Description
The
ASAP methodology for implementation
is a phased, deliverable-oriented methodology thatstreamlines implementation projects, minimizes risk, and reduces total cost of implementation. ASAPtakes a disciplined approach to project management, organizational change management, solutionmanagement, and other disciplines applied in the implementation of SAP solutions. The methodologysupports project teams with templates, tools, questionnaires, and checklists, including guidebooks andaccelerators. ASAP empowers companies to exploit the power of the accelerated features and toolsalready built into SAP solutions
ASAP Methodology for Implementation
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, 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. 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. In the realization phase, the SAP software system is configured and tested in a number of cycles. 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. The 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
2. Business blueprint
3. Realization
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 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. The purpose of the go-live support phase is to move from a preproduction environment to live production operation. An easily accessible production support organization must be in place to support the end-user community, not just for the first critical days of production operations, but also for long-term support. 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.
5. Go-live support
6. Run
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 project work in a deliverable-oriented, hierarchical manner and managing the project work to completion. ASAP methodology contains a standard set of templates, samples, accelerators, guidelines, and checklists for use by project teams in effectively managing and completing SAP solution implementation projects.
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 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. The 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-risk 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 objectives 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 – 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 schedule 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 of the team and other key resources to the project schedule. It also examines the approach for the specific project phase. Note: The phase start-up for the project preparation phase also includes a handoff of information gathered in the preimplementation project activities. The phase start-up involves: Identifying, 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 development) Preparing for and conducting a phase kickoff meeting and starting the phase project work Completing the handoff of information gathered in preimplementation project activities (only applicable to the project preparation phase start-up)
Inputs
The inputs for the phase start-up include information from any previous phase sign-offs.
Deliverables
The project management phase start-up generates these deliverables: Allocation of resources to the project team for the specific phase Updated detailed phase schedule Completed phase kickoff meeting Handoff of the checklist from preproject activities (only applicable to the project preparation phase)
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 complete 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 program 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
Sub deliverables
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 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 resources allocation is a confirmation of resource availability for the particular phase. The resource plan and schedule detail 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 Assignment of Roles and Responsibilities
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 consultants, and funding considerations. During a start-up phase of a global program, the development project typically employs one 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.
Sub deliverables
The sub deliverables are: The project team organizational chart with assigned people Resources assigned to roles and responsibilities
1.1.1.5 Setup of Project Logistics and Infrastructure
Purpose
The setup of project logistics and infrastructure activity ensures that the physical project environment is in place before you begin the project. It provides suitable physical (work), technical, and administrative environments including IT access, telephones, voice mail configuration, and physical security. It clearly defines the procedures for conducting project administration operations. At project start, you must complete the project logistics and environment checklist. In addition, in the case of a virtual project team, best practices for working remotely should be reviewed and included in the project logistics and infrastructure.
Inputs
The inputs to this activity are: Resource assignments to roles and responsibilities SAP best practices for virtual teams
Sub deliverables
This activity generates a defined project logistics and infrastructure
1.1.1.6 Team On boarding
Purpose
The purpose of this activity is to prepare the on boarding package for external consultants from SAP and partner companies. The triggers for this activity are: Defined milestone plan High-level project schedule 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.
Sub deliverables
The sub deliverables from this activity are: Handover project guidelines (company overview, consultants guidelines, project timeline, and project scope, for example) On boarding package
1.1.1.7 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 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 -- 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.
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 – such as clients, customers, and SAP 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 satisfaction of operational requirements.
Inputs
The inputs to this activity are: Handover information from OMP Value-based solution scope High-level technical architecture Delivery model drafted according to ISD guidelines Implementation project phases and deliverables SAP solution map and/or SAP business scenario map (output from Solution Composer) Business case and/or CVA (optional)
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
Deliverables
The deliverables generated from this activity are: Project charter Scope statement Business case (optional) 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.
Inputs
In creating the business case, consider the following inputs:
Section
Objective Problem and Opportunity Proposed Resolution Strategic Alignment
Key Content
What business need the project is solving “As-is” situation
Inputs
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment
“To-be” situation Customer business strategy and technical strategy
Statement of work (SOW) Proposal Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment
Benefits
Tangible and intangible benefits
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SAP value map from the SAP Value Delivery Management portfolio of services
Investment
Cash inflows
Customer business case SAP business case, value assessment, or
Appraisal
Cash outflows Discount rate Geographic and organizational scope – people, associated locations, languages, and organizations affected or impacted by the proposed solution
business assessment SAP collaborative value assessment
Dependencies
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SAP value map SOW Proposal
Affected Systems
System scope – systems and associated locations affected or impacted by proposed solution
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SOW Proposal Company fact sheet SAP value map
Stakeholders
Starting with C-Level management
Sub deliverables
This activity generates a reviewed and approved project business case that is documented and communicated to the project team.
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.
Additional Information
For further information, refer to: Business Transformation Consulting group services: business case, value assessment, or business assessment service; collaborative value realization service SAP value engineering services: collaborative value assessment service PMBOK® Fourth Edition, Chapter 4, Project Integration Management Adapted from PMBOK® Fourth Edition, Chapter 4, Project Integration Management © 2004 Project Management Institute
1.1.2.2 Project Charter
Purpose
The project 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, business 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
terms. 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
Current, “as-is” situation and business needs Proposed resolution, “to-be” situation, and highlevel summary of what the project will deliver from an organizational, functional, technical, and geographic point of view 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 Overall project goal 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
Inputs
Project business case Statement of work (SOW)
Project Scope
SOW Proposal
Project Objectives
SOW Proposal
Deliverables
SOW Proposal Project business case
Business Case Summary Total Estimated Project Costs
Summary of justification for project, return on investment (ROI) and related key performance indicators (KPIs) Estimated total project costs through closing
Project business case
SOW Proposal Project business case
Implementation Strategy 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 Persons or organizations actively involved in the project or whose interests may be positively or negatively affected by execution or completion of the project Factors that are considered to be true, real, or certain without proof of demonstration and project limits
Proposal Prestudy SOW Proposal
Project Stakeholders
Project business case SAP value map from the SAP Value Delivery Management portfolio of services SOW Proposal
Assumptions
Project business case SAP value map Constraints 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 sponsor – the key individual, person, or group that provides financial resources to the project SOW Proposal Project business case SAP value map Proposal SAP risk assessment Signatory authorization
Risk Assessment Approval
Sub deliverables
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 the customer has existing: 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 organization’s set of standard processes to satisfy the specific needs of the project 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 modifies, 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 © 2004 Project Management Institute
1.1.2.3 Scope Statement
Purpose
The scope statement facilitates an initial understanding of the project scope and associated projectrelated 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 to deliver.
