Team-focused meetings should be focused on the team to ensure alignment around the work (definition and approach for outputs) to be performed during the phase. Communications-focused meetings should be focused more on communications across the organization, bringing the project sponsor and key stakeholders together to reinforce commitment to the project and raise awareness across the organization. This type of kickoff could be an important part of the project’s organizational change management approach.
The project manager balances these different types of kickoff meetings to ensure that stakeholder time is optimized and project communications needs are met – met – both at a team level and an organizational level. Project Schedule The project manager expands and updates the project schedule. At a minimum, the schedule should include the following components: Phase deliverables and tasks Estimated effort (work) and duration Task dependencies such as predecessors and successors
Scheduled start and finish dates for each task, based on dependencies Task constraints such as must-start-on date, must-finish-on date, and so on Resources assigned to each task
The project manager uses a “rolling wave” approach to schedule development to allow the completion of the s chedule for the entire project.
Inputs Project management is relevant to the entire phase and should start only when the previous phase has been signed off.
Deliverables Deliverables of this deliverable group are:
Phase start-up Executing, monitoring, and controlling of results Project management plan completion Phase sign-off
1.1.1
Phase Start-Up
Purpose The purpose of the phase start-up deliverable is to coordinate the setup of an appropriately sized team and to prepare the team for the activities within the phase. This deliverable ensures the involvement and commitment commitment of the team and other key resources to the project sch edule. It also examines the approach for the specific project phase. Note: The phase start-up for the project preparation phase also includes a handover of information gathered in the pre-implementation project activities. The phase start-up involves: Identifying, allocating, allocating, and coordinating resources for the team and phase activities Creating, expanding, and updating the project schedule for the phase (consider using a “rolling wave” approach to schedule de velopment) Preparing for and conducting a phase kickoff m eeting and starting the phase project work
Inputs The inputs for the phase start-up include information from any previous phase sign-offs. sign-offs.
Deliverables The project management phase start-up generates these deliverables: Allocation of of resources to the project project team for the specific specific phase Updated detailed phase schedule Completed phase kickoff meeting
1.1.1.2
Definition of Project Organization, Roles, and Responsibilities
Purpose The purpose of this activity is to define the organizational structure, roles, and responsibilities of the project team. To compl ete this activity: Review the project charter and scope Identify the project and business process areas to be addressed as part of the project and get a feel for the size of the team Determine the project team structure Review the project team structure with the pr ogram manager for approval Define roles and skills required for team members
Inputs The inputs to this task are: Handover information from the opportunity management phase Work breakdown structure with role assignments from the ASAP methodology roadmap
Subdeliverables The deliverables from this task are defined project organization, roles, and responsibilities.
Additional Information If the project scope includes applications based on service-oriented architecture (SOA), ensure in an early stage of the project that the customer prepares for SOA for SOA readiness. readiness. Further guidance on this topic is provided in Run >> Governance Model for Organization – Optimization >> SOA Readiness (see also the linked node).
1.1.1.3
Phase Resources Allocation
Purpose The purpose of phase of phase resources allocation is a confirmation of resource availability for the particular phase. The resource plan and scheduledetail scheduledetail the resource requirements, but in the start of each phase you need to ensure the proper timing of resource assignments needed to complete project work.
1.1.1.4
Assignmentt of Roles and Responsibilities Assignmen
Purpose The purpose of this deliverable is to identify and select global company and external resources for the project in accordance with the required roles, skills, and responsibilities specified in the preceding task. The assignment of people to roles should also take into account their qualifications and availability for the whole project time frame. Care should be taken to fill these positions with the most capable people in the company. To assign roles and responsibilities: Match company and consulting resources to roles Company personnel need to fill roles on business process teams. The ratio of company staff to consultants used will vary depending on the availability of company resources, program management’s strategy on the use of consulta nts, and funding considerations. During a start-up phase of a global program, the development project typically employs one consultant consultant for every three to four company resources. As the program progresses and knowledge transfer occurs, fewer external resources should be required. External resources are ideally suited to functions that need specialized business process and configuration skills for short durations. Unless IT management is outsourced for strategic reasons, it is advisable to have client IT personnel in the SAP project (see also SAP Customer Competence Center). Otherwise, it is difficult for the corporate enterprise to properly evaluate different IT strategies and technologies. Assign resources to roles
Inputs The inputs to this deliverable are the defined project organization, roles, and responsibilities.
Subdeliverables The subdeliverables are:
The project team organizational chart with assigned people Resources assigned to roles and responsibilities
1.1.1.5
Team Onboarding
Purpose The purpose of this activity is to prepare the onboarding package for external consultants from SAP and partner companies. The triggers for this activity are: Defined milestone plan High-level project schedule Organizational Organizational chart for the project, showing both internal and external resources Definition of the existing SAP landscape Determination of possible premises for the consultants Travel policies and other project guidelines, if available
Inputs The inputs to this activity are assigned roles and responsibilities.
Subdeliverables The subdeliverables from this activity are:
Handover project guidelines (company overview, consultants guidelines, project timeline, and project scope, for example)
Onboarding package
1.1.1.6
Phase Kickoff Meeting
Purpose The phase kickoff meeting helps ensure the involvement of the team and other key resources and their commitment to the project schedule. The meeting is also used to examine the approach for the specific project phase. The scale of this activity varies with project size and complexity. For small, low-risk projects, this may be an informal review of the process by the project sponsor and the program or project manager. For larger projects, consider a formal kickoff of the project to achieve a common understanding of the objectives of the planning process and to clarify the various participants’ roles. The project manager must clearly define the objectives of each phase kickoff meeting and design the agenda to achieve that objective. Consider conducting the following types of meetings:
Team-focused meetings should be focused on team members to ensure alignment around the work (definition and approach for outputs) to be performed during the phase. Communications-focused meetings should be focused more on communications across the organization, bringing the project sponsor and key stakeholders together to reinforce commitment to the project and to raise awareness. This type of k ickoff could be an important part of the project’s organizational change management approach.
The project manager balances these different types of kickoff meetings to ensure that stakeholder time is optimized and project communications needs are met -- both at a team level and an organizational level.
Inputs The inputs for the phase kickoff meeting include information from any previous phase sign-offs. sign-offs.
Subdeliverables This step generates:
Project team ramp-up training (ideally conducted before the blueprint phase) Allocation of of resources to the project project team for the specific specific phase Updated detailed phase schedule Completed phase kickoff meeting
1.1.2
Project Initiation
Purpose The purpose of this project initiation deliverable is to formally recognize that a new project exists. It supports the decision to accept the project, align stakeholders – stakeholders – such as clients, customers, and SAP management – management – around a project and its scope, provide updated information for planning, and obtain a commitment to proceed. It ensures alignment between SAP, the customer’s strategic direction, and the satisfactio n of operational requirements.
Inputs The inputs to this activity are:
Implementation project phases and deliverables SAP solution map and/or SAP business scenario map (output from Solution Composer) Implementation effort estimates based on work packages Final project calculation (PPM) Results of risk assessment in the form of a risk profile statement Definite staffing assumed and availability verified Proposal documents Value-based solution scope High-level technical architecture Delivery model drafted according to ISD guidelines Business case and/or CVA (optional)
Deliverables The deliverables generated from this activity are: Project charter Scope statement Business case Schedule for project planning Project manager agreement
1.1.2.1
Business Case
Purpose The business case identifies expected benefits and balances them against the strategic direction and costs. It provides the economic justification for the proposed project and documents how and when the investment will be profitable for the customer. Information included in the business case is the essential business reason for this project, the costs, and the benefits. The business case is a key input for the Value Roadmap.
Inputs In creating the business case, consider the following inputs:
Section
Key Content
Objective
What business need the project is solving
Problem and Opportunity
“As“As-is” situation
Proposed Resolution
“To“To-be” situation
Inputs
Customer business case SAP business case, value assessment, orbusiness assessment
SAP collaborative value assessment
Statement of work (SOW)
Proposal
Strategic Alignment
Customer business strategy and technical strategy
Benefits
Tangible and intangible benefits
Customer business case SAP business case, value assessment, orbusiness assessment
SAP collaborative value assessment
Customer business case
SAP business case, value assessment, orbusiness assessment SAP collaborative value assessment SAP value map from the SAP Value Delivery Management portfolio of services
Investment Appraisal
Dependencies
Cash inflows
Cash outflows
Discount rate
Geographic and organizational scope – scope – people, associated locations, languages, and organizations affected or impacted by the proposed solution
Affected Systems
System scope – scope – systems and associated locations affected or impacted by proposed solution
Stakeholders
Starting with C-Level management
Customer business case SAP business case, value assessment, orbusiness assessment
SAP collaborative value assessment
Customer business case
SAP business case, value assessment, orbusiness assessment
SAP collaborative value assessment
SAP value map
SOW
Proposal
Customer business case
SAP business case, value assessment, orbusiness assessment
SAP collaborative value assessment
SOW
Proposal
Company fact sheet
SAP value map
SAP has developed two platforms to accelerate the creation and development of project business cases: SAP Value Lifecycle Manager and SAP Benchmarking program. SAP’s Value Lifecycle Manager (VLM) is an online business-case business -case building platform with over one million datapoints (best practices and value drivers) covering more than 70 sub-industries. VLM has industry and solution specific Business Case templates that can significantly reduce the effort required to complete the analysis and produce a deliverable. SAP’s SAP’s Business Performance Benchmarking was developed in conjunction with users groups and industry associations, the program identifies KPIs and best practices that can be deployed to help companies diagnose business performance and to develop high-impact recommendations for improvement. Established in 2004, SAP’s initiative is now one of the largest benchmarking programs in the industry, inclu ding more than 10,000 participants from more than 3,000 companies.
Subdeliverables This activity generates a reviewed and approved project business case that is documented and communicated to the project team. It also provides the foundation for value based scoping or value roadmap. A Value Roadmap aligns the project scope and implementation sequence to operational and strategic goals optimizing time-to-value.
If It Is Not Done The business case is the central controlling instrument for value delivery during the project. If this step is skipped, the primary business objectives and customer expectations cannot be measured at the end of each project phase. It is important for customers to assess their business objectives during the review of project deliverables at the end of each phase closure and realize that their expectations are being met. W ithout a business case there would not be a record if the project was successful based on the value dimension and there is a high risk that the full value potential of the project cannot be reached.
Additional Information For further information, refer to:
Business Transformation Services group services: business case, value assessment, and business assessment service; collaborative value realization service; and value roadmap SAP value engineering tools and services: SAP Value Lifecycle Manager, SAP Benchmarking Program and collaborative value assessment service ® PMBOK Fourth Edition, Chapter 4, Project Integration Management ®
Adapted from PMBOK Fourth Edition, Chapter 4, Project Integration Management © 2008 Project Management Institute
1.1.2.2
Project Charter
Purpose The project charter is charter is developed by reviewing documents from the pre-project negotiation process and through interactive meetings with the customer to facilitate an understanding of the project’s goals, b usiness case, external assumptions, and constraints. The project charter clearly and explicitly defines the objectives of the proposed project, analyzes all possible benefits, and quantifies benefits in financial t erms. This information and supporting documents align key stakeholders around the strategic intent of the project.
