PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
Change Request Management ChaRM
Created by Deepak Singh| Singh |
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8/4/2014
PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER TABLE OF CONTENTS 1.
2.
3.
4.
5.
6.
7.
INTRODUCTION ..........................................................................................................................3
1.1.
DOCUMENT OBJECTIVES ..................................................................................................................... 3
1.2.
SCOPE ............................................................................................................................................. 3
1.3.
LIMITATIONS ..................................................................................................................................... 3
1.4.
PRE-REQUISITES ................................................................................................................................ 4
WHY CHARM ..............................................................................................................................3
2.1.
CONTROL AND MANAGE CHANGES .............................................................................................. 3
2.2.
MAINTAIN THE TRANSPARENCY.................................................................................................... 3
2.3.
TRACKING AND AUDIT ABILITY ON CHANGES ............................................................................... 4
2.4.
EFFICIENT USE OF RESOURCES ............................................................................................................. 4
2.5.
REDUCE RISK OF CORRECTION & PROJECT FAILURE ...................................................................... 4
2.6.
MINIMIZE BUSINESS DISRUPTION ................................................................................................. 4
CONSIDERATIONS IN CHARM IMPLEMENTATION.........................................................................4
3.1.
ENFORCES STANDARDIZED CHANGE PROCESS (ITIL BASED) ....................................................................... 4
3.2.
MANAGE, TRACK AND CATEGORISED CHANGE REQUEST ............................................................ 4
3.3.
DOCUMENTATION OF IMPLEMENTED CHANGES.......................................................................... 4
3.4.
TRANSPORT SCHEDULING & TRACKING ........................................................................................ 5
3.5.
PROJECT COST CONSIDERATIONS .......................................................................................................... 5
CHARM PROJECT – WHAT DOES IT TAKE ? .......................................................... .........................5
4.1.
BUILDING THE PROJECT TEAM .............................................................................................................. 5
4.2.
PROJECT TASKS AND TIME LINES .......................................................................................................... 5
4.3.
RESOURCE REQUIREMENTS .................................................................................................................. 6
4.4.
IMPLEMENTATION COSTS .................................................................................................................... 7
4.5.
MAINTENANCE COSTS ........................................................................................................................ 8
4.6.
SAVINGS AND COST REDUCTION ........................................................................................................... 8
CRITICAL SUCCESS FACTORS .................................................... .................................................... 8
5.1.
EXPERIENCED PROJECT TEAM .............................................................................................................. 8
5.2.
INVOLVING ALL EFFECTED PEOPLE ......................................................................................................... 8
5.3.
COMMUNICATION AND CHANGE MANAGEMENT .................................................................................... 9
5.4.
TOP MANAGEMENT COMMITMENT ...................................................................................................... 9
5.5.
PROJECT MANAGEMENT EXPERTISE ...................................................................................................... 9
LIMITATIONS OF CHARM ................................................................................... .........................9
6.1.
CHARM IS PROJECT SPECIFIC .................................................................................................................
9
6.2.
NOT APPLICABLE WITHOUT FOLLOWING PLANED PROCESS ........................................................................ 9
GLOSSARY ..................................................................................................................................9
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
1.
Introduction
1.1.
Document Objectives The process of decision making involved in selecting the Change Request management solution can get complex with the multitude of variables effecting the decision as well as the options available. This document is intended to assist in analyzing, optimizing and implementing different issues involved in moving the change requests In the landscape from DEV->QAS->PRD. The objective is to maintain the process transparent and removing the complexities of TR movement and approval process.
1.2.
Scope This document discusses and addresses the main drivers in deciding the complexity of Change Request Management. An attempt is made to highlight various considerations for and against Change management. It also highlights the benefits of ChaRM the solution manager functionality on the one hand and the costs involved in implementing it and the limitations of ChaRM.
1.3.
Limitations Every organization operates in a unique environment and hence the considerations would also be different. It is not possible to set a standard cost benefit e quation that would be applicable to all situations. However, the issues discussed in the document could help as a guideline to develop one. ChaRM in the context of SAP R/3 and its supportive integrated systems as BI,XI,DMS is only addressed in this document. Technical implementation and solutions related Solution Manager ChaRM are not covered in the document.
1.4.
Pre-requisites Basic understanding of SAP R/3 and its related other SAP systems, it’s function ing, components and Change Request Management flow is essential to understand the issues discussed in document. The technical implementation need to be done up to level.
2.
Why ChaRM
2.1.
Control and Manage Changes: By ChaRM we can easily manage the changes in all environments as Development, Quality and Production systems of each and every landscape. With the help of ChaRM we can make 100% transparency of all the changes and by this it can be controlled and manages in every phase. There is fully controlled and managed process.
2.2.