Inputs
In completing the scope statement, consider the following inputs:
Section
Project Goal Solution or Service Description Project Requirements Project Objectives Deliverables Project Boundaries
Key Content
“To-be” process – describing the overall goal to be achieved by the project Detailed summary of organizational, functional, development, technical, geographic, and language scope Documentation of the capabilities or conditions that must be met by the project Customer strategies (corporate and organizational) aligned with project goals Key deliverables produced by the team to ensure success List of specific systems (SAP and customer applications) within the project scope Notation of out-of-scope organizational, functional, process, and development objects (such as data cleansing for conversions), and technical applications 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 Risks that may have a negative or positive impact on the project Description of the ASAP methodology and approach for implementation Decomposition of deliverables Project organizational chart of individuals and organizations that have specific roles in the project team Scope verification process Key project milestones and dates Estimated total project costs through closing The approach for documenting product
Inputs
Project business case Project charter Statement of work (SOW)
SOW Proposal Project business case Proposal SOW WBS SOW
Out of Scope
SOW Proposal
Project Assumptions
SOW Proposal SOW Proposal
Project Constraints
Project Risk Assessment Implementation Strategy Initial Work Breakdown Structure (WBS) Project Organization
SOW Risk register SOW ASAP methodology description WBS Human resource management plan
Acceptance Criteria Schedule Milestones Order of Magnitude Project Costs Configuration
Scope management plan SOW SOW Integrated change control
Management Requirements Project Costs Needed to Proceed Approval
characteristics and integrated change control Estimated project costs required to move to the next phase Approval from customer project 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
plan 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 the business 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) 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
Sub deliverables
This step generates the detailed project schedule.
1.1.3 Project Management Plan Definition
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. The project management plan is a comprehensive document (or collection of documents) that includes the schedule, cost information, 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 the knowledge areas provide the foundation to support the consistent application of project management practice.
Inputs
This deliverable includes the following inputs: Project charter Handoff checklist from preproject activities (optional)
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
1.1.3.1 Integrated Change Control Procedure
Purpose
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 key objectives of integrated change control are to: Identify changes in scope – or other unplanned activity – in advance and control them Protect the integrity of deliverables that have been approved (signed off) Ensure that new tasks and other requested changes are justified and cost justifiable, and that affected deliverables are identified and modified accordingly (rebaselined) Obtain authorization to proceed with the new tasks or changes and assign them to appropriate individuals to be completed Monitor the progress, cost, and value of approved changes Integrated change control includes these components: Defining an integrated change control procedure
Finalizing the project change request form Finalizing the project change control log The integrated change control procedure outlines the process for requesting, evaluating, deciding on, and tracking possible changes to the project scope and all related activities and deliverables. The procedure elaborates on sections from the project management plan that pertain to integration and management change control. An effective change control system maintains control while allowing flexibility. The change request form and change request log enable the execution of the change control procedure and must support the multiple levels of analysis and approval required to deal with a requested change. To produce the integrated change control procedure, use the integrated change control templates to define an appropriate control system for the project. Consult with the customer project manager when creating the procedure.
Inputs
The inputs to the integrated change control procedure are: Integrated change control procedure template Project management plan Customer change control policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved integrated change control procedure that is documented and communicated to the project team.
Additional Information
When dealing with integration change control and change request management for the implementation project, it is recommended that you define and prepare for operational change management procedures in parallel. Further guidance on this topic is provided in Run >> Change Management >> Change Request Management/Change Control Management (see also linked nodes).
1.1.3.2 Issue Management Procedure
Purpose
The issue management procedure provides a method of managing 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. Left unresolved, an issue will impede or prohibit project-related progress or development by delaying or suspending a task or project. The key objectives of issue management are to identify, track, and resolve issues related to project activities and deliverables in a timely fashion.
Inputs
The inputs to the issue management procedure are: Issue log template Scope management plan Integrated change control procedure Customer issue management policies, procedures, and guidelines
Sub deliverables
This step generates a customer-reviewed and approved issue management procedure that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.3 Scope Management Plan
Purpose
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.
Inputs
The inputs to the scope management plan are: Scope management plan template Project charter Customer scope management policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved scope management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.4. Time Management Plan
Purpose
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.
Inputs
The inputs to the time management plan are: Time management plan template Project charter Project scope statement WBS template (in the opportunity management phase) Customer policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved time management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.5 Cost Management Plan
Purpose
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.
Inputs
The inputs to the cost management plan are: Project charter Cost management plan template Customer policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved cost management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.6 Quality Management Plan
Purpose
The quality management plan outlines the specific organization, processes, and materials needed to ensure quality on the project. It elaborates on sections of the project management plan that pertain to quality management.
Inputs
The inputs to the quality management plan are: Project charter Quality management plan template Scope management plan Issue management plan Customer quality policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved quality management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.7 Human Resource Management Plan
Purpose
The human resource management plan outlines the processes required to staff, organize, and manage the project team. It elaborates on sections of the project management plan that pertain to human resource management.
Inputs
The inputs to the human resource management plan are: Human resource management plan template Project charter Customer policies, procedures, and guidelines Assigned roles and responsibilities
Sub deliverables
This step generates a reviewed and approved human resource management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.8 Communication Management Plan
Purpose
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 project communication matrix outlines the project team’s approach to project-specific communication. It captures the analysis completed as part of communication planning and serves as a tool to guide the project team throughout the project. Project performance report templates are produced for different purposes and target audience, as defined in the project communication plan. Typically, project performance reports include: Team member status reports Project team status reports Project status reports Executive status reports
Project performance reports collect actual project progress and performance information and report it against baseline information to the various project stakeholders. The reports capture the analysis of completed project work in achieving project objectives. At a minimum, project performance reports should provide information on scope, schedule, cost, resources, quality, and risk.
Inputs
The inputs to the communication management plan are: Communication management plan template Communication matrix template Project charter Stakeholder analysis Project scope statement Customer communication management policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved communication management plan that is documented and communicated to the project team. It consists of: Communication plan Decision making plan Result protocol
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.9 Risk Management Plan
Purpose
The purpose of the risk management plan is to define how the risk process is structured and performed throughout the ASAP methodology delivery phases. The risk management plan defines how risks are discovered, defined, assessed (during risk reviews), and managed. It also describes how often risk reviews are conducted. To handle risks in a simple way within any customer project, you can use the project risk list.
Inputs
The inputs to the risk management plan are: Global risk policy Project characteristics (size, solution, markets, contract type) used in conjunction with the global GRC risk policy to define how the risk plan will function Project charter
Sub deliverables
This step generates: Project risk management plan Risk register The expected output of the risk assessment is a comprehensive explanation (in a document) of how risk discovery, definition, assessment, and management will take place throughout the project lifecycle.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.10 Project Contract Inventory
Purpose
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
The inputs to the project contract inventory are: Project charter Change control procedure Customer procurement management policies, procedures, and guidelines
Sub deliverables
This step generates inventoried project contracts stored within the project repository.
If It Is Not Done
Skipping this step limits visibility and control in managing the contractual factors that can adversely impact the scope, schedule, budget, quality, and value of the project.
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, 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. 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 manager 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 objectives, 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 foundation for the schedule and documents the deliverables to be produced as part of the project. The resource and time 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 matrix 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 performance reports need to be produced for different purposes and audiences, as defined in the project communication plan.
Inputs
The inputs to project performance reports are: Communication management plan Interim team member status reports Interim project team status reports Interim project status reports Interim executive status reports
Sub deliverables
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
Sub deliverables
The outputs of a project financial management tool are: Detailed information on contracting fees and associated travel expenses Approved project budget baseline
1.1.4.3 Change Request Log Updates
Purpose
A consistent, comprehensive approach to managing the lifecycle of a potential change is a critical component of an 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.
Inputs
The change request form supports the execution of the integrated change control procedure.
Sub deliverables
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 to managing project issues is a critical component of an effective project management system. The SAP Solution 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. The issue log is formally closed out with other project controlling documentation during project completion activities.
Inputs
The SAP Solution Manager or issue log supports the execution of the issue management procedure.
Sub deliverables
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 WBS 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)
Sub deliverables
This step generates a reviewed and approved first WBS as well as a WBS dictionary, which are documented and communicated to the project team.