Inputs When creating the project charter, consider the following inputs:
Section Project Overview
Key Content
Project Scope
Project Objectives
Deliverables
Current, “as“as-is” situation and business needs Proposed resolution, “to“to -be” situation, and highhigh level summary of what the project will deliver from an organizational, organizational, functional, technical, and geographic point of view Characteristics Characteristics of the solution or service that the project was undertaken to create; note out-ofscope organizational, functional, process, and development objects (such as data cleansing), and technical applications
SMART (specific, measurable, attainable, relevant, and time-bound) aims of the project derived from requirements, benefits, project needs, and measures of success aligned to corporate and organizational strategies and the project goal Produced by the team to ensure project success
Summary of justification for project, return on investment (ROI) and related key performance indicators (KPIs)
Value Based Roadmap
Proposed sequence of projects and programs that is required to achieve strategic and operational goals and optimize the time to value
Total Estimated Project Costs
Estimated total project costs through closing
Project Planning
The approach selected for the project based on the analysis of solution options during the evaluation phase A summary level schedule (chart or graph) with highlevel dates that identifies the major ASAP methodology milestones related to phases and value delivery
Project Stakeholders
Persons or organizations actively involved in the project or whose interests may be positively or negatively affected by execution or completion of the project
Assumptions
Factors that are considered to be true, real, or certain without proof of demonstration and project limits
Constraints
Risk Assessment
Approval
Project business case
Statement of work (SOW)
SOW
Proposal
SOW
Proposal
Overall project goal
Business Case Summary
Implementation Strategy
Inputs
Factors that limit options and are beyond the control of the project team, resulting in a state, quality, or sense of being restricted to a given course of action or inaction Factors that may have a negative impact on the project Approval from the program program sponsor – – the key individual, person, or group that provides financial resources to the project
SOW
Proposal
Project business case
Project business case
Project business case
On-going initiatives
SOW
Proposal
Project business case
Proposal
Prestudy
SOW
Proposal
Project business case
SAP value map from the SAP Value Delivery Management portfolio of services
SOW
Proposal
Project business case
SAP value map
SOW
Proposal
Project business case
SAP value map
Proposal
SAP risk assessment
Signatory authorization
Subdeliverables This activity generates a reviewed and approved project charter that is documented and communicated to the project team.
If It Is Not Done If you skip this step, the project is not formally approved by the customer sponsor and the project manager is not authorized to apply organizational resources to project activities.
Additional Information Assess whether whether the customer has existing: Organizational Organizational policies and procedures, standard product and project lifecycles, and quality policies Standardized guidelines, work instructions, and proposal evaluation criteria Guidelines and criteria for tailoring the organ ization’s set of standard processes to satisfy the specific needs of the project Organizational Organizational communication requirements, such as record retention and security requirements Procedures for issue and defect management, including controls, identification and resolution, and action item tracking Change control procedures, including the steps by which the company m odifies, approves, and validates official company standards, policies, plans, and procedures as well as project documents Risk control procedures, including risk categories, probability definition and impact, and probability and impact matrix
®
For further information, refer to PMBOK Fourth Edition, Chapter 4, Project Integration Management. ®
Adapted from PMBOK Fourth Edition, Chapter 4, Project Integration Management © 2008 Project Management Institute
1.1.2.3
Scope Statement
Purpose The scope statement facilitates an initial understanding of the project scope and associated project-related assumptions and constraints. The project scope statement evolves through the initiation and planning of the project and clearly and explicitly defines the deliverables of the proposed project. This information and supporting documents align key stakeholders around what the project is going t o deliver.
Inputs In completing the scope statement, consider the following inputs:
Section
Key Content
Project Goal
“To“To-be” process – describing the overall goal to be achieved by the project
Solution or Service Description
Detailed summary of organizational, functional, development, technical, geographic, and language scope
Project Requirements
Documentation of the capabilities or conditions that must be met by the project
Project Objectives
Deliverables
Customer strategies (corporate and organizational) organizational) aligned with project goals Key deliverables produced by the team to ensure success
Project Boundaries
List of specific systems (SAP and customer applications) within the project scope
Out of Scope
Notation of out-of-scope organizational, functional, process, and development objects (such as data cleansing for conversions), and technical applications
Project Assumptions
Project Constraints
Items or factors that are considered to be true, real, or certain without proof of demonstration and project limits Factors that limit options and that are beyond the control of the project team, resulting in the state, quality, or sense of being restricted to a given course of action or inaction
Inputs
Project business case
Project charter
Statement of work (SOW)
SOW
Proposal
Validated Business Case
Proposal
SOW
WBS
SOW
SOW
Proposal
SOW
Proposal
SOW
Proposal
Project Risk Assessment
Risks that may have a negative or positive impact on the project
Implementation Strategy
Description of the ASAP methodology and approach for implementation
Initial Work Breakdown Structure (WBS)
Decomposition Decomposition of deliverables
Project Organization
Project organizational chart of individuals and organizations that have specific roles in the project team
Acceptance Criteria Criteria
Scope verification process
Scope management plan
Schedule Milestones
Key project milestones and dates
SOW
Order of Magnitude Project Costs
Estimated total project costs through closing
SOW
Business Benefits
Validated business benefits associated with the implementation program
Configuration
The approach for documenting product
SOW
Risk register
SOW
ASAP methodology description WBS Human resource management plan
Validated Business Case (including Value Maps, Value Enablers, KPIs, PPIs) Integrated change control plan
Management Requirements
characteristics characteristics and integrated change control
Project Costs Needed to Proceed
Estimated project costs required to move to the next phase
Approval
Approval from customer customer project sponsor, sponsor, customer key stakeholders (if applicable), customer and SAP project management team, and customer and SAP team leads to manage organizational, functional, development, technical, and geographic scope in the next phase of the project implementation
Project cost and effort estimate Signatory authorization
Deliverables This step generates a reviewed and approved scope statement that is documented and communicated to the project team, enabling integrated change control.
1.1.2.4
Schedule for Project Planning
Purpose The schedule for project planning covers all project planning activities for the entire project, including identification of milestones, quality gates, and end dates, as well as estimated costs and budgets. The schedule for project planning includes all scheduled tasks, resources, and start and end dates for all activities that will be performed during the planning of the project. The project manager builds on this schedule during subsequent planning activities, using a “rolling wave” approach. Schedule Development (Rolling Wave) During the project preparation phase, the team details the schedule that takes team members through to the end of thebusiness thebusiness blueprint phase only (that is, the planning phase approval checkpoint). Activities in later phases are defined and scheduled during the business blueprint phase, using a rolling wave approach, which enables the completion of the schedule for the entire project. Using this approach, the planning team develops schedule details for the next phase (for example, the realization phase) phase) and schedules subsequent phases. Replanning points are scheduled toward the end of each phase (as detailed information for the next phase becomes available) to update the schedule in preparation for the next phase.
Inputs The inputs to the schedule for project planning are:
Project charter Scope statement
Subdeliverables This step generates the detailed project schedule. schedule.
1.1.3
Project Management Plan
Purpose The purpose of the project management plan definition deliverable is to develop the project management plan and the subsidiary plans on the basis of the project scope defined in the project charter . This includes the development of the project schedule, the budget, and appropriate updates to the business case. case. The project management plan is a comprehensive document (or collection of documents) that includes the schedule, cost information, monitoring/controlling monitoring/controlling plans for each of the nine knowledge areas of the project management body of knowledge (PMBOK), and other information, as appropriate. The subsidiary management plans developed for each of these areas provide the foundation to support the consistent application of project management practice: Integrated change control provides a method of controlling and monitoring project changes. Change is defined as any activity that alters the scope, schedule, deliverables, value, or costs of the project. The issue management procedure provides a method of m anaging and resolving project issues. An issue is a situation, action, problem, or question arising during the project, that the project team cannot resolve efficiently or effectively. The scope management plan outlines the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project. The scope management plan elaborates on sections of the project management plan that pertain to the functions of scope management. The time management plan outlines the processes required to ensure timely completion of the project. It elaborates on sections from the project management plan that pertain to the functions of time management. The cost management plan outlines the processes required to plan, estimate, budget, and control project costs. It elaborates on sections of the project management plan that pertain to cost management.
The quality management plan outlines the specific organization, processes, and services needed to ensure quality on the project. It elaborates on sections of the project management plan that pertain to quality management. The human resource management plan outlines the processes required to staff, organize, and m anage the project team. It elaborates on sections of the project management plan that pertain to human resource management. The communication management plan outlines the processes required to ensure timely generation, distribution, storage, and retrieval of project information. It elaborates on sections from the project management plan that pertain to communication management. The risk management plan defines how risks are identified, analyzed, review, and managed. It describes how often risk reviews are conducted. The project contract inventory contains all contractual agreements with product and service providers for the project. For an implementation project, this may include contractual arrangements with hardware providers, organizational change management, training, hosting, off-shore delivery, and application management service providers, for example.
Inputs This deliverable includes the following inputs:
Project charter Handover from proposal or preproject activities Statement of Work (SoW) Customer policies, procedures and guidelines Assigned roles and responsibilities Stakeholder Analysis Applicable templates
Deliverables This deliverable generates the following outputs:
Project management plan and subsidiary plans Project schedule Project budget
Additional Information ®
For further information, refer to PMBOK Fourth Edition, © 2008 Project Management Institute
1.1.4
Executing, Monitoring, and Controlling of Results
Purpose In directing and managing project execution, execution, the project managers and the project team perform multiple actions to execute the project management plans to accomplish the work defined in the project scope statement. statement. In executing project work, the project team:
Performs activities to accomplish project objectives Expends effort and funds to accomplish project objectives Staffs, trains, and manages the project team members assigned to the project Obtains, manages, and uses resources Implements and executes the planned methods and standards Creates, controls, verifies, and validates project deliverables Manages the scope of the approved work Manages risks and implements risk response activities Manages issues to closure Adapts approved changes to the scope, plans, and project environment Establishes and manages internal and external communications Collects project data and reports progress and performance
In monitoring and controlling project work, the project team:
Compares actual project performance against the project management plan Assesses performance to determine whether corrective or preventative actions are needed Monitors and controls project risks Provides metrics to support progress and performance reporting and forecasting Monitors implementation of approved changes
Management plans developed during the project preparation phase (see “Project Management Plan Definition”) guide the team's approach to management, execution, and control of project activities. The project m anager is responsible for ensuring that management plans are applied at the appropriate level of control.