Maintain Transparency: With the help of ChaRM functionality the transparency and documentation of the change process from approval of a change request to the transport of the changes in follow on systems.
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
2.3.
Tracking and Audit Ability of Changes: Using the ChaRM functionality there is ability to track each and every change request in all environment by the single click, we can easily trace the current status and history of all the changes made are in process. In that way during the external and internal audit of the process and systems one can easily find and produce the change documents and its re lated process with 100% transparency.
2.4.
Efficient Use of Resources Resources, such as mainly manpower, no one can have to wait for status change, approval and movement of requests. As with the help of ChaRM physical documentation and approval process is not needed and one can access and perform their tasks independently after triggering the status change.By this we can save t he time and reduce the business cost.
2.5.
Reduce Risk of correction and project failure: With the help of ChaRM
2.6.
Minimize Business Interruption: SAP provided features ChaRM in solution manager to comply with audits and legal requirements. If there is reducing the physical involvement then obviously wait time reduce and the approval procedure which is taking undefined waiting time.
3.
Considerations in ChaRM Implementation:
3.1.
Enforce standardized Change Process (ITIL Based): As ITIL describes processes, procedures, tasks and checklists that are not organization-specific, used by an organization for establishing integration with the organization's strategy, delivering value and maintaining a minimum level of competency. It allows the organization to establish a baseline from which it can plan, implement and measure. It is used to demonstrate compliance and to measure improvement. ChaRM utilization enforces standardized change process.
3.2.
Manage Track and categorized Change Request: In the ChaRM we can easily manage the change requests track as what is the current status, the request has been taken how much time in which phase as it is in DEV, QAS or in PRD and even it is in development, approval, testing or any other like rejected or not accepted etc. As per categorization we can categorize the requests as it is normal correction, urgent correction etc.
3.3.
Documentation of Implemented Changes: As we know the ChaRM functionality is mainly process oriented and it gives transparent process. In ChaRM each and every phase is being well documented. For each phase there is document change document is being created. All the phases consist of various documents by which one can do the impact analysis. Maintain the history of change audit log and so m any things.
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
3.4. Transport Scheduling & Tracking: The change tracking function tracks changes in an SAP Solution Manager or IMG project. You can track transport requests from the system in which they are created, to the systems into which they are imported. All transport requests that of a project can be tracked across all the systems in the project landscape. You can go to the transport logs, the import queue, the transport request or task list, the SAP Solution Manager project, the satellite IMG project, or the CTS project.
3.5.
Project Cost Considerations: Another important consideration in evaluating an archiving project is the cost involved in implementing it. Even though a cost benefit analysis is not always the deciding factor in an Archiving project, it certainly plays an important role in the decision making process. Each and every organization has unique dynamics, external and internal, and it is not pragmatic to apply a common yardstick to all situations. Various components affecting the cost of an Archiving project is explained in Point 5.
4.
ChaRM Project – What does it take?
4.1.
Building the project Team: During ChaRM implementation, it is not sufficient just a technical or functional person can do all activity as technical implementation, business scenario, impact analysis, change management, customization and testing and other related activity to make fully operational the ChaRM process. The exact composition of the groups will vary according to the size and the internal organization of the enterprise. The following groups are possible participants in archiving projects.
4.2.
R/3 System administration / BASIS Change Approval. Development and customization. Testing and validating the changes Persons responsible for the application.
Project Tasks and Time Lines While it is neither possible nor pragmatic to prescribe a schedule to fit all projects, it may often be useful to know the tasks and time involved in a ChaRM implementation. The following table lists the tasks involved and the time required in a typical project. It is assumed that the organization has only the main SAP modules implemented and the business complexity is average.
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER Project Phase Program set up
Duration 3 days
Business blue print
3 days
Realization
2 Weeks
Key Tasks Assemble project team Identify project objectives Create Outline concept Requirement analysis Validate System Component and SP Level Implementation plan Request Ids & roles on satellite systems / Build USER IDs & roles created on all satellite Verify TMS settings for ChaRm RFC Connection creation / RFC TEST
Go Live
2 Weeks
4.3.
Activation of cross system Object Locking - CSOL User training. Determine type of project for ChaRM (implementation / Maintenance) Create project Activate project for ChaRm Activate project for task lists Id's created in SolMan & satellite Establish Business Partners Approvals (Change Control process) Test creation of Change Request
Milestones Outline concept created Business Blueprint off
sign
User acceptance system
of
Project Close
Test :Import transports between dev QA / QA to prod
Resource requirements Resource requirements on a ChaRM implementation project will generally depend on the modules that have been in use in the system. It will also depend on the complexity of each business change request and technical environment. Customization of Data retrieval or enhancement requirements would also affect the resource and effort required in a ChaRM implementation. It is analyzed that that the organization has not only the core SAP modules implemented but also solution manager is integrated with multi landscape and different geographical location the business complexity is average.