If It Is Not Done
Skipping this step limits visibility and control in managing scope and integrated changes; this can adversely impact the schedule, budget, value, and quality of the project.
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 schedule 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 must-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, 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
Sub deliverables
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
1.1.4.7 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 planning and serves as a tool to guide the project team throughout the project. The matrix holds the following information for each 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 planning, development, and delivery, including:
o Communication event
o o o o o o
Message intent Timing Vehicles Sender Feedback mechanism Comments
Project communication typically falls into one of two primary categories: internal project communications or stakeholder communications.
Inputs
The inputs to the communication matrix are: Communication management plan Stakeholder analysis
Sub deliverables
This step generates a reviewed and updated communication matrix
1.1.4.8 Team Member Evaluations and Appraisals
Purpose
As part of the human resources management of the project, the project manager manages and develops the team, 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 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 member evaluations and appraisals are: Additional appraiser template Feedback from the customer program manager, project manager, and subproject manager
Sub deliverables
This step generates internal and external appraisals.
1.1.5 Project Standards
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 on boarding 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.
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 management standards Test management standards Post implementation service and support standards Enterprise service standards Composite application design and development standards
Sub deliverables
This step generates documented, approved, and communicated project standards in accordance with the integration management plan.
1.1.5.1 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 to support a standard SAP implementation project to the best effect in the preparation phase. The SAP Solution Manager usage guidelines 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
Sub deliverables
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 sub deliverable 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, enhancement and modification
documentation) it is recommended that you define and prepare for as well as cross-check the SAP standards for solution operations. Further guidance on this topic is provided in Run >> SAP Application 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 process modeling standards is to have a standard approach for executing process modeling. SAP provides a standard modeling handbook, which delivers the rules for processoriented analysis and 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 and SAP Solution Manager ARIS and the Enterprise Services Repository (ES 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 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
Sub deliverables
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 this fundamental information. As part of SAP’s standards for 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 sub deliverable 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). 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 is required. This sub deliverable 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.
Sub deliverables
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 documentation, configuration 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 >> Solution Documentation (see also linked nodes).
1.1.5.4 SAP Services Deployment Plan
Purpose
Managing 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 outtasking 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 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.
Sub deliverables
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 sub deliverable is to establish standards for SAP software system configuration for those who perform initial configuration setup. The system configuration is a crucial part of SAP software 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 monitoring 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 standards for system configuration (hardware, operating system, and software) Documentation requirements
Sub deliverables
The software system configuration standards generate: Naming conventions for operating system setup Documentation of standards for hardware and operating system setup Naming conventions for software installations Documentation of standards for software installation Specification of configuration requirements for system monitoring Specification of standard configurations for system administration
Additional Information
Accelerators giving guidance on how SAP system configuration standards are applied using SAP Solution Manager can be found via the linked nodes. When defining documentation standards during the implementation project – including project, configuration, and enhancement and modification 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, 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 for 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 standards provide a holistic view of custom development from the operations perspective, not from the development itself. The topics and methodology described in this sub deliverable 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.
Sub deliverables
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, 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 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 key focus areas, provides guidance, and explains best practices for the management of upgrade projects. All this helps customers better understand and manage the major technical risks and challenges of an upgrade project and to make it a non-event for the business. This sub deliverable 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 sub deliverable are the SAP support package and upgrade standards.
Sub deliverables
This step generates upgrade and support package standards for the project.
1.1.5.8 Change Request and Transport Management Standards
Purpose
The purpose 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 sub deliverable 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
Sub deliverables
This step generates: Setup and configuration of an enhanced CTS using the change request management functionality of SAP Solution Manager An integrated change request and transport management approach using SAP Solution Manager By completing this sub deliverable 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 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 tests deal with a systems run time behavior, e.g. with defined performance parameters. After the successful go-live, testing still remains a central element of the application lifecycle: SAP 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. Each change has to be tested to ensure that there are no negative side effects. This sub deliverable describes the SAP standards for test management, which provides SAP’s bestpractice 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 Best practices and recommendations for test management for solution operations Current test strategy / test management approach
Sub deliverables
This step generates customer-agreed 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.
1.1.5.10 Post implementation Service and Support Standards
Purpose
Companies may 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 sub deliverable 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 customers’ software landscapes and applications. In addition, more customer-tailored support is offered through the SAP MaxAttention support option and SAP Safeguarding 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 service-level 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 post implementation service and support standards are: SAP standards for solution operations Current IT support organization capabilities and maturity Business-user service levels and budgetary constraints SAP support services
Sub deliverables
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 for enterprise service design and development must be in place before the modeling, definition, and 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 solutions. Each enterprise service is subject to a harmonized service cut, aligned naming conventions, consistent 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.
Sub deliverables
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 the governance of enterprise service modeling and implementation is the central Enterprise Services 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. 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, 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.
Sub deliverables
This step generates: Development process for the project o Project development guidelines o Naming conventions (for development components, packages, and so on): The naming conventions are aligned with the enterprise’s naming guidelines for software development. This avoids naming conflicts and ensures clarity. o Logging: This document describes what is to be logged, how it is to be logged (framework/tool to be used), and where the logging data is to be stored. o Exception architecture: This designates how the application will handle errors. Are the components that cause the error supposed to try 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: 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 o SAP NetWeaver Portal component or other central portal o SAP NetWeaver or third-party development infrastructure o SAP NetWeaver Business Process Management (SAP NetWeaver BPM) component
Additional Information
When the project scope includes SOA-based 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 – Optimization >> SOA Readiness (see also linked nodes). 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 predecessor 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 organize the development team and, if necessary, to identify and fill in the gaps on their learning map for the composite development process. Ordering hardware, scheduling training, and building up skills can be a rather time-consuming task (with projectexternal 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 is to: Verify that deliverables from this phase are complete and accurate, and review any critical outstanding issues Identify lessons learned during the phase to incorporate into the next phase or to prepare for formal project closure When sign-off is obtained, the project can proceed to the next phase.
Inputs
This deliverable has the following inputs: Project schedule for the phase Phase-specific deliverables This deliverable is triggered by the completion of the phase.
Deliverables
This deliverable generates: Lessons-learned log Project quality gate scorecard Project review service reports Phase closure document
1.1.6.1 Lessons-Learned Log Updates
Purpose
It is good project management practice to collect knowledge and lessons learned from the implementation project for use in later stages of the project or in future projects. The project team collects and documents the lessons learned in the lessons-learned log that is made available to the project team and shared with other projects in the organization.
For projects that include global delivery, consider the following activities at the phase sign-off stage: Review lessons learned while engaging global delivery team members in the phase
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. Quality gates are an integral part of Quality Management of SAP, partner or client led projects with Solution Manager. 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 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 Quality Management Plan and are set at critical stages in the project lifecycle: Project Preparation Phase Completed Business Blueprint Phase Completed Baseline Configuration of Realization Completed Final Configuration of Realization Completed (Solution Built) Realization Completed (Integration Tests of Realization Completed) Final Preparation Completed (Go Live Readiness) Project Complete (Project Closure)
Inputs
The inputs to this deliverable are the completion of all documents, activities and WBS elements to the satisfaction of the client as required before each Gate.
Expected results
The Project Quality Gate delivers a scorecard that records the results of the quality assessment 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 re-evaluate the deliverables with action items.