Inputs The inputs to the executing, monitoring, and controlling of results are: Project initiation documents The project initiation documents (business case, project charter, project scope statement) describe the project in terms of o bjectives, scope, stakeholders, and project influences (risks, assumptions, and constraints). Management plans The management plans detail specific activities for each of the nine project management body of knowledge (PMBOK) areas. These plans provide the foundation to support the consistent application of project management methods across the SAP project organization based on the project scope. Project schedule The detailed project schedule defines the work to be performed, what resources and associated time commitments are required for the
project, and its phases. The work breakdown structure (WBS) is the f oundation for the schedule and documents the deliverables to be produced as part of the project. The resource and t ime commitment estimates can be used to calculate end dates and costs. Project budget The project budget outlines all of the costs associated with the project, including labor, hardware, software, contracting fees, and facilities. Project charter
Deliverables The outputs of this deliverable are: Project performance reports, including: Team member status reports Project status reports Executive status reports Quarterly operations reviews Project budget updates Approved change requests Change control log updates Issue log updates Refined WBS and WBS dictionary Project schedule and blueprint workshop schedule Requests for change Scope statement updates Scope verification matrix updates Project schedule updates Risk register updates Communication Communication m atrix updates Team member evaluations (non-SAP resources) Team member appraisals (SAP resources)
Additional Information ®
For further information, refer to PMBOK Fourth Edition, Chapter 4, Project Integration Management. ®
Adapted from PMBOK Fourth Edition, Chapter 4, Project Integration Management © 2004 Project Management Institute
1.1.4.1
Project Performance Reports
Purpose Throughout the project, a number of project of project performance reports need to be produced for different purposes and audiences, as defined in theproject theproject communication plan. plan.
Inputs The inputs to project performance reports are:
Communication Communication m anagement plan Interim team member status reports Interim project team status reports Interim project status reports Interim executive status reports
Subdeliverables This step generates:
Team status reports, using the team status report template Project status reports, using the project status report template Program status reports, using the status report program template
1.1.4.2
Project Budget
Purpose The project budget, including monitoring and control , outlines all costs associated with the project, including labor, hardware, software, contracting fees, and facilities.
Inputs The inputs to the project budget are:
Project charter Cost management plan
Subdeliverables The outputs of a project financial management tool are: Detailed information on contracting fees and associated travel expenses Approved project project budget baseline
1.1.4.3
Change Request Log Updates
Purpose A consistent, comprehensive approach approach to managing the lifecycle of a potential potential change is is a critical component component of an integrated integrated change control system. The change request form enabling the change control procedure must support the multiple levels of analysis and approval required to deal with a requested change. For tracking purposes, all change requests are logged in a change request list. list.
Inputs The change request form supports the execution of the integrated change control procedure. procedure.
Subdeliverables This step generates:
Disposition of change requests in accordance with the integrated change control process. Updated change request list
Additional Information When dealing with change request management for the implementation project, it is recommended that you define operational change management procedures. Further guidance on this topic is provided in Run >> Change Management >> Change Request Management/Change Control Management (see also linked nodes).
1.1.4.4
Issue Log Updates
Purpose A consistent, comprehensive approach approach to managing project issues is is a critical component component of an effective effective project management management system. The SAP Solution Manager application Manager application management solution (or an issue log, if SAP Solution Manager is not available in your project) supports the issue management procedure by enabling the multiple levels of analysis and decision making required to deal with an issue. The issue report in SAP Solution Manager (or issue log) is a formal record of all issues raised for the project. Effective issue management involves the appropriate level of management making decisions on issues and tracking progress on issue resolution in accordance with the project issue management procedure. procedure. The issue log is formally closed out with other project controlling documentation documentation during project completion activities.
Inputs The SAP Solution Manager or issue log supports the execution of the issue management procedure.
Subdeliverables This step results in the disposition of project issues in accordance with the issue management procedure.
1.1.4.5
Work Breakdown Structure and Dictionary
Purpose The work breakdown structure (WBS) is a deliverable-oriented, hierarchical decomposition of the work to be executed by the project team to complete the project. It is the basis for the organization and coordination of the project. A WBS consists of W BS elements that describe project tasks and subtasks to perform within a defined time period.
Inputs The inputs to the WBS are:
Project charter Statement of work Business case and value map (if available) Scope management plan template WBS template (from the opportunity management phase)
Subdeliverables This step generates a reviewed and approved first WBS as well as a W BS dictionary, which are documented and communicated communicated to the project team.
If It Is Not Done Skipping this step limits visibility and control in m anaging scope and integrated changes; this can adversely impact the schedule, budget, value, and quality of the project.
Additional Information ®
For further information, refer to PMBOK Fourth Edition, Chapter 5, Project Scope Management. ®
Adapted from PMBOK Fourth Edition, Chapter 5, Project Scope Management © 2004 Project Management Institute
1.1.4.6
Project Schedule and Blueprint Workshop Schedule
Purpose The detailed project schedule defines the work to be performed, the resources and associated time commitments required for the project, and the phases of the project. The work breakdown structure (WBS) serves as the foundation for the schedule and deliverables to be produced as part of the project. At a minimum, the the schedule should should include: Deliverables and tasks for the current phase Estimated effort (work) and duration Task dependencies (such as predecessors and successors) Scheduled start and finish dates for each task, based on dependencies Task constraints (such as must-start-on date and m ust-finish-on date) Resources assigned to each task High-level schedule for subsequent phases The project manager further elaborates this schedule during subsequent planning activities, using a “rolling wave” approach. Use the time management plan template, template , in consultation with the customer project manager, to define an appropriate time management plan for the project.
Inputs The inputs to the project schedule are:
Time management plan template Project charter Project scope statement WBS template (from the opportunity management phase) Customer policies, procedures, and guidelines
Subdeliverables This step generates a refined time management plan with a blueprint workshop schedule.
Additional Information ®
For further information, refer to PMBOK Fourth Edition, Chapter 6, Project Time Management. ®
Adapted from PMBOK Fourth Edition, Chapter 6, Project Time Management © 2004 Project Management Institute
Project Risk Register Updates
1.1.4.7 Purpose
The purpose of the project risk register is register is to document the risks affecting a project and the strategies chosen by the project team to manage them. The project risk register details the following information (note that this is not an exhaustive list of all project risk data types): Basic project information including project name, customer name, project purpose, and key participants Risk title (name) Condition Indicator Consequence Impact Owner Expected loss Response type etc.
Inputs The inputs to the project risk register update are:
Project management plan Risk management plan Project risk list with identification of risk m anagement roles (responsible, accountable, consulted, informed)
Subdeliverables This step generates the project risk register update, a comprehensive view of project risk, impact, and response strategies adopted by the project team.
If It Is Not Done If the project risk list is not created and managed, the project team will not have a complete picture of project risks, impacts, and response strategies. The lack of this important d ocument will likely result in cost overruns, project delays, and customer dissatisfaction due to ineffective responses to risks.
1.1.4.8
Communication Matrix
Purpose Throughout the project, as more is known, the communication matrix should be reviewed and updated. The communication matrix documents the project team’s approach to communication. It captures the analysis completed as part of communications communications planning and serve s as a tool to guide the project team throughout the project. The matrix holds the following information for each communication:
Communication Communication reference number
Target audience (stakeholder) analysis, including: o o o
Audience How the audience is impacted How the audience will be engaged
Communications Communications planning, development, and delivery, including:
o
Communication event
o
Message intent
o
Timing
o
Vehicles
o
Sender
o
Feedback mechanism
o
Comments
Project communication typically falls into one of two primary categories: internal project communications communications or stakeholder comm unications.
Inputs The inputs to the communication matrix are:
Communication Communication management plan
Stakeholder analysis
Subdeliverables This step generates a reviewed and updated communication matrix.
1.1.4.9
Team Member Evaluations and Appraisals
Purpose As part of the human resources management management of the project, the project manager manager manages and develops develops the team, including including evaluating performance. You should introduce the concept of team member evaluations and appraisals when new members join the team, to discuss performance development opportunities opportunities and objectives for the individual while on the project. This information needs to be recorded for reference and reviewed during a final meeting before the team member leaves the project.
Inputs The inputs to team m ember evaluations and appraisals are:
Additional appraiser appraiser template Feedback from the customer program manager, project manager, and subproject manager
Subdeliverables This step generates internal and external appraisals.
Project Standards
1.1.5
Purpose Project standards provide a consistent means of executing and governing project work in an efficient and effective manner. Their key objective is to identify, define, approve, and communicate standards related to project execution. Project standards are elaborated throughout the project initiation and planning phases. During the project preparation phase a subset of the project standards must be defined, approved, and communicated to the project team. Communication of project standards should be included in project onboarding communications communications and phase start-up meetings. Given the integrated nature of project standards, changes must be managed in accordance with the integrated change control procedure. procedure.
Inputs The inputs to project standards are:
SAP Solution Manager usage guidelines Business process modeling standards Initial development management standards SAP Services deployment plan Software system configuration standards Enhancement and modification standards Support package and upgrade standards Change request and transport m anagement standards Test management standards Postimplementation Postimplementation service and support standards Enterprise service standards Composite application design and development standards
Subdeliverables This step generates documented, approved, and communicated project standards in accordance with the integration management plan. plan.
Additional Information SAP has defined the following ALM processes. More information on these processes can be found at SAP Service Marketplace (http://service.sap.com/ALM).. (http://service.sap.com/ALM) Find below a high level mapping of ALM phases and SAP Standards for Solution Operations. ITIL ALM Phase
SAP ALM Process
Requirements
Solution Documentation
Solution Documentation
Solution Implementation
Test Management
Design
SAP Standard for Solution Operations
Template Management
Build & Test
Deploy
Test Management
Test Management
Change Control Management
Change Management (Change Request Management, Change Control Management)
Application Incident Incident Management
Technical Operations
Incident Management Remote Supportability Root Cause Analysis System Administration System Monitoring Root Cause Analysis
Business Process Operations
Exeption Handling & Business Process & Interface Monitoring Job Scheduling Management Data Integrity and Transactional Correctness Data Volume Management
Maintenance Management
Change Management
Operate
Landscape Transformation Optimize Upgrade Management Not assigned
1.1.5.1
Change Management Upgrade Data Volume Management Security
SAP Solution Manager Usage Guidelines
Purpose The purpose of the SAP Solution Manager usage guidelines deliverable is to define and set up a structured way for the SAP Solution Manager application management solution solution to support a standard SAP implementation project to the best effect in the preparation phase. The SAP Solution Manager usage guidelines include include the setup of a project in SAP Solution Manager and provide the project team with the definition of fundamental project standards including naming conventions, document types, status values, and authorization concepts.
Inputs The inputs for the SAP Solution Manager usage guidelines are:
Project team organization Project standards System landscape
Subdeliverables This step sets up the project in SAP Solution Manager, including a definition of project standards.
Expected Results By completing the SAP Solution Manager usage guidelines subdeliverable correctly, correctly, the project will gain a fundamental basis for standards in the project and align them to SAP Solution Manager.
Additional Information The SAP Solution Manager usage guidelines refers to document types and corresponding templates to be used in SAP Solution Manager. These can be found in an attached accelerator. When defining documentation standards for various documentation needs during the implementation project (for example, project documentation, configuration documentation, documentation, enhancement and modification documentation) it is recommended that you define and prepare for as well as crosscheck the SAP standards for solution operations. operations. Further guidance on this topic is provided in Run >> SAP A pplication Management Management >> Solution Documentation (see also linked nodes). Furthermore you find one service link to “Expert Guided Implementation.” Expert -guided implementation is a new optimized, short-term setup service to configure basic settings for SAP Solution Manager without long-term, in-house consulting. This service balances the combination of training, practical experience, and expertise on demand and allows customer to create ready-to-use baseline functionality for implementation of end-to-end solution operations.