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
4.4.
Resource Project Manager – Customer (1)
Project Phase All Phases
Project Manager – Consulting (1)
All Phases
Business Scenario Expert(1)
Business print. Realization Go Live
Technical consultants(1)
Realization Go Live
BASIS consultants(1)
Realization Go Live
Stake holders ( to be available through project on part time basis )(1)
Business print Realization Go Live
Skill required - Project Management. - Internal dynamics of the organization - Key contacts for different divisions, groups etc - SAP R/3 and related applications XI, BI&DMS being used. - Basic understanding of ChaRM flow. - Project Management - Change Management - SAP R/3 application - SAP Solution Manager/ChaRM.
blue
blue
-
Business Analytical skills Communication skills SAP R/3 Functional Expertise (Including configuration and customization) Change request and documentation. Project management. R/3 ABAP development experience Excellent verbal and written communication Team experience working with off-shore model R/3 BASIS experience SOLMAN expert Knowledge of functional flow of ChaRM ChaRM knowledge preferred
-
Business specific knowledge SAP User experience
-
Implementation Costs Costs
Deciding factors
Hardware Costs
-
Software Costs – ChaRM of Solution Manager
-
Software Costs – Storage system
-
N/A already Solution Manager has been installed.
-
Service Charges Consulting fees Training costs
Installation costs
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N/A
NIL ( It comes free with SAP standard S/W )
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER Consulting costs - Project resource requirements - Project timelines - Number of modules in use - Complexity of business environment - Custom development for Data Retrieval
4.5.
Maintenance Costs
Costs Server upgrade costs Network upgrade costs Personnel costs
Influencing factors
4.6.
N/A N/A Consulting resources Employee expense
Savings and Benefits: Considering the importance of ChaRM in today’s business, ChaRM projects in most cases considered as part of a enterprise Change Management Strategy. Corporate Information management and retention policy also plays an important role in deciding t o follow ChaRM. The main benefit of implementing ChaRM. 1. Promote to paperless work as all the changes would be tracked via ChaRM then the physical approval is not needed it shall go via ChaRM. By this we can save printing, scanning and waiting time for physical presence of approver. 2. Promoting the transparent process. 3. Promoting to reduce risk of project failure.
5.
Critical Success Factors
5.1.
Experienced Project Team Archiving of business data is a highly critical and complex process and one of the major factor in ensuring it’s success is the experience of the project team in implementing Archiving projects. ChaRM team has to have the right combination of SAP application, technical and ChaRM knowledge in addition to the business functional knowledge. Understanding of the multitude of issues involved becomes critical in understanding dependencies of data, retention times, archive triggers and deciding implementation plan.
5.2.
Involving all effected people Another key to successful implementation of ChaRM projects is to turn the people effected into people involved from the beginning of the project. It is important to take all the stakeholders into confidence and involve them in different project phases. Stake holders could valuable inputs in developing Business blueprint, designing and testing of the system.
Created by Deepak Singh|
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PROJECT PLAN ChaRM IMPLEMENTATION IN SOLUTION MANAGER
5.3.
Communication and Change Management ChaRM projects effects almost every department in an organization. With far reaching implications, it is important to give due priority to change management and communication aspects. Deciding of retention times for data, introduction of new user interfaces to access ChaRM are some areas where the change management and communication skill of the project team would be put to test.
5.4.
Top Management commitment The importance of commitment from top management for any successful project cannot be over emphasized, and more so in a ChaRM project. Many times ChaRM effects the way middle and senior management does reporting from the SAP system , which adds to the importance of their commitment.
5.5.
Project Management Expertise Experience in managing complex information system projects is an important factor that will contribute to the success of solution manager projects. The project manager should have expertise in managing SAP projects and preferably solution manager projects.
6.
Limitations of ChaRM:
6.1.
ChaRM is project specific: After technical implementation, the data remain linked to the corresponding component. Data cannot be transferred or processed by other components. One business that involves several application components cannot be archived as one over all process.
6.2.
Not suitable without following planed document: ChaRM is not suitable for deleting organizational units from the system. This operation could be requested if a plant or a company division is sold and the corresponding data was no longer required to be maintained. ChaRM cannot simply remove specific sub-areas from a system, because the archiving objects rarely contain the exact data that needs to be removed.
7.
Glossary SAP ChaRM SAP ChaRM is called as change request management which is a tool of solution manager and useful for the managing and maintaining the flow of change requests. ITIL: Information technology Infrastructure Library is part of ITSM(Information Technology Service Management) which describes standard process for managing t he IT services.
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