1.1.6.3 Project Review Service Report
Purpose
The purpose of the project review service report is to provide a proactive quality assurance review, with an impartial analysis of all aspects of the project – across all project management disciplines – enabling early detection of project issues with actionable recommendations.
Project review service is an integral part of project quality management 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 have been set and 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. The service is composed of five logically-sequenced and interrelated reviews performed at different phases in the implementation roadmap: Project preparation, at the end of the phase Business blueprint, at the end of the phase Realization, during the configuration cycle, before integration testing Final preparation, two to four weeks before going live Go-live support, approximately four 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 using a series of scheduled interviews with key project team members and reviews a list of project documents specific to each project phase. The SAP project review roadmap contains detailed information on the project management review service, including templates, procedures, and guidelines.
Sub deliverables
The project review delivers: Prescribed methodology – Provides an independent and objective management review of project implementation practices to meet business objectives Debriefing session – Provides an update on project issues at the end of the on-site survey Recommendations for risk mitigation – Outlines high-level findings and recommendations for managing risks Key findings report – Highlights recommendations for what needs to be done to keep a project on track Management presentation – Enables you to gain executive support and stakeholder buy-in
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. The following figure provides all OCM deliverables for the different phases. A deliverable in one phase can be an input for another phase (for example, stakeholder identification in the project preparation phase is input for stakeholder analysis and change impact in the business blueprint phase)
Project Phases
Project Preparation
OCM Charter
Business Blueprint
Realization
Final Preparation
Go-Live Support
Launch & Setup
OCM Roadmap Teambuilding Stakeholder Analysis Change Impact Communication Plan Value Argumentation
Stakeholder Management
Stakeholder Identification
Communication
Communication Activities
Road Shows
Organization Alignment
Role Mapping Sounding Panel Lessons Learned
Monitoring
Business Readiness Check
User Acceptance Analysis
Note: OCM is one of the primary success factors in SAP projects. Implementing SAP software typically involves numerous organizational, 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.
Inputs
The inputs required for OCM are: Statement of work (preparation phase) Review handoff – validation checklist (preparation phase) Development of the project office (optional)
Deliverables
The major deliverables generated from OCM are: OCM roadmap Stakeholder management Communication plan and activities OCM monitoring Integration points for OCM are: Project management Risk management Resource management
Additional Information
If the project scope includes SOA-based 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).
1.2.1 Organizational Change Management Charter
Purpose
The OCM charter outlines 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 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 know 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? Who 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 include: 1. Identification of stakeholders, which lists relevant stakeholders and groups, both internal and external, 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 alignment Human resources performance management Skills and competencies (if not organized as an autonomous part of the project) OCM monitoring
A special part of the roadmap is the communication plan. It outlines the detailed approach and plan for communication to all audiences within the project and customer organization. It describes the audience, timing, 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 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. Celebration communicates a clear message to the team and the organization and its value should not be underestimated. A good project kickoff has a teambuilding component. In the project input session, you have a chance to form the team by using some of the exercises stored as accelerators.
Inputs
The inputs required 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 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.
Education During ASAP Methodology Roadmap Phases
ProjectPhases Opportunity Management EduStreams Input
Business Case
Project Preparation
Education vision workshop Project team training strategy Project team training level 1
Business Blueprint
Realization
Final Preparation
Go-Live Support
Run
Project Team Training
Education vision workshop
Project team training level 2
Project team training level 3
Decide on knowledge support for project team and COE
BusinessUser Training
Education vision workshop (conducted to define goals)
Manage business user training strategy
Perform learning needs analysis
Create content Prepare training environment Refine delivery mechanisms (trainers,on line etc.) Audit of training readiness Training delivery and monitoring
Add longterm needs to knowledge management
Draft learning and deployment (L&D) strategy
Undertake usage check to gauge user adoption Transfer results to knowledge management Draft knowledge support strategy
Perform routine user experience monitoring (UEM)
Knowledge Management
Ensure L&D strategy longterms needs are addressed
Update Knowledge Support Strategy as needed
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 knowledge 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 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 project 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 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 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.
1.3.3 Management of End-User Training
Purpose
Management of end-user training provides a blended learning path for the user that includes e-learning and training in business procedures and SAP processes. And it’s not just training but knowledge transfer – which supports sustainment and manages the development and delivery process – that educates users to optimize SAP implementations. Additionally, management of end-user training is designed to support the SAP implementation lifecycle with faster implementation and knowledge retention.
Inputs
The inputs for the management of end-user training deliverable are: Project overview and goals End-user demographics
Deliverables
Management of end-user training generates an analysis and report that provides guidance on best practices to ensure that education development, delivery, and sustainment are carried out correctly. Typically, an SAP learning architect is involved in this deliverable. Additional guidance may also be provided on end-user education facilitating the implementation and configuration of SAP software.
Expected Results
By completing the management of end-user training deliverable, the project team gains a head start on defining the education requirements for the project. By having a recommended course of action ahead of time, the project team will be able to quickly make decisions and prepare an executable education strategy.
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. Tasks and deliverables for data archiving begin during the blueprint phase but planning should be started in the project 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. Tasks 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. The 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 systems, business priorities, and technical infrastructure. This workshop is meant 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 migration team gains an understanding of the 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 to 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 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, 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, 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, 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 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, merge 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 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 to 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 SAP data migration framework and methodology 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 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 describing the customer’s 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.
1.5 Business Process Management
Purpose
The purpose of the business process management (BPM) work stream in project preparation 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 following figure illustrates the BPM-focus areas by 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 association of 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.
Inputs
The inputs required for business process management during project preparation are Project scope as specified in the statement of work
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 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) by scenario Refined business process map, an overview of the business 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 scenario requirements documents) – optionally this deliverable can be produced during blueprinting Scenario-level requirements Scenario models as 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 Solution Manager document repository (SOLAR01), as the system is available
Integration
The integration points for business process management are: Predecessor: value proposition, collaborative value realization (CVR) deliverables, as applicable Predecessor: BPM deliverables, 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 implementation project. 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 mapping Business process maps Business scenario level models and value-added chain diagrams
If the project scope includes SOA-based 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).
1.5.1 Value Determination
Purpose
The purpose of a value-based solution design is to determine value drivers and key process changes for the implementation project. Ideally, value determination is done before the project or as a “lite” version during project preparation. At the latest this should be done at the beginning of the blueprint phase. A business case, if one exists, is the starting point for value determination. Based on the input of process owners and business stakeholders, a pain-point analysis is done and key process changes are determined. Thus, key process changes drive the value of the project. The value map associates pain points, key process changes, and performance indicators to measure success. Value maps, therefore, are the central deliverable for value determination. Depending on the defined scope of the implementation, value determination is executed in a “lite” version or comprehensive manner. The deliverables of the core ASAP methodology focuses on the “lite” version. The results from value determination are mapped to the process and solution design. A link is maintained through value maps, KPIs, and PPIs. At the scenario level, financial KPIs are associated; at the processlevel, operational or process performance indicators are the link to the value drivers. An as-is analysis is optional and intended to catalog existing process documentation that supports to-be process modeling as reference materials. As-is process models are not being created or updated at this point. Optionally, a solution transformation roadmap or landscape is being created. The solution transformation roadmap illustrates how the overall solution is sequenced in implementation cycles; the landscape illustrates the overall integration with the legacy environment. The following figure illustrates the value-related activities across all ASAP methodology phases, particularly the activities during the project preparation phase (highlighted in orange).