1.1.5.2
Business Process Modeling Standards
Purpose The purpose of business of business process modeling standards is to have a standard approach for executing process modeling. SAP provides a standardmodeling standardmodeling handbook, handbook, which delivers the rules for process-oriented analysis and design. design. This handbook is meant as a general guideline for everybody who does work on either: Process modeling Service modeling
The modeling handbook also gives information about the integration between: ARIS software software and SAP Solution Manager Manager ARIS and the Enterprise Enterprise Services Repository Repository (ES Repository) Repository)
The handbook provides comprehensive definitions and is strictly focused to deliver process modeling guidelines that are clear and directly applicable in project work. The process modeling tool used for the modeling guidelines is ARIS; it should be seen as an example. Thus, the definitions, shapes, and stencils provided can be transferred to any other process modeling tool easily; an example is given for Visio. Please view the SAP Modeling Handbook on Handbook on the Business Process Expert (BPX) community Wiki site.
Inputs The inputs to the business process modeling standards are:
Project scope Basic business scenario Process inventory
Subdeliverables This step generates: Business scenario documents Business process documents Process flow diagrams By completing the business process modeling framework deliverable correctly, the project gains a fundamental basis for process modeling and service modeling standards.
When defining business process modeling standards, it is recommended that you define and prepare for as well as cross -check the SAP solution documentation: SAP standards for solution operations with respect to business process modeling. Further guidance on this topic is provided in Run >> SAP Application Management >> Solution Documentation (see also linked nodes).
1.1.5.3
Initial Development Management Standards
Purpose With the increasing number of systems and technologies, the complexity of IT solutions is rising. The key to successful landscape planning and operation is an accurate and complete description of the solution landscape itself with all business processes. All reporting is based on t his fundamental information. As part of SAP’s standards standards for end-to-end end-to-end solution operations, the standard for solution documentation describes in general how customers achieve the required transparency of their SAP solution. On one hand, minimal documentation as described in this subdeliverable lays the ground for leveraging many operations support functions offered via SAP Solution Manager (for example, identifying affected custom business processes or customizing change requests). requests). On the other hand, it is important to have the documentation in a standardized location and format to ensure the optimal delivery of SAP support services. To enable SAP to deliver services for custom projects especially, a minimum amount of documentation documentation is required. This subdeliverable describes describes the required content of this documentation as well as the tools and formats to be used to deliver it.
Inputs The input to initial development management standards are the best practices and recommendations for SAP custom development standards.
Subdeliverables This step generates customer-agreed standards for custom development. By completing the deliverable correctly, the project gains guidelines for creating custom development documentation, enabling future services and upgrades.
Additional Information When defining documentation standards for various documentation needs during the implementation project (such as project docum entation, configuration documentation, documentation, and enhancement and modification documentation), it is recommended that you define and prepare for as well as cross-check the SAP solution documentation: SAP standards for solution operations. Further guidance on this topic is provided in Run >> SAP Application Management Management >> Solution Solution Documentation Documentation (see also linked nodes).
1.1.5.4
SAP Services Deployment Plan
Purpose Managing complexity complexity,, risk, and costs as well as skills and resources is at the heart of implementing mission-critical support for SAP-centric solutions. The complexity rises even further with the trend of out-tasking and outsourcing process components. To help customers manage their SAP-centric solutions, SAP provides a comprehensive set of standards for solution operations. Out of this set of standards, the system administration standard describes processes for the administration of SAP -centric solutions. The term “system administration” encompasses all activities that ensure the successful, long -term operation of a solution from a technical perspective. The range of activities that can be included in the broadest sense of system administration is therefore very extensive. As usual in this context, the main areas of system administration are treated separately. Procedures for data management, change management, and incident management, for example, are explained in separate documents. This document provides an overview of the various regularly-occurring standard system administration tasks and associated tools. Over the course of evolving to service-oriented architecture (SOA) solutions, vertical system administration administration based on a technical system gives way to horizontal system administration based on processes. Consequently, the different subject areas in system landscape administration must be combined and provided in a central location. The platform for this is SAP Solution Manager.
Inputs The input to the SAP Services deployment plan is the SAP Services deployment process.
Subdeliverables This step generates:
SAP Services deployment plan
System administration guidelines
By completing the SAP Services deployment plan correctly, the project gains guidelines for deploying system administration services.
1.1.5.5
Software System Configuration Standards
Purpose The purpose of the software system configuration standards subdeliverable is to establish standards for SAP software system configuration for those who perform initial configuration setup. setup. The system configuration is a crucial part of SAP software implementation, implementation, so only selected groups should have access and authority to make any changes to the SAP software configuration. The defined standards must follow the SAP installation guides and best practices but should also take into account already established principles for existing systems. Software system configuration standards must provide guidelines for software installation as well as specifications for the initial system administration and system m onitoring configurations.
Inputs The inputs to the software system configuration standards from the project are: Project standards guide Standard installation guides and best practices guides
An overview of the standards and naming convention in the existing infrastructure is required to adapt the project landscape to the existing landscape: Naming conventions for systems and software Customer-specific Customer-specific standards for system configuration (hardware, operating system, and software) Documentation Documentation requirements
Subdeliverables The software system configuration standards generate: Naming conventions for operating system setup Documentation Documentation of standards for hardware and operating system setup Naming conventions for software installations Documentation Documentation of standards for software installation Specification of configuration requirements for system m onitoring Specification of standard configurations for system administration administration
Additional Information Accelerators giving giving guidance on how how SAP system configuration configuration standards standards are applied using SAP Solution Solution Manager can be found via the linked linked nodes. When defining documentation standards during the implementation project – project – including project, configuration, and enhancement and modification documentation – documentation – it is recommended that you define, prepare for, and cross-check the SAP solution documentation: SAP standards for solution operations. Further guidance on this topic is provided in Run >> SAP Application Management >> Solution Documentation (see also linked nodes).
1.1.5.6
Enhancement and Modification Standards
Purpose Custom development, enhancements, enhancements, and even modifications of SAP software are not rare at companies today. They are implemented to extend the functionality of SAP standard software and to adjust it to the company-specific needs and business processes. This is often needed and legitimate. But over time, such changes often become major cost drivers and performance bottlenecks. Additionally, custom code is developed despite the potential for standard enhancements, often due to insufficient information about standard functionality provided by SAP. In addition, custom code can become obsolete over time though still maintained. And finally, poor software quality often causes problems in production environments and drives costs for improvement and adaptation. All these are reasons reasons for implementing implementing sustainable custom code management in your organization. Custom code management is the process of constant examination and optimization of the four dimensions of custom code: quantity, quality, technical severity, and business criticality, as well as the preparation and adoption of SAP custom development for daily operations and support. Thus, enhancement and modification standardsprovide standardsprovide a holistic view of custom development from the operations perspective, not from the development itself. The topics and methodology described in this subdeliverable are oriented purely to the ABAP programming language.
Inputs The inputs to enhancement and modification standards are best practices and recommendations for enhancement and modification standards.
Subdeliverables This step generates:
Customer-agreed enhancement and modification standards SAP custom code management procedures
Additional Information If the project scope includes custom code development, it is recommended that you ensure in an early stage of the project that the customer defines and prepares for custom code management. Further guidance on this topic is provided in Run >> Custom Code Operations >> Custom Code Management (see also linked nodes).
1.1.5.7
Support Package and Upgrade Standards
Purpose Managing complexity complexity,, risk, and costs as well as skills and resources is at the heart of implementing mission-critical support for SAP-centric solutions.The complexity complexity rises even further with the trend of outsourcing process components. To help customers manage their SAP-centric solutions, SAP provides a comprehensive set of standards for solution operations. In this set of standards, the upgrade standard provides guidance for holistic and effective quality management of an upgrade project end to end, from its earliest stages of evaluation until after a successful cutover of the productive system. The standard defines the ke y focus areas, provides guidance, and explains best practices for the management of upgrade projects. All this helps customers better understand and m anage the major technical risks and challenges of an upgrade project and to make it a non-event for the business. This subdeliverable provides details regarding the upgrade standard. It explains the basic concept of the standards, describes the seven key focus areas of upgrade projects, and lists and explains the activities within the different phases of a standard SAP upgrade project.
Inputs The inputs to this subdeliverable are the SAP support package and upgrade standards.
1.1.5.8
Change Request and Transport Management Standards
Purpose The purpose of change of change request and transport management standards is to set up and configure the change and transport system (CTS) scenario within fully-controlled change request management. This subdeliverable subdeliverable gives the customer a method for monitoring change requests that are in progress or completed in an implementation project and in a production system. It also helps the customer manage and control the transports that belong to the change request. A controlled change request management process using functionality of SAP Solution Manager controls the integrated change and transport lifecycle of an implementation project and of a production system landscape.
Inputs The inputs for the change request and transport management standards are: CTS standards and procedures for project members SAP Solution Manager technical configuration and setup of the system landscape
Subdeliverables This step generates: Setup and configuration of an enhanced CTS using the change request management functionality of SAP Solution Manager An integrated change change request and transport transport management approach approach using SAP Solution Solution Manager By completing this subdeliverable correctly, the project gains an integrated approach to controlling and handling change requests and transports within the implementation project and in a productive system landscape by: Documenting and monitoring all relevant change requests Reducing the number of uncontrolled transports Documenting all transports
Additional Information When dealing with change request management for the implementation project, it is recommended that you define and prepare for operational change management procedures. Further guidance on this topic is provided in Run >> Change Management >> Change Request Management/Change Management/Change Control Management (see also linked nodes).
1.1.5.9
Test Management Standards
Purpose Quality assurance and testing are an integral part of the project and application lifecycle. Within an implementation project, testing follows a structured approach consisting of functional and non- functional test stages. Functional tests ensure the functional correctness of test objects (Question: Does the system act as expected and according to requirements?) and are typically conducted in multiple stages for every deliverable within the project lifecycle (e.g. unit test, scenario test, end-to-end integration test). Non-functional Non-functional tests deal with a system’s run time behavior, e.g. with defined perfo rmance parameters. After the successful successful go-live, testing testing still remains a central element of the the application lifecycle: lifecycle: SAP solutions solutions are changed on a regular basis through SAP enhancement packages, support packages, SAP notes or customer-triggered change events, which require customers to test their business processes thoroughly. thoroughly. Each change has to be tested to ensure that there are no negative side effects. This subdeliverable describes the SAP standards for test m anagement, which provides SAP’s best -practice approach for end-to-end test management. During project preparation, the high-level test strategy for the project should be defined. If possible, the currently employed test management approach should be assessed and adapted for the project.
Inputs The inputs to test management standards are:
Operational guideline: test management
Test Theory
Best practices and recommendations for test management for solution operations Current test strategy / test management approach
Subdeliverables This step generates a customer-agreed high level test strategy and test management standards.
Additional Information See linked nodes for a guideline to assess the current test approach and for further details on setting up the test strategy.