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 – a decomposition of the process design – which is reflected as scenarios, 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 Practices 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 on the 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 the BPX community Wiki site. As an additional reference, SAP offers the business process repository.
Value Delivery (VD) in ASAP Roadmap Phases Execute according to value targets and track value and manage changes during the project
ProjectPhases Opportunity VDStreams Input
Project Management Preparation
Business Case Decide about VD support for opportunity and communicate Include value expert in project org. Integrate value milestones in opportunity schedule Business Case or Value Map Decide about VD support for project and communicate Include value expert in project org. Integrate value milestones with project q -gates Derive VM ** from BC Scope project based * on BC/VM
Business Blueprint
Realization
Final Preparation
Go-Live Support
Run
VD Project Management
Decide about VD support after go live and communicate Include value expert in project org. Integrate value mile stones in project schedule
Association of VD with proc. decomposition
* Execute project according to BC/VM targets * Monitor and track value delivery based on BC/VM
VD Execution
Create value based storyline
Monitor and track
* Update BC/VM in case of changes
Value audit of scope
Update business case or value map in case of Execute value-based blueprinting
Additional VD elements
*) BC/VM: business case or value map **) BTC-service for value map creation during preparation phase or value map derivation during additional blueprint activities
SOA conceptual and implementation services, e.g. pulse check Execute value measurement and tracking service Mandatory VD activity Additional VDDraft activity
The following figure illustrates the process of value-based blueprinting with value deliverables (orange) and process management/technical solution design deliverables (blue).
Inputs
The inputs for value determination are: Statement of work – scope determination Business case Initiative roadmap, as applicable High-level to-be solution design, as it exists As-is analysis, if available
Deliverables
The deliverables from value determination are: Value maps (optional), including: Pain points Process weaknesses (process glow, organizational structure, system support, and data structure) Key process changes Financial KPIs (mandatory) Value association and KPI on a scenario level (PL2) (mandatory) PPIs: time, cost, and quality
Expected Results
Value determination enhances the ability of the project team to: Manage expectations and focus on key deliverables Manage scope Track progress of key process changes Value determination is the predecessor for value realization during blueprinting and subsequent phases.
Additional Information
It is recommended that you consult the collaborative value realization and implement value audits. If a comprehensive CVR has been executed, the outcome of the CVR might replace the deliverables from this deliverable.
1.5.2 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 – a decomposition of the process design – which is reflected as scenarios, 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 Practices 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 on the 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 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 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 Value realization deliverables (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: o Business requirements o Level 2 process design (value-added chain diagrams) o Level 2 solution gap analysis o Level 2 functional solution design o Value drivers and financial KPIs o Level 2 organizational impact analysis o Level 2 data impact analysis o Level 2 system impact analysis 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
Expected Results
For business process modeling, refer to the SAP Process Modeling 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 the initial project planning of an SAP implementation project. This also includes processes and procedures for basic administration of the infrastructure.
Inputs
The inputs required for technical solution management are: Technical requirements as specified in the project preparation phase Initial hardware sizing Decisions about project support tools Requirements for archiving as specified in the blueprint data management stream Documentation of the technical environment
Deliverables
The major deliverables generated from technical solution management are:
Design of the future technical system landscape Mapping of solutions from the business process model to SAP components Setup of the development environment Specification of administration procedures Setup of the implementation guide (IMG) for the project and definition of customizing conventions and standards Setup of previously identified security measures Setup of the composite application development environment Setup of the enterprise services environment The integration point for technical solution management is data management, which is also found in the blueprint phase and is related to legacy data migration and data archiving. The concepts in that area have a direct effect on the design and setup of the technical system landscape.
1.6.1 Interface Inventory
Purpose
The purpose of the interface inventory is to identify the external systems, applications, and business objects or transactions that must be integrated with the SAP application after go live.
Inputs
The input to the interface inventory is the statement of work (SOW).
Deliverables
The interface inventory deliverable establishes 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. 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 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 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 define and document technical requirements for the project and its eventual rollout and to create an initial technical design. The technical requirements define all technical areas of the project and explain where they integrate with business
requirements, including any expected service-level agreements. Included in this deliverable is the integration of the new solution with existing solutions and their future operation. With the initial technical design, you determine how the technical infrastructure is to be implemented – for example, global versus local infrastructure. The initial technical design also includes the solution landscape, which is a description of all the technical systems in diagrammatic and textual form. It shows the hardware, software, and connectivity between all components. It also describes the role of each component or system.
Inputs
The stakeholders and experts within IT who focus on infrastructure and architecture must be identified to get their input of the collection of the requirements. The inputs for the technical requirements and design and solution landscape deployment plan are: Project scope definition Technical and functional project scope definition Business requirements High-level project plan An overview of the existing infrastructure and architecture – including suppliers, releases, and versions of the components – is required to understand the existing system landscape: Current landscape analysis Current system maintenance strategy Current security philosophy A company hardware catalog is helpful as well.
Deliverables
The deliverables for the technical requirements and design and solution landscape deployment plan are: Definition of the solution landscape, describing all relevant technical systems in diagrams and text and determining when they are to be deployed Documentation of the interfaces between all components in the solution landscape, including the connectivity between non-SAP components and the new landscape Documentation of all required tools for implementation and operation and required licenses for those tools The solution landscape deployment plan defines the following activities: What is to be deployed (development, quality assurance, training, and production) How it is to be deployed When it is to be deployed (estimation of when the components and environments are required)
If It Is Not Done
The technical requirements and design is a key deliverable. The implementation cannot proceed without your defining and documenting all aspects of technical design. Technical scope, timeline, and budget cannot be controlled if they are not clearly defined; without them, serious problems can result, with a negative impact on the project.
Additional Information
It is critical to have a clear analysis of the current solution landscape before defining any technical requirements. A careful examination of the existing infrastructure, the business processes it supports, and integration details for the SAP software solution are necessary to complete the technical requirements.
SAP Solution Manager provides central access to tools, methods, and preconfigured content that can be used during evaluation, implementation, and operational processing of the planned solution. Specification of how SAP Solution Management will be used must be part of the technical design. The major features covering the requirements are: Solution monitoring, including: Central system administration Analysis of your system landscape with service-level reporting Real-time system monitoring Business process monitoring Services and support – Access to programs and services to monitor and optimize the performance and availability of your system landscapes and to minimize risks when running your systems Service desk – Solution support with workflow to create and process problem messages Change management – With workflow to trace and audit changes and transports in your system landscape Sizing and configuration of SAP Solution Manager – see the SAP Service Marketplace extranet (links provided as accelerators
1.6.3 Initial Hardware Sizing Proposal
Purpose
The purpose of the initial hardware sizing proposal is to determine your hardware needs with assistance from your hardware partner. The following procedures are required: Do initial hardware sizing separately for each system, such as the development system, the quality assurance system, and the production system Size other systems separately, such as template systems in a global environment, the administration station and clients for mobile scenarios, or the Web server for Internet scenarios Determine how many applications will go live at the same time The sizing for each system (development, quality assurance, and production) has to be done several weeks or even months before the corresponding project phase, as the delivery time for the hardware must be considered in the project plan. The first step is to determine the hardware requirements of your SAP software system, including network bandwidth, physical memory, CPU power, and I/O capacity. The second step (done with the hardware partner) is to map these hardware requirements to specific hardware.
Inputs
The inputs for the hardware sizing are:
Business requirements completed Technical requirements completed Solution landscape deployment plan completed Long-term planning about which hardware platform will be used for quality assurance and for the production system What language and time-zone dependencies do you need to consider for the development system? What enhancements do you plan to make to the standard SAP software system? What development system growth do you expect? What are your requirements for backup, recovery, and reset of the different systems? What time window do you expect for system recovery in the future? Are you planning to use a high-availability solution or split-mirror technology? The sizing questionnaire (see accelerators) might help to evaluate the business requirements. Based on this information, you can calculate the required CPU and memory resources (calculated in “SAPs”), using the sizing tools provided by SAP. The hardware partner then uses the calculated resources as input to determine appropriate hardware. For the initial hardware sizing during the preparation phase, you might not yet have all of the required input. Nevertheless, a first rough estimate of hardware requirements is necessary for setting up the development system and planning the technical infrastructure.
Deliverables
The deliverables for the initial hardware sizing are: Rough estimate of the size of the complete landscape, to allow further planning steps Specific sizing proposals for the systems required already during preparation and blueprint phases (for example, SAP Solution Manager system or sandbox system) This initial sizing is to be reviewed and refined several times during the project. You should do this in collaboration with your hardware partner.
If It Is Not Done
If the initial hardware sizing is not completed correctly, the project might suffer from insufficient hardware resources during the preparation and blueprint phases. Other infrastructure planning steps (such as data center capacity and backup planning) might lead to wrong decisions if the initial hardware sizing is skipped.
Additional Information
There are three different and independent sizing models with different advantages and disadvantages. The first two, user-based sizing and throughput-based sizing, have been implemented in the Quick Sizer. User-based sizing – This model defines three types of active users who work with the system to different degrees. Merely counting the users can be done quite easily. The disadvantage is that this estimate is quite rough as it says very little about the actual throughput these users produce. Throughput-based sizing – This model is quite thorough because it relies on actual or on actually expected throughput. However, it relies on a number of assumptions in business terms
(such as the number of order line items per year) that must be cross-checked against the individual installation. Customer performance test – These tests are done in a customer system with customer data. The disadvantage is that conducting these tests requires considerable time and money. For further information, please refer to the white paper Carrying Out Customer Performance Tests. Additional information for hardware sizing can be found at http://service.sap.com/sizing. There you will also find a rough guide on using the Quick Sizer tool as well as a Quick Sizer Best Practices guide. With the help of standard application benchmark results at www.sap.com/benchmark, assumptions can be made about CPU and memory consumption of particular software components as well as a mapping of “SAPs” to specific hardware.
1.6.4 Project Support Tools and System Setup
Purpose
The purpose of the project support tools and system setup deliverable is to set up the project environment and define and set up the support tools.
Inputs
The inputs for the project support tools and system setup are: Project management plan definition Organizational change management strategy (optional) Definition of the dimension of the project team and agreements about the working environment (such as location)
Deliverables
The deliverables for the project support tools and system setup are: Project team environment set up, including: o Rooms and access authorizations o Equipment (including phones, PCs with all required tools installed, printers) o Access to the customer network and file servers Installed and setup SAP Solution Manager Customer specific project management and documentation tools installed and set up Network connection to the SAP Service Marketplace ordered
If It Is Not Done
If the project support tools and system setup delivery is not completed correctly, the project team cannot work efficiently. Without this deliverable, it will be difficult for the project team to hand over its work in the defined form and tools.
Additional Information
The SAP Solution Manager is SAP’s central solution operations platform and contains a lot of the software tools and components needed for technical infrastructure requirements and design. Besides the basic scenarios for service delivery and issue management that are used in later operational phases, the
project can benefit from the SAP Solution Manager during the early project phases as well. Do this by using the basic business blueprint and configuration function to generate business blueprint documents and configuration guides for your solution. In this way SAP Solution Manager can be become the central storage place for landscape, customization, and business blueprint documentation. SAP Solution Manager provides the following functionality for implementing and upgrading SAP solutions: Central access to all tools for your project (project administration, business blueprint, configuration, test workbench, creation of group rollout templates) Central management of all information for your project (roadmaps, system landscape, project documentation) Comparison and synchronization of customization in different SAP components For further Information, refer to http://service.sap.com/solutionmanager.
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 project plans. This deliverable 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: o Methods of testing, both manual and automated o Testing tool set o Requirements traceability tool set o Test data management 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 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 o On time o Within scope o Within budget Establish a testing center of excellence
doc_125120650.pdf
The
ASAP methodology for implementation
is a phased, deliverable-oriented methodology thatstreamlines implementation projects, minimizes risk, and reduces total cost of implementation. ASAPtakes a disciplined approach to project management, organizational change management, solutionmanagement, and other disciplines applied in the implementation of SAP solutions. The methodologysupports project teams with templates, tools, questionnaires, and checklists, including guidebooks andaccelerators. ASAP empowers companies to exploit the power of the accelerated features and toolsalready built into SAP solutions
ASAP Methodology for Implementation
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, 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. 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. In the realization phase, the SAP software system is configured and tested in a number of cycles. 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. The 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
2. Business blueprint
3. Realization
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 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. The purpose of the go-live support phase is to move from a preproduction environment to live production operation. An easily accessible production support organization must be in place to support the end-user community, not just for the first critical days of production operations, but also for long-term support. 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.
5. Go-live support
6. Run
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 project work in a deliverable-oriented, hierarchical manner and managing the project work to completion. ASAP methodology contains a standard set of templates, samples, accelerators, guidelines, and checklists for use by project teams in effectively managing and completing SAP solution implementation projects.
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 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. The 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-risk 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 objectives 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 – 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 schedule 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 of the team and other key resources to the project schedule. It also examines the approach for the specific project phase. Note: The phase start-up for the project preparation phase also includes a handoff of information gathered in the preimplementation project activities. The phase start-up involves: Identifying, 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 development) Preparing for and conducting a phase kickoff meeting and starting the phase project work Completing the handoff of information gathered in preimplementation project activities (only applicable to the project preparation phase start-up)
Inputs
The inputs for the phase start-up include information from any previous phase sign-offs.
Deliverables
The project management phase start-up generates these deliverables: Allocation of resources to the project team for the specific phase Updated detailed phase schedule Completed phase kickoff meeting Handoff of the checklist from preproject activities (only applicable to the project preparation phase)
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 complete 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 program 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
Sub deliverables
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 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 resources allocation is a confirmation of resource availability for the particular phase. The resource plan and schedule detail 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 Assignment of Roles and Responsibilities
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 consultants, and funding considerations. During a start-up phase of a global program, the development project typically employs one 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.
Sub deliverables
The sub deliverables are: The project team organizational chart with assigned people Resources assigned to roles and responsibilities
1.1.1.5 Setup of Project Logistics and Infrastructure
Purpose
The setup of project logistics and infrastructure activity ensures that the physical project environment is in place before you begin the project. It provides suitable physical (work), technical, and administrative environments including IT access, telephones, voice mail configuration, and physical security. It clearly defines the procedures for conducting project administration operations. At project start, you must complete the project logistics and environment checklist. In addition, in the case of a virtual project team, best practices for working remotely should be reviewed and included in the project logistics and infrastructure.
Inputs
The inputs to this activity are: Resource assignments to roles and responsibilities SAP best practices for virtual teams
Sub deliverables
This activity generates a defined project logistics and infrastructure
1.1.1.6 Team On boarding
Purpose
The purpose of this activity is to prepare the on boarding package for external consultants from SAP and partner companies. The triggers for this activity are: Defined milestone plan High-level project schedule 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.