1.1. 1. 1.5. 5.10 10
Post Po stim impl plem emen enta tati tion on Se Serv rvic ice e and and Su Supp ppor ortt Sta Stand ndar ards ds
Purpose Companies may recognize recognize that their current IT support organization is not adequate to support an SAP platform. They first need to calibrate their overall operational maturity and then develop and execute a plan for a support model at the lowest total cost of ownership (TCO) for the customer satisfaction level defined. For that, SAP offers guidance through support services and defined support standards. The purpose of this subdeliverable subdeliverable is to start defining the services and standards for the time after the implementation project closes and operational activities become the main tasks. Implementation Standards The SAP Active Global Support organization provides SAP Enterprise Support services that are a key enabler for integrated, standardized, end-to-end solution operations. The key focus of SAP Enterprise Support is the holistic application lifecycle management of customer s’ customer s’ software landscapes and applications. In addition, more customer-tailored support is offered through the SAP MaxAttention support option and SAP Safeguarding services. services. Support Standards Companies expect high availability and continuity of their solutions, flexibility to quickly implement changes, and low TCO. Additionally, they need to be able to manage out-tasking and outsourcing relationships across different time and geographical zones and to control and monitor servicelevel agreements. To achieve this, IT governance is key. Companies need an IT strategy that focuses on the management of complexity, risks, and costs as well as skills and resources. Standardized procedures that leverage the experience of the organization and the software supplier are a key prerequisite for the optimization of application management.
Inputs The inputs to postimplementation service and support standards are: SAP standards for solution operations Current IT support organization capabilities capabilities and maturity Business-user service levels and budgetary constraints SAP support services
Subdeliverables Output for this step includes: Results of SAP operation planning assessment (for companies new to SAP) Results of operations maturity assessment (for SAP customers) Roadmap for conducting support operations design and implementation
1.1.5.11
Enterprise Service Design Standards
Purpose A governance process process for enterprise enterprise service design and and development must must be in place before before the modeling, definition, definition, and development development of enterprise services can begin. This enterprise services design governance process ensures that all enterprise services are defined according to certain rules that ensure consistency, standards compliance, harmonization of business semantics, and reuse across all SAP so lutions. Each enterprise service is subject to a harmonized service cut, aligned naming conventions, consistent documentation, documentation, a shared service description,
and service orchestration. As a result, the enterprise services modeled represent a “common language for the business” with an optimal level of granularity.
Subdeliverables This step generates enterprise services design standards that include the definition of governance rules and a framework for developing enterprise services (design time governance). Key aspects to be considered are: Service modeling and implementation guidelines Service development rules (for example, how to ensure item potential) Service documentation rules Service versioning and publication process Service change management (for example, when and how to update clients when the interface of a service changes)
To set up a framework, you need to define processes, roles, and responsibilities for the above topics. The processes should be supported by appropriate tools, templates, and guidelines. A key tool for supporting supporting the governance governance of enterprise service service modeling and and implementation is the central Enterprise Services Repository. Repository.
Additional Information SAP has developed an advanced metamodel and governance process for defining and modeling its ready-to-use enterprise services. The key concept in this metamodel is the business object model. model. Each enterprise service is assigned to a business object that represents a well-defined business entity or document. Each business object is, in turn, assigned to a process component. Process components are units of software that cover a well-defined set of business tasks that logically belong together and are usually executed in the same department. When the project scope includes SOA-based applications, applications, it is recommended that you ensure in an early stage of the project that the customer prepares for SOA readiness. Further guidance on this topic is provided in Run >> Governance Model for Organization – Optimization >> SOA Readiness (see also linked nodes).
1.1.5.12
Composite Application Design and Development Standards
Purpose The purpose of the composite application design and development standards is to set up the standards to be followed when designing, developing, and deploying composite applications.
Subdeliverables This step generates:
Development Development process for the project Project development guidelines Naming conventions (for development components, packages, packages, and so on): The naming convent ions are aligned with the enterprise’s o naming guidelines for software development. This avoids naming conflicts and ensures clarity. Logging: This document describes describes what is to be logged, how it is to be logged (framework/tool to be used), and where the logging data o is to be stored. Exception architecture: This designates how the application will handle errors. Are the components that cause the error suppo sed to try o to solve the problem or is the error delegated to the caller? This architecture is closely correlated with the logging concept for persistent data relating to problems that occur. Documentation: Documentation: How is development to be documented? For example, are various document templates or metadata in the code to be used? Infrastructure list: o VC/Web Dynpro/CAF/Plain J2EE/GP/SAP Interactive Forms software by Adobe SAP NetWeaver Portal component or other central portal o o SAP NetWeaver or third-party development infrastructure o SAP NetWeaver Business Process Management (SAP NetWeaver BPM) component o
Additional Information When the project scope includes SOA-based applications applications it is recommended that you ensure in an early stage of the project that the customer prepare for SOA readiness. Further guidance on this topic is provided in Run >> Governance Model for Organization Readiness (see also linked nodes).
Optimization >> SOA
Development Processes Greenfield projects are not the norm. It is therefore important to consider guidelines that are already in place and project constraints that are determined at enterprise level or by pr edecessor projects. This ensures consistency with existing projects and processes. Requirements such as those determined by the Sarbanes-Oxley Act should also be considered. Organizational Structures After the toolset has been selected, the next step is to to organize the development development team and, if necessary, to identify identify and fill in the gaps gaps on their learning map for the composite development process. Ordering hardware, scheduling training, and building up skills can be a rather timeconsuming task (with project-external dependencies), which is why it is important to start early in the project.
1.1.6
Phase Closure and Sign-Off
Purpose The purpose of the phase closure and sign-off deliverable sign-off deliverable is to: Ensure that all required deliverables from this phase and the project are complete and accurate, and close any outstanding issues Identify lessons learned during the phase to prepare for formal project closure Capture customer feedback and potential Customer References
When sign-off is obtained, the project can be closed.
Inputs This deliverable has the following inputs: Project documentation including status reports, risk and change logs and schedule for the phase Phase-specific deliverables - Project deliverables are the key tangible products of the project. The team must complete these deliverables, and the customer must approve and accept the deliverables prior to closing. The deliverables acceptance is the deliverable that documents the customer’s acceptance of the project’s deliverables. Lessons learned - As part of each project management process (or life-cycle phase), the project manager should capture lessons learned. They should review lessons learned from previous processes and phases, as well as lessons learned from similar projects.
This deliverable is triggered by the completion of the project.
Deliverables This deliverable generates: Lessons-learned Lessons-learned log Project Quality Gate scorecard Project Management Review report Phase acceptance and project closure report
1.1.6.1
Lessons-Learned Log Updates
Purpose It is good project and knowledge management practice to collect knowledge knowledge assets and lessons learned at the end of each phase of the project. Collecting documents, experiences, experiences, project highlights and lessons learned throughout the duration of the project can help to facilitate the project by providing quick access and insights into key deliverables from earlier stages of the project. The quality of the information collected will be higher if collected while the project team is still focused on what happened during a particular project phase because information information will be fresh in the m inds of the project team. This knowledge will then continue to live on past the project’s completion, helping us to ensure we can expedite delivery of future projects more successfully.
Deliverables Lessons Learned Template The project team collects and documents the lessons learned in the lessons-learned template that is made available to the project team and shared with other projects in the organization. During the process of collecting lessons-learned, remember to engage SAP (PMO, Consultants, GDC, AGS, Sales, etc.), customers, partners, and any other third party resources who may have been involved with the project. Accurately tracking all resources who work on a project will help greatly in this process
1.1.6.2
Project Quality Gate
Purpose The purpose of the Project Quality Gate is to provide a quality check at critical stages of the project. Project Quality Gates are an integral part of SAP’s Quality Built In approach for SAP primed, partner or client led projects. The objectives of the Project Quality Gate are:
To assure that all key deliverables and actions of the gate have been completed in compliance with recommended practices practices and to the customer’s satisfaction
To enable project management to continuously communicate the process and build quality directly into the project
To provide a tool to effectively manage project expectations and monitor customer satisfaction
Project Quality Gates are defined in the Project Management Plan and are set at critical stages in the project lifecycle. Four quality gates are mandatory and the other three quality gates are optional as agreed with the customer:
Project Preparation Phase - mandatory
Business Blueprint Phase - mandatory
Baseline Configuration - optional
Final Configuration (Solution Built) - optional
Realization Phase (Integration Tests of Realization Completed) - mandatory
Final Preparation Completed (Go Live Readiness) - mandatory
Completed Project (Project Closure) - optional
Inputs The inputs to this deliverable are the completion of all documents, activities and WBS elements to the satisfaction of the client as identified in the project WBS.
Expected results The Project Quality Gate delivers a scorecard that records the results of the quality review of each individual key deliverable.
Quality gate is passed. There may be some action items in place in order to complete or improve certain deliverables. Quality gate is not passed. Action items are defined for follow-up by the project team. Project Manager requests a second assessment to reevaluate the deliverables with action items.
Project Management Review
1.1.6.3
Purpose The purpose of Project of Project Management Review is to provide a proactive quality assurance review, with an impartial analysis of all aspects of the project – project – across all project management disciplines, enabling early detection of project issues with actionable recommendations. The Review of Project Management Service is intended for customers implementing SAP solutions. These projects may have SAP as the prime integrator, SAP playing a support role, or no direct SAP implementation involvement. involvement. Review of Project Management Service is an integral part of Quality Built In and provides the following business benefits:
Fast identification of implementation risks early in the process to accelerate project delivery
Validation that appropriate goals, timelines, and milestones are being met
Effective sharing of best practices and recommendations for needed improvements to keep the project on-time and within budget
Identification of business opportunities resulting from effective monitoring of the project's progress The project review service provides consistent quality assurance to protect customer software investment throughout the implementation lifecycle. lifecycle. The service is composed of five logically-sequenced logically-sequenced and interrelated reviews performed at different phases in the implementation roadmap:
Project Preparation at the end of phase
Business Blueprint at the end of phase
Realization during configuration cycle, before integration testing.
Final Preparation 2-4 weeks before going live
Go-live and Support approximately 4 weeks after going live
Inputs The review involves a structured approach in assessing the project implementation process. The review consultant plans the on-site review based on a series of scheduled interviews with key stakeholders, project team leads and team members and reviews a list of requested project management documents that is specific to each project phase. In addition, the Review of Project Management Methodology provides structured content, guidelines and questionnaires questionnaires used as input to the interviews.
Deliverables The Project Management Review delivers the following results: Report Executive Summary – Summarizes the Key Findings Report for m anagement.
Report Customer Report – Highlights risk related findings and recommendations recommendations for what needs to be done to keep a project on-track.
Detailed Report – Comprehensive risk related detailed findings and detailed recommendations for what needs to be done to keep a project on-track.
1.1.6.4
Phase Acceptance and Closure
Purpose The purpose of phase of phase acceptance and closure is to formally accept completeness and correctness of all phase deliverables before starting the next project phase.