Sub deliverables
The sub deliverables from this activity are: Handover project guidelines (company overview, consultants guidelines, project timeline, and project scope, for example) On boarding package
1.1.1.7 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 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 -- 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.
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 – such as clients, customers, and SAP 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 satisfaction of operational requirements.
Inputs
The inputs to this activity are: Handover information from OMP Value-based solution scope High-level technical architecture Delivery model drafted according to ISD guidelines Implementation project phases and deliverables SAP solution map and/or SAP business scenario map (output from Solution Composer) Business case and/or CVA (optional)
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
Deliverables
The deliverables generated from this activity are: Project charter Scope statement Business case (optional) 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.
Inputs
In creating the business case, consider the following inputs:
Section
Objective Problem and Opportunity Proposed Resolution Strategic Alignment
Key Content
What business need the project is solving “As-is” situation
Inputs
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment
“To-be” situation Customer business strategy and technical strategy
Statement of work (SOW) Proposal Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment
Benefits
Tangible and intangible benefits
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SAP value map from the SAP Value Delivery Management portfolio of services
Investment
Cash inflows
Customer business case SAP business case, value assessment, or
Appraisal
Cash outflows Discount rate Geographic and organizational scope – people, associated locations, languages, and organizations affected or impacted by the proposed solution
business assessment SAP collaborative value assessment
Dependencies
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SAP value map SOW Proposal
Affected Systems
System scope – systems and associated locations affected or impacted by proposed solution
Customer business case SAP business case, value assessment, or business assessment SAP collaborative value assessment SOW Proposal Company fact sheet SAP value map
Stakeholders
Starting with C-Level management
Sub deliverables
This activity generates a reviewed and approved project business case that is documented and communicated to the project team.
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.
Additional Information
For further information, refer to: Business Transformation Consulting group services: business case, value assessment, or business assessment service; collaborative value realization service SAP value engineering services: collaborative value assessment service PMBOK® Fourth Edition, Chapter 4, Project Integration Management Adapted from PMBOK® Fourth Edition, Chapter 4, Project Integration Management © 2004 Project Management Institute
1.1.2.2 Project Charter
Purpose
The project 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, business 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
terms. 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
Current, “as-is” situation and business needs Proposed resolution, “to-be” situation, and highlevel summary of what the project will deliver from an organizational, functional, technical, and geographic point of view 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 Overall project goal 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
Inputs
Project business case Statement of work (SOW)
Project Scope
SOW Proposal
Project Objectives
SOW Proposal
Deliverables
SOW Proposal Project business case
Business Case Summary Total Estimated Project Costs
Summary of justification for project, return on investment (ROI) and related key performance indicators (KPIs) Estimated total project costs through closing
Project business case
SOW Proposal Project business case
Implementation Strategy 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 Persons or organizations actively involved in the project or whose interests may be positively or negatively affected by execution or completion of the project Factors that are considered to be true, real, or certain without proof of demonstration and project limits
Proposal Prestudy SOW Proposal
Project Stakeholders
Project business case SAP value map from the SAP Value Delivery Management portfolio of services SOW Proposal
Assumptions
Project business case SAP value map Constraints 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 sponsor – the key individual, person, or group that provides financial resources to the project SOW Proposal Project business case SAP value map Proposal SAP risk assessment Signatory authorization
Risk Assessment Approval
Sub deliverables
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 the customer has existing: 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 organization’s set of standard processes to satisfy the specific needs of the project 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 modifies, 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 © 2004 Project Management Institute
1.1.2.3 Scope Statement
Purpose
The scope statement facilitates an initial understanding of the project scope and associated projectrelated 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 to deliver.
Inputs
In completing the scope statement, consider the following inputs:
Section
Project Goal Solution or Service Description Project Requirements Project Objectives Deliverables Project Boundaries
Key Content
“To-be” process – describing the overall goal to be achieved by the project Detailed summary of organizational, functional, development, technical, geographic, and language scope Documentation of the capabilities or conditions that must be met by the project Customer strategies (corporate and organizational) aligned with project goals Key deliverables produced by the team to ensure success List of specific systems (SAP and customer applications) within the project scope Notation of out-of-scope organizational, functional, process, and development objects (such as data cleansing for conversions), and technical applications 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 Risks that may have a negative or positive impact on the project Description of the ASAP methodology and approach for implementation Decomposition of deliverables Project organizational chart of individuals and organizations that have specific roles in the project team Scope verification process Key project milestones and dates Estimated total project costs through closing The approach for documenting product
Inputs
Project business case Project charter Statement of work (SOW)
SOW Proposal Project business case Proposal SOW WBS SOW
Out of Scope
SOW Proposal
Project Assumptions
SOW Proposal SOW Proposal
Project Constraints
Project Risk Assessment Implementation Strategy Initial Work Breakdown Structure (WBS) Project Organization
SOW Risk register SOW ASAP methodology description WBS Human resource management plan
Acceptance Criteria Schedule Milestones Order of Magnitude Project Costs Configuration
Scope management plan SOW SOW Integrated change control
Management Requirements Project Costs Needed to Proceed Approval
characteristics and integrated change control Estimated project costs required to move to the next phase Approval from customer project 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
plan 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 the business 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) 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
Sub deliverables
This step generates the detailed project schedule.
1.1.3 Project Management Plan Definition
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. The project management plan is a comprehensive document (or collection of documents) that includes the schedule, cost information, 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 the knowledge areas provide the foundation to support the consistent application of project management practice.
Inputs
This deliverable includes the following inputs: Project charter Handoff checklist from preproject activities (optional)
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
1.1.3.1 Integrated Change Control Procedure
Purpose
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 key objectives of integrated change control are to: Identify changes in scope – or other unplanned activity – in advance and control them Protect the integrity of deliverables that have been approved (signed off) Ensure that new tasks and other requested changes are justified and cost justifiable, and that affected deliverables are identified and modified accordingly (rebaselined) Obtain authorization to proceed with the new tasks or changes and assign them to appropriate individuals to be completed Monitor the progress, cost, and value of approved changes Integrated change control includes these components: Defining an integrated change control procedure
Finalizing the project change request form Finalizing the project change control log The integrated change control procedure outlines the process for requesting, evaluating, deciding on, and tracking possible changes to the project scope and all related activities and deliverables. The procedure elaborates on sections from the project management plan that pertain to integration and management change control. An effective change control system maintains control while allowing flexibility. The change request form and change request log enable the execution of the change control procedure and must support the multiple levels of analysis and approval required to deal with a requested change. To produce the integrated change control procedure, use the integrated change control templates to define an appropriate control system for the project. Consult with the customer project manager when creating the procedure.
Inputs
The inputs to the integrated change control procedure are: Integrated change control procedure template Project management plan Customer change control policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved integrated change control procedure that is documented and communicated to the project team.
Additional Information
When dealing with integration change control and change request management for the implementation project, it is recommended that you define and prepare for operational change management procedures in parallel. Further guidance on this topic is provided in Run >> Change Management >> Change Request Management/Change Control Management (see also linked nodes).
1.1.3.2 Issue Management Procedure
Purpose
The issue management procedure provides a method of managing 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. Left unresolved, an issue will impede or prohibit project-related progress or development by delaying or suspending a task or project. The key objectives of issue management are to identify, track, and resolve issues related to project activities and deliverables in a timely fashion.