Inputs The inputs to phase acceptance and closure include:
Project management plan
Project executing, monitoring, and controlling of results
Lessons-learned Lessons-learned log updates
Project Quality Gate scorecard
Project Management Review report
Subdeliverables The outputs of phase acceptance and closure include:
Performance of the administrative phase closure process needed to:
Collect project phase deliverables
Analyze phase success or failure
Collect and communicate project phase performance metrics (that is, open risks and issues, approved change requests, and deliverable metrics by team)
Summarize lessons learned
Prepare a phase closure presentation to obtain phase approval and sign-off to proceed to next phase
Phase closure document: formal acceptance and confirmation from the customer and sponsor that project phase requirements and specifications specifications for the project have been met. This document formally indicates that the customer or sponsor has officially accepted the deliverables. The list of parties required to sign off is governed by the project organizational structure. Typically, sign-off is required from project managers and the project sponsor or steering committee. Project debriefing via tool or template
If it is Not Done Skipping this step means the customer has not accepted project phase deliverables. The project manager will not be able to successfully manage project scope, the related integrated change control process for the project work to be accomplished, and the deliverables that need to be executed in the next phase of the project.
1.2
Organizational Change Management
Purpose Organizational change management (OCM) is a structured approach to transitioning individuals, teams, and organizations from a current state to a desired future state. The current definition of OCM includes both OCM processes and individual change management models, which together are used to manage the people side of change. Research continues to show t hat OCM contributes significantly to the overall pr oject success. OCM is one of the primary success factors in SAP projects. Implementing SAP software typically involves numerous organizational, organizational, technological, technological, and social changes. OCM focuses on the effects these changes have on managers and employees. This particularly concerns new ways of thinking or behaving but also deals with new competencies and skills required. The following Global OCM Framework shows the major OCM work streams that are active during a project.
The following figure provides the details for each of these framework elements for the Project Preparation Phase. Phase. Not all the elements shown represent key deliverables. A number of the items are activities that support the development of the key deliverables or support the development of key deliverable in future phases.
Key Inputs The inputs required for OCM are: Statement of work (preparation phase) Review handoff – – validation checklist (preparation phase) Development Development of the project office (optional)
Deliverables The major deliverables generated from OCM in the Project Preparation phase (shown in orange) are: OCM Charter OCM roadmap / Plan Stakeholder Identification Project Team Building & Recognition
Key Activities to Support Deliverables There are several key activities that are conducted in the Project Preparation Phase to support the development of the deliverables for this phase, future phases, or other project roles (shown in blue). Guides for these activities have been included in the Accelerators: Setup & Governance W orkstream Initial Assessment OCM Strategy OCM Team Selection OCM Team Training Stakeholder Management Workstream Stakeholder Analysis High Level Change Impact Analysis Communication Communication Workstream Communication Communication Needs Analysis Communication Channel Analysis Communication Communication Strategy Project Kickoff Starting the development of the Communication Plan Performance Management Workstream Define Project Related Objectives Review & Align Goals and Incentives Project Team Internal & External Knowledge Transfer Monitoring Workstream Baseline Current State Project OCM Risk Assessment Integration points for OCM are: Project management Risk management Resource management
Additional Information More than half of the top issues in SAP implementation are related to people. The following diagram illustrates these issues:
The purpose and focus of Organizational Change Management Management is to systematically reduce or minimize the impact of change on the organization.
1.2.1
Organizational Change Management Charter
Purpose The OCM charter outli charter outlines nes the change team’s mission for the SAP software implementation, including goals, objectives, and critical success factors. This document sets the overall direction for the members of the change team as they plan and implement the change processes that address the human resource and organizational aspects of the implementation. It is focused on minimizing project risk, accelerating project benefits, and optimizing current and future processes and structures. The OCM charter defines how the change team works within the project and the organization. Specifically, it:
Defines the change team’s mission and rationale for the duration of the project Defines the key relationships with the business and the project Defines the mission, guiding principles, objectives and goals, and critical success factors for: o Organizational optimization activities o Communication Communication activities o Sponsorship and leadership activities
Inputs The input required for the OCM charter is the general project charter.
Deliverables The major deliverable generated from the OCM charter is the project charter updated with OCM inputs.
1.2.2
Stakeholder Identification
Purpose The purpose of this activity is to ensure that the correct groupings of stakeholders have been identified for the project. The following questions help identify an initial list of stakeholder groups: •
What are the user groups by process area or department?
•
Which groups of people do the users interact with and so will need to k now about changes?
•
Who in the organization needs to commit resources and take ownership during the project?
•
Who in the organization needs to provide specialist support in aligning the organization or its facilities?
•
Who in the organization do the users report to? W ho needs to approve or provide resources for realizing the new way of doing business, such as training business users?
•
Who are the key external customers, suppliers, and other third parties (for example, unions) and how are they affected?
During the stakeholder identification process all relevant stakeholders for the opportunity are identified. Process steps inc lude: 1. Identification of stakeholders, which lists relevant stakeholders and groups, both internal and extern al, according to their relevance (such as key players) 2. Classification of stakeholders, which classifies the stakeholders according to their position towards the program (pro or con) and their area of influence 3. Relationships between stakeholders, which analyzes the relationships between stakeholders and their positions
Inputs The inputs required for the stakeholder identification are: Stakeholder analysis Knowledge about stakeholders by interviewing project members who are adept with the customer situation and the customer organization
Deliverables The major deliverables generated from stakeholder identification are: Complete stakeholder list Stakeholder register for every stakeholder group (to be filled out completely after stakeholder analysis
1.2.3
Organizational Change Management Roadmap
Purpose The organizational change management (OCM) roadmap or plan presents an overview of all planned change management activities. It guarantees that all activities are related to each other as well as to the overall project plan and ensures the “checkability” of OCM activities. It includes the following activity types:
Setup Stakeholder management Communication Organizational Organizational alignment Human resources performance management Skills and competencies (if not organized as an autonomous part of the project) OCM monitoring
A special part of of the roadmap is the communication plan. plan. It outlines the detailed approach and plan for communication communication to all audiences within the project and customer organization. It describes the audience, timing, responsibility, responsibility, media, messaging, and status for all communication activities. This dynamic document helps ensure that timely messages are provided to key audiences to move them along their adoption curve in alignment with the OCM implementation schedule.
Inputs The inputs required for the OCM roadmap are: Project charter, updated with OCM inputs Results of stakeholder analysis
Deliverables The major deliverables generated from the OCM roadmap are: OCM roadmap Communication Communication plan update
1.2.4
Project Team Building
Purpose Team building activities include workshops or off-site meetings for the entire project team and other teams, aimed at reviewing project procedures, goals, and activities and building or improving ways of working together towards a common goal. Team building also includes the celebration of accomplishments. accomplishments. Celebration communicates a clear message to the team and the organization and its value should not be underestimated.
A good project kickoff kickoff has a teambuilding teambuilding component. component. In the project input input session, you have have a chance to form the team by using some of the exercises stored as accelerators.
Inputs The inputs required for project for project team building are: Availability of team members Human resource management plan Project charter
Deliverables
The major deliverable generated from team building is better working relationships among project team members.
1.3
Training
Purpose The purpose of training of training in the project preparation phase is to ensure that the identified project team has the skills and knowledge required to actively participate in the implementation from start to finish.
Inputs Inputs for this work stream consist of a list of project team members to be trained, along with their roles and responsibilities within the project. Budget, timing and preexisting knowledge may also factor in.
Deliverables The major deliverable generated from this work stream is an executable project team training strategy that outlines three different levels of training for the project team, as shown in the figure above. The strategy sets all members on a path to certification on the SAP applications they are responsible for. While the project preparation phase is generally a short one with regards to training, it is essential that the project team training strategy is comprehensive.
1.3.1
Project Team Training Strategy
Purpose The project team training strategy creates a comprehensive training strategy that provides all team members with a phase-based learning path for acquiring the skills and k nowledge needed to complete the project successfully. This learning path leads to project readiness as well as certification on the specific applications the team members will be using.
Inputs The inputs for the project team training strategy are:
List of client project team members and individual responsibilities responsibilities
List of prerequisite knowledge brought to the project
Location and other logistics for the client project team
Deliverables The deliverable for the project team training strategy is a matrix of the project team members’ roles and responsibilities and the SAP course curriculum. The strategy should also contain budgetary and logistical information about the attendance and delivery of the training.
If It Is Not Done If project team training strategy is not completed, the project team members will not gain the knowledge they need to effectively participate in the project and will not be in a position to benefit from the certification paths. In most cases, it is sound IT and business practice for companies implementing SAP software to cultivate knowledge to reduce the total cost of ownership and to support the system once it is live. Thus, a defined project team training strategy has a direct impact on the success of the project.
1.3.2
Project Team Level 1 Skills Development
Purpose Project team level 1 skills development provides an overview of the SAP software to be implemented so that all project team members have an understanding of the SAP solution for their areas of responsibility. Level 1 training is the first in a series of three proje ct team training sessions designed to equip the project team with required skills and knowledge. Together, these three sessions should also ensure that the project team members are certified on the SAP application.
Inputs The input for the project team level 1 skills development is the project team training strategy.
Deliverables The project team level 1 skills development generates a cross-reference cross- reference of the project team members’ roles and responsibilities and the SAP course curriculum. The cross-reference shows which courses each team member should attend. Level 1 training should focus on providing an overview of the SAP solution.
If It Is Not Done If project team level 1 skills development is not completed, the project team members will not receive adequate knowledge to effectively participate in the critical realization phase of the project. This results in a higher total cost of ownership. In most cases, it is sound IT and business practice for companies implementing SAP software software to cultivate knowledge to reduce the total cost of ownership and to support the system once it is live. Thus, level 1 training has a direct impact on the success of the project.
Additional Information When possible, level 1 training courses should occur before the blueprint phase starts. Registration for these courses should be filtered through one person to control costs, avoid confusion, and avoid double bookings. The project team training plan and budget should be updated once the team members are registered.
1.4
Data Management
Purpose The purpose of the data management work stream is to support two distinct data management activities for an SAP implementation: legacy data migration and data archiving. archiving. Tasks and deliverables for data archiving begin during the blueprint phase but planning should be started in theproject theproject preparation phase. Legacy data migration is concerned with moving data from the legacy source systems into the SAP target structures required for a successful go live. For legacy data migration, the project preparation phase is focused on the discovery, planning, and customer education for the overall migration strategy and approach. T asks are performed to capture a preliminary assessment of the source data and to create planning documents to formally establish migration scope, requirements, approach, and strategy.
Inputs The inputs required for the data management are: Statement of work (SOW) Relevant documentation from the opportunity management phase
Deliverables The major deliverables generated from the data management work stream are: Data migration workshop Data audit Data migration scope and requirement Data migration approach and strategy
The integration point for the data management work stream is project management. T he
information discovered and captured during this phase provides preliminary input to the overall project planning effort.
1.4.1
Data Migration Workshop
Purpose The purpose of the data migration workshop deliverable is to perform a two-day scoping workshop to explain the SAP data migration approach and to understand the customer’s legacy data s ystems, business priorities, and technical infrastructure. This workshop is mea nt to be a two-way knowledge exchange where data migration team members share their approach and project experiences and customer team members share their business objectives, constraints, and concerns.
Inputs The input to the data migration workshop is documentation from the sales cycle and opportunity management phase.
Deliverables The data migration workshop deliverable generates the data migration workshop findings report, which outlines recommendations and next steps for the project.
Expected Results By completing the data migration workshop deliverable correctly, the data m igration team gains an understanding of t he customer’s objectives and challenges in terms of migrating data. The team can then recommend an appropriate strategy to assess the quality of the legacy data. Customers gain an understanding of the complexities and challenges of data migration and how t o manage the associated risks.
1.4.2
Data Audit
Purpose The purpose of the data audit is to identify the legacy systems that will supply data for the SAP applications and to profile the quality of the legacy data. Data profiling is the process of analyzing the legacy source data to detect anomalies in the data and of validating the business rules. In the data audit, the focus is on conducting a high-level summary analysis, looking for typical problems such as missing data and column names that are inconsistent with content. The data audit involves working with with the business users to help map out the gap between the existing and required levels of data quality.
Inputs The inputs to the data audit are:
Findings document from the data migration workshop or any other documentation available from the sales cycle List of SAP software components or business objects in the data migration scope
Deliverables The output from the data migration data audit includes: Legacy system identification, identification, listing all the legacy systems from which the data will be converted into the new SAP solution Data profiling results for subject areas or business objects to be migrated – that is, customer, vendor, and materials Gap analysis, a high-level assessment of data gaps between the legacy systems and SAP solution
If It Is Not Done This is a key deliverable needed to assess the scope and effort of data cleansing for the entire implementation project. Failure to properly and thoroughly examine the data could result in work stoppage during the testing phase if the data migration programs have to be rewritten. It could also lead to significant budget overruns as data migration activities tend to be costly. By completing this deliverable, deliverable, the data migration team is able to identify the project risks and define the scope and effort required for the conversion to SAP. Further downstream in the project, the results of the data audit will allow the development of extraction, transformation, and loading (ETL) jobs to correct any inconsistencies, redundancies, redundancies, and inaccuracies in the data.
1.4.3
Data Migration Scope and Requirements Document
Purpose The purpose of the data migration scope and requirements document is to capture the overall scope and requirements of the data migration effort. Due to the complex nature of data migrations, many of the details are not fully discovered during the sales cycle. The creation of this deliverable establishes establishes the baseline for the project team to plan future activities and manage change throughout the blueprint phase.
Inputs The inputs to the data migration scope and requirements document are:
Data audit Statement of work (SOW)
Deliverables The deliverable for the data migration scope and requirements document establishes the scope and requirements for the data migration effort. The discovery performed during this step is not intended to identify all the detailed data requirements, but it sets the boundaries for the blueprint phase where further analysis is performed. The document is intended to capture: Inventory of legacy applications (location, business objects and purpose, platform, and application solution) Inventory of business objects (volumes, m erge requirements, and dependencies) SAP application footprint Migration methods (automated or manual) Connectivity to legacy systems Data retention requirements (open, historical, or inactive) Customer resources (locations, business business owners, data owners, and data analysts) Language requirements Currency requirements Security requirements Established data governance standards and policies Cutover strategy (phased, big bang, or time constraints)
Expected Results By completing the data migration scope and requirements document deliverable correctly, the project team captures the information needed to effectively plan and manage future data migration tasks and activities. Change is common within data migration projects due t o business decisions and data quality discovery. This deliverable enables the project team to establish the foundation for managing change throughout the future phases of the project.
1.4.4
Data Migration Approach and Strategy Document
Purpose The purpose of the data migration approach and strategy document is to capture and communicate the approach and strategy for the legacy data migration. This deliverable is intended to educate the SAP and customer project team members on the SAP data migration framework and methodology used to support the data migration project.
Inputs The inputs to the data migration approach and strategy document are:
Data audit Statement of work (SOW)
Deliverables The data migration approach and strategy document describes the S AP data migration framework and m ethodology used to support the data migration project. The primary purpose of this deliverable is to educate the project team to ensure that everyone understands the tools and methods being deployed to deliver the data migration solution. The document contains both static information that is common across projects and customer- or project-specific project- specific information to describe how this framework applies to the customer’s environment. The data migration approach and strategy document includes:
The underlying technology platform and tools Data migration framework Data quality management and reporting Load methods Data migration methodology Resource roles and responsibilities Key risks and mitigation strategies Architectural diagram diagram describing the customer’s environment environment
Expected Results By completing the data migration approach and strategy document deliverable correctly, the project team gains a common understanding of the tools and methods being deployed as well as an understanding of their roles and responsibilities within the project.
1.4.5
Test Data Management
Purpose The purpose of the test data management deliverable is to support test data management activities for an SAP implementation. This is part of thedata thedata management with focus on the data to be created in development and quality assurance systems. The different characteristics and requirements of the test data should be weighted, in order to choose the proper method and tool for data creation. Besides, one should also take into consideration that certain data, particularly business-critical and personal data, should be kept protected, before it enters development and quality assurance systems.
Inputs The inputs required for the test data management are: Statement of work (SOW) Relevant documentation from the opportunity management phase
Deliverables The primary purpose of this deliverable is to understand the different requirements of the test data and find a proper approach for test data management. By choosing the method and tool for data creation, some other aspects such as data privacy should also be taken into consideration. The major deliverables generated from the test data management deliverable are: Requirements of test data Relevant data privacy for test data collection Methods and tools for test data generation
Business Process Management
1.5
Purpose The purpose of the work stream in is to work with value determination, build a high-level to-be business process map, and deliver the business scenario design. Work is structured according to the following deliverables: Value determination Business process map Business scenario design
The folowing figure illustrates the BPM-focus areas b y implementation phase:
Project preparation focuses on the determination of value drivers and the process and solution design on process level (PL) 1-2, which corresponds to the scenario level in the SAP Solution Manager application management solution. Blueprint focuses on the refinement and associationof value drivers to the process hierarchies and the solution design on process level 3-5, which corresponds to process and process step level in SAP Solution Manager. During realization the solution design is finalized and built. Configuration rationales and technical specification capture the final design. It is recommended that you start value audits to monitor whether the project is on track to realize the expected benefits.
The inputs required for
during project preparation are
Project scope as specified in the statement of wrk
Catalog of as-is business process documents, as appropriate Value assessment results (including pain point analysis, value map, and identification of key process changes)
Deliverables Business process management during project preparation focuses primarily on business scenario level/process hierarchies hierarchies level 1 -2. The major deliverables are: Value determination, pain points, process weaknesses (process flow, organizational structure, system support, and data structure), baseline as-is process performance indicators (PPIs), and improvement areas and financial key performance indicators (KPIs) b y scenario Refined business process map, an overview of the busiess process to be implemented (refer to the business process map section on the Business Process Expert (BPX) community Wiki page, ¡§SAP Modeling Standards¡¨) Business scenario description (business (business scenario requirements documents) ¡V optionally this deliverable c an be produced during blueprinting Scenario-level requirements Scenario models a value-added chain diagrams (refer to the Guideline for Business Process Modeling section on the Business Process Expert (BPX) community Wiki page, ¡§SAP Modeling Standards¡¨) High-level function and solution considerations High-level organizational impact Setup of SAP Solution Manager for the implementation project and start of the SAP Solutin Manager document repository (SOLAR01), as the system is available
Integration The integration points for business for business process management are:
Predecessor: value proposition, collaborative value realization (CVR) deliverables, as applicable Predecessor: BPM deiverables, as applicable Successor: business process management in blueprinting
Additional Information For SAP Solution Manager usage, refer to the operational guidelines on project preparation. Optionally, a customer might chose to execute CVR or BPM initiatives before the im plementation project. Deliverables Deliverables from CVR and BPM will then either be an input for business process management or they will replace ASAP methodology BPM deliverables. For modeling notations, refer to the BPX Wiki page: ¡§SAP Modeling Standards:¡¨
Overview for process level m apping
Business process maps
Business scenario level models and value-added chain diagrams If the project scope includes SOA-based applications applications it is recommended that you ensure in an early stage of the project that the customer prepares for SOA readiness. Further guidance on this topic is provided in Run >> Governance Model for Organization ¡V Optimization >> SOA Readiness (see also linked nodes).
1.5.1
Value Determination
Purpose Value-based solution design is centered on the alignment and tracking of the business case value drivers with key process changes and functionality. Value determination or value or value mapping should be executed during the project preparation phase, phase, or at the latest it can be performed at the beginning of the blueprint phase. The business case is the starting point for value determination, the pain-point analysis and identification of value drivers serve as inputs to the determination and documentation of key process changes. The value map associates the business drivers with key process changes and their process performance indicators (PPIs), PPIs serve to measure the successful implementation of process changes. The results from value determination should be then fully embedded in the blueprint process and solution design. Value maps ensure the alignment of business value drivers with the process changes and its tracking mechanisms. The following figure illustrates the value management activities across the ASAP methodology, the activities executed during the project preparation phase are highlighted in orange.
The following figure illustrates the process of value-based blueprinting with value deliverables (orange) and process management/technical management/technical solution design deliverables (blue).
Inputs The inputs for value determination or value mapping are: Statement of work – work – scope determination Business case Value roadmap High-level solution design As-is analysis, analysis, if available
Deliverables The deliverables from value determination are: Value maps Key process changes Financial KPIs with ownership, accountability, baseline and target Process performance indicators (PPIs) with ownership, accountability, baseline and target Value enablers (policy changes, compensation plans, data quality plans, etc) Clear link from business value drivers to process changes to measurable KPIs and PPIs
Expected Results Value determination enhances the ability of the of the project team to: Manage expectations and focus on key deliverables Manage scope Track progress of key process changes Demonstrate value achievement
Value determination is part of the value management work stream during project preparation and it serves as basis for value based blueprint and subsequent phases.
Additional Information For further information, refer to:
Business Transformation Services group service: collaborative value realization or value m apping
Business Process Map Purpose The purpose of the business process map is to derive and agree on the scope for the start of the business blueprint phase. During blueprinting, the process map builds the foundation for the process hierarchy ¡V a decomposition of the process design ¡V which is reflected as scenarios, processes processes,, and process steps in SAP Solution Manager.
Inputs The inputs for the process map are: Process scope, as defined in the statement of work Solution Composer tool, SAP Solution Manager, SAP Best Practces packages (SAP¡¦s process content) Customer reference content Interviews with business-responsible customer employees
Deliverables The deliverables for the process landscape are: A process map based based on the defined defined high-level process scope High-level process landscape (process level 1-2)
Expected Results The process map serves as a framework for process modeling and therefore helps to manage process scope. It also serves as an important point of reference for further process modeling and deep-dive sessions.
Additional Information For business process modeling, refer to the SAP Process Modeling Handbook on Handbook on the BPX community Wiki site. As an additional reference, SAP offers the business process repository.
1.5.3
?Business Scenario Design
Purpose The purpose of business of business scenario design is to provide an understanding of the essential processes at the scenario level (process level 1-2). It builds the foundation for the business blueprint phase where process levels 3-5 are defined.
Inputs The inputs for the business scenario design include: Project scope (statement of work) Catalog of as-is business process documentation, as appropriate
< style='margin-top:0cm;margin-right:0cm;margin-bottom:0cm;margin-left:36.0pt; margin-bottom:.0001pt;textindent:-18.0pt;mso-list:l0 level1 lfo2'> Value realization deliverables (including (including pain-point analysis, value map, and identification of key process changes) Solution map,? from Solution Composer for example, as available Business process repository for SAP Solution Manager
Ready-to-run end-to-end process content
Deliverables The deliverables for the business scenario design are:
Business scenario design document, which includes: Business requirements o Level 2 process design (value-added chain diagrams) o Level 2 solution gap analysis Level 2 functional solution design o o Value drivers and financial KPIs Level 2 organizational impact analysis o Level 2 data impact analysis o Level 2 system impact analysis o Revised project scope (if applicable) Setup of SAP Solution Manager for the implementation project and start of the document repository (SOLAR01), as the system is available o
Expected Results For business process modeling, refer to the SAP Process Modeling Handbook on Handbook on the BPX community Wiki site. See the BPX community site for details on SAP¡¦s business process repository as well.
1.6
Technical Solution Management
Purpose The purpose of the Technical Solution Management work stream is to outline essential technical and infrastructure deliverables that are appropriate to an SAP implementation project. In the context of the Project Preparation phase of the ASAP Im plementation Roadmap, Roadmap, the overall objective of Technical Solution Management is to prepare for the Business Blueprint phase by completing key technical deliverables that will serve as reference points for the other work streams of the project.
Inputs No prior project deliverables are assumed to exist at the beginning of this phase. However, documents generated generated during the process of evaluating and selecting SAP as the software solution, or during the project scope definition and approval process, can be valuable inputs for Technical Solution Management Management in this phase. Examples of such documents documents are: Overall project charters and statements of project scope for the SAP implementation Business case studies or value propositions that were developed during the evaluation and selection of SAP as the software so lution
Other useful documents from the existing IT architecture repository that may be relevant include:
The customer’s existing existin g overall software solution architecture, including detailed specifications of the solution(s) that will be replaced as part of the S AP implementation Lists of approved or preferred technology vendors Technical support tools, standards, policies, and organization Project governance and release strategies
Deliverables The major deliverables of Technical Solution Management in the Project Preparation phase are: Preliminary inventory of external systems that may be required to interface with the SAP solution. Preliminary definition of the target solution landscape and the overall system landscape strategy for supporting the implementation. Formulation of a preliminary hardware sizing model for the production environment. Definition of tools and standards for providing technical support to the project itself.
1.6.1
Interface Inventory
Purpose The purpose of the interface inventory deliverable is to preliminarily identify the external systems, applications, and business objects or transactions that must be integrated with the S AP solution to realize the objectives of the project.
Inputs The inputs to the interface inventory are: Overall project charters and statements of project scope for the SAP implementation. Business case studies or value propositions that were developed during the evaluation and selection of SAP as the software solution. The customer’s existing overall software solution architecture, including detailed specifications of the solution (s) that will be replaced as part of the S AP implementation. Documentation Documentation of the existing or planned Enterprise Application Integration (EAI) Architecture, or of integration technologies or methods that are currently in use.
Deliverables The interface inventory deliverable deliverable serves as a preliminary statement of the integration scope and requirements for the project. The goal of this deliverable is to identify and capture the integration landscape to identify the external systems and transactions to be integrated with the SAP application after go live. It is expected that this document will be updated as the solution is more fully defined in the Business Blueprint phase. The document should capture the following information:
Inventory of legacy applications (location, business objects and purpose, platform, and application solution) Business objects and transactions (type, volume, and frequency) Communication Communication requirements (batch or real-time) Direction (inbound, outbound, or bidirectional) Connectivity to legacy systems Customer resources (locations, business owners, data owners, and data analysts) Language requirements Currency requirements Security requirements Established communication communication and data governance standards and policies
Expected Results By completing the interface inventory deliverable correctly, the project team captures the information needed to effectively plan and manage future integration tasks and activities.
1.6.2 Technical Requirements and Design and Solution Landscape Deployment Plan Purpose The purpose of the technical requirements and design deliverable is to provide the project with a specification of the target solution from a software component component standpoint. This document is intended to serve as a reference for the rest of the project team during the Business Blueprint phase. Included in this deliverable is the solution landscape deployment plan, plan, which is a high level description of the overall system landscape approach to be used for the implementation project. This plan should identify the various non-production systems that will be used throughout the course of the project, and the roles of each.
Inputs The inputs for the technical requirements and design and solution landscape deployment plan are: Overall project charters and statements of project scope for the SAP implementation. SAP Scenario & Process Component List (SCL). The SCL is an online tool in the SAP Service Marketplace that maps business scenarios (sets of related business processes) to the specific SAP software components that are required to realize them. SAP Master Guides. Master Guides are planning documents that provide a comprehensive comprehensive view of the business scenarios of a specific SAP solution & version, and the realization alternatives for each. Master Guides are available for download in the Installation and Upgrade Documentation repository repository in the SAP Service Marketplace.
Deliverable The deliverable for the technical requirements and design and solution landscape deployment plan is the T echnical Requirements Specification document. document. This document describes the software components of the target solution and the overall system landscape plan.
Expected results By completing this deliverable correctly, all members of the project will gain visibility into the basic technical assumptions on which the project is based. Making this information available available to the project team will help correct misunderstandings that potentially affect Business Blueprint Blueprint decisions, for example as to whether certain functionality can be implemented given the software components in the landscape. It is important to keep in mind that this deliverable is primarily intended to be a high -level reference for the project in support of Business Blueprint activities. While it is possible to describe the software components of an SAP system at a very detailed level (for example, by listing the contents of table CVERS in an ABAP-based SAP system), such detail is not warranted or even known in this phase of a project. Third-party applications applications that are expected to be part of the target solution should also be in cluded in the Technical Requirements Specification Specification if they may have an effect on business process designs.
1.6.3
Initial Hardware Sizing Proposal
Purpose The purpose of the initial hardware sizing proposal is to begin the process of assessing your hardware infrastructure requirements. Sizing is the process of determining the hardware requirements of an SAP system, including CPU processing capability, physical memory, disk storage, and network bandwidth. The size of the hardware and database are influenced by technology factors and also by how the systems are configured and used from a business process standpoint. SAP has developed a comprehensive sizing process that involves the collaboration of three parties: SAP, the customer, and the customer’s selected hardware hardware partner. SAP provides a sizing utility called called the Quick Sizer that Sizer that assists in translating customer-specific business requirements to a platform-independent unit of measurement of processing power called SAPS. SAPS. Hardware vendors conduct conduct SAP-certified benchmark tests tests on their product offerings to produce a SAPS rating of a given server configuration. Once a customer has used the Quick Sizer to generate an estimate of their SAPS requirement, the hardware partner can then propose a suitable hardware environment using the benchmark tests as a guideline. The whitepaper whitepaper Sizing Sizing Guide – Theory and Practice of Sizing SAP Software offers a detailed description of SAP’s approach to system sizing. The Quick Sizer offers two basic methods of sizing an SAP system: User-based sizing, sizing, which is simply factors the number of low-, medium-, and high-volume users of a given application. This method can be conducted quickly, but yields less accurate results. Throughput-based sizing, sizing, which is based on modeling the transactional throughput of a given system. This method can produce much more accurate results, but is significantly more time-consuming to perform and requires a solid understanding of how the target solution will be configured. It is important that sizing is viewed as an iterative process, where the sizing estimate and the assumptions contained within it are regularly revisited and confirmed throughout throughout the project. It is basically impossible to conduct an accurate production sizing during the Project Preparation phase of a project, as many decisions that affect sizing will have not yet been made.
Inputs The inputs for the initial hardware sizing proposal are: Overall project charters and statements of project scope f or the SAP implementation. implementation. Preliminary estimates of the total number of end users. Technical Requirements Specification document
Deliverable The deliverables for the initial hardware sizing proposal is: Completed sizing estimates for the Solution Manager system and non-Production environments such as Sandbox and Development that will be delivered in the Business Blueprint phase. Completed sizing estimate for the Solution Manager system and other essential project support systems. An initial version version of the Technology Technology Infrastructure Capacity Capacity Plan.
Expected results By completing this deliverable correctly, the project will be able to begin the procurement process for the necessary systems to support t he project, and will also begin an ongoing process of modelling the eventual requirements of the production environment.
1.6.4
Project Support Tools and System Setup
Purpose The purpose of the project support tools and system setup deliverable is to establish the basic tools and processes necessary to support the project. One of the most vital project tools is the SAP Solution Manager, the centerpiece of SAP’s Application Lifecycle Management to ols. The SAP Solution Manager provides a central point of access for a variety of essential project support functions, including: Solution Implementation – Implementation – the identification, adaptation, and implementation of new and enhanced business scenarios. Solution Documentation – Documentation – centralized documentation repository ensuring the relationship of business process definitions with technical configuration decisions. Change Control Management – Management – synchronized deployment of application configuration with integrated project control and quality management. In addition, customer-specific project management and documentation tools may require installation and distribution to project team members. Finally, access to the online SAP Support Portal should be established for all project team members. This will allow team members to utilize the up-to-date content available at this site, such as SAP product information, software downloads, downloads, and SAP notes. To register for a user ID, it is necessary to provide an SAP customer number and an e-mail address at a domain associated with that customer. It is also possible to designate a super-administrator on the project to create IDs in the SAP Support Portal for all project team members.
Inputs The inputs for the project support tools and system setup are: Project management and documentation standards
Deliverable The deliverables for the project support tools and system setup are: SAP Solution Manager system installed Customer specific project management and documentation tools installed and set up SAP Support Portal user IDs established for key project team members
Expected results By completing this deliverable, the project team will be provided with the necessary resources to begin the Business Blueprint phase.
1.7
Integrated Solution Management
The purpose of the integrated solution management work stream is to outline essential solution testing deliverables, processes, and procedures appropriate to an SAP implementation project. This work stream organizes testing of individual processes, process steps, and scenarios to prepare for the move to a productive SAP solution.
Inputs The inputs to integrated solution management are:
Project scope Project schedule Business requirements Functional requirements
Deliverables
This work stream generates the testing assessment.
1.7.1
Testing Assessment
Purpose The purpose of the testing assessment deliverable is to assess the customer’s existing testing process, methodology, and tool sets and to initial the pro ject plans. This deliverable deliverable provides provides insight into the customer’s as -is skill at conducting tests of enterprise systems. As the test strategy and approach is completed during the business blueprint phase, the test assessment will highlight the work needed to bring the customer’s testing skills up to the level needed to successfully test the SAP solution.
Inputs The inputs for the testing assessment are: Existing test management artifacts and processes, including : Methods of testing, both manual and automated o o Testing tool set Requirements traceability tool set o o Test data m anagement functionality o Test execution o Test resources o Defect management o Test coordination o Test reporting and analysis o Test metrics Change control process
Deliverables The deliverables for the testing assessment report include: Summary Findings and recommendations Recommendation Recommendation for an implementation timeline Future roadmap in various phases Reference slides to support recommendations
Expected Results By implementing the recommendations from the testing assessment, the project team will: Eliminate testing issues and challenges Accomplish successful testing Successfully complete the project On time o o Within scope o Within budget Establish a testing center of excellence