Inputs
The inputs to the issue management procedure are: Issue log template Scope management plan Integrated change control procedure Customer issue management policies, procedures, and guidelines
Sub deliverables
This step generates a customer-reviewed and approved issue management procedure that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.3 Scope Management Plan
Purpose
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.
Inputs
The inputs to the scope management plan are: Scope management plan template Project charter Customer scope management policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved scope management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.4. Time Management Plan
Purpose
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.
Inputs
The inputs to the time management plan are: Time management plan template Project charter Project scope statement WBS template (in the opportunity management phase) Customer policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved time management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.5 Cost Management Plan
Purpose
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.
Inputs
The inputs to the cost management plan are: Project charter Cost management plan template Customer policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved cost management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.6 Quality Management Plan
Purpose
The quality management plan outlines the specific organization, processes, and materials needed to ensure quality on the project. It elaborates on sections of the project management plan that pertain to quality management.
Inputs
The inputs to the quality management plan are: Project charter Quality management plan template Scope management plan Issue management plan Customer quality policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved quality management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.7 Human Resource Management Plan
Purpose
The human resource management plan outlines the processes required to staff, organize, and manage the project team. It elaborates on sections of the project management plan that pertain to human resource management.
Inputs
The inputs to the human resource management plan are: Human resource management plan template Project charter Customer policies, procedures, and guidelines Assigned roles and responsibilities
Sub deliverables
This step generates a reviewed and approved human resource management plan that is documented and communicated to the project team.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.8 Communication Management Plan
Purpose
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 project communication matrix outlines the project team’s approach to project-specific communication. It captures the analysis completed as part of communication planning and serves as a tool to guide the project team throughout the project. Project performance report templates are produced for different purposes and target audience, as defined in the project communication plan. Typically, project performance reports include: Team member status reports Project team status reports Project status reports Executive status reports
Project performance reports collect actual project progress and performance information and report it against baseline information to the various project stakeholders. The reports capture the analysis of completed project work in achieving project objectives. At a minimum, project performance reports should provide information on scope, schedule, cost, resources, quality, and risk.
Inputs
The inputs to the communication management plan are: Communication management plan template Communication matrix template Project charter Stakeholder analysis Project scope statement Customer communication management policies, procedures, and guidelines
Sub deliverables
This step generates a reviewed and approved communication management plan that is documented and communicated to the project team. It consists of: Communication plan Decision making plan Result protocol
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.9 Risk Management Plan
Purpose
The purpose of the risk management plan is to define how the risk process is structured and performed throughout the ASAP methodology delivery phases. The risk management plan defines how risks are discovered, defined, assessed (during risk reviews), and managed. It also describes how often risk reviews are conducted. To handle risks in a simple way within any customer project, you can use the project risk list.
Inputs
The inputs to the risk management plan are: Global risk policy Project characteristics (size, solution, markets, contract type) used in conjunction with the global GRC risk policy to define how the risk plan will function Project charter
Sub deliverables
This step generates: Project risk management plan Risk register The expected output of the risk assessment is a comprehensive explanation (in a document) of how risk discovery, definition, assessment, and management will take place throughout the project lifecycle.
Additional Information
For further information, refer to PMBOK® Fourth Edition, © 2008 Project Management Institute
1.1.3.10 Project Contract Inventory
Purpose
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
The inputs to the project contract inventory are: Project charter Change control procedure Customer procurement management policies, procedures, and guidelines
Sub deliverables
This step generates inventoried project contracts stored within the project repository.
If It Is Not Done
Skipping this step limits visibility and control in managing the contractual factors that can adversely impact the scope, schedule, budget, quality, and value of the project.
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, 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. 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 manager 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 objectives, 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 foundation for the schedule and documents the deliverables to be produced as part of the project. The resource and time 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 matrix 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 performance reports need to be produced for different purposes and audiences, as defined in the project communication plan.
Inputs
The inputs to project performance reports are: Communication management plan Interim team member status reports Interim project team status reports Interim project status reports Interim executive status reports
Sub deliverables
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
Sub deliverables
The outputs of a project financial management tool are: Detailed information on contracting fees and associated travel expenses Approved project budget baseline
1.1.4.3 Change Request Log Updates
Purpose
A consistent, comprehensive approach to managing the lifecycle of a potential change is a critical component of an 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.
Inputs
The change request form supports the execution of the integrated change control procedure.
Sub deliverables
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 to managing project issues is a critical component of an effective project management system. The SAP Solution 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. The issue log is formally closed out with other project controlling documentation during project completion activities.
Inputs
The SAP Solution Manager or issue log supports the execution of the issue management procedure.
Sub deliverables
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 WBS 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)
Sub deliverables
This step generates a reviewed and approved first WBS as well as a WBS dictionary, which are documented and communicated to the project team.
If It Is Not Done
Skipping this step limits visibility and control in managing scope and integrated changes; this can adversely impact the schedule, budget, value, and quality of the project.
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 schedule 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 must-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, 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
Sub deliverables
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
1.1.4.7 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 planning and serves as a tool to guide the project team throughout the project. The matrix holds the following information for each 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 planning, development, and delivery, including:
o Communication event
o o o o o o
Message intent Timing Vehicles Sender Feedback mechanism Comments
Project communication typically falls into one of two primary categories: internal project communications or stakeholder communications.
Inputs
The inputs to the communication matrix are: Communication management plan Stakeholder analysis
Sub deliverables
This step generates a reviewed and updated communication matrix
1.1.4.8 Team Member Evaluations and Appraisals
Purpose
As part of the human resources management of the project, the project manager manages and develops the team, 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 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 member evaluations and appraisals are: Additional appraiser template Feedback from the customer program manager, project manager, and subproject manager
Sub deliverables
This step generates internal and external appraisals.
1.1.5 Project Standards
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 on boarding 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.
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 management standards Test management standards Post implementation service and support standards Enterprise service standards Composite application design and development standards
Sub deliverables
This step generates documented, approved, and communicated project standards in accordance with the integration management plan.
1.1.5.1 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 to support a standard SAP implementation project to the best effect in the preparation phase. The SAP Solution Manager usage guidelines 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
Sub deliverables
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 sub deliverable 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, enhancement and modification
documentation) it is recommended that you define and prepare for as well as cross-check the SAP standards for solution operations. Further guidance on this topic is provided in Run >> SAP Application 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 process modeling standards is to have a standard approach for executing process modeling. SAP provides a standard modeling handbook, which delivers the rules for processoriented analysis and 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 and SAP Solution Manager ARIS and the Enterprise Services Repository (ES 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 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
Sub deliverables
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 this fundamental information. As part of SAP’s standards for 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 sub deliverable 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). 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 is required. This sub deliverable 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.
Sub deliverables
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 documentation, configuration 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 >> Solution Documentation (see also linked nodes).
1.1.5.4 SAP Services Deployment Plan
Purpose
Managing 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 outtasking 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 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.
Sub deliverables
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 sub deliverable is to establish standards for SAP software system configuration for those who perform initial configuration setup. The system configuration is a crucial part of SAP software 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 monitoring 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 standards for system configuration (hardware, operating system, and software) Documentation requirements
Sub deliverables
The software system configuration standards generate: Naming conventions for operating system setup Documentation of standards for hardware and operating system setup Naming conventions for software installations Documentation of standards for software installation Specification of configuration requirements for system monitoring Specification of standard configurations for system administration
Additional Information
Accelerators giving guidance on how SAP system configuration standards are applied using SAP Solution Manager can be found via the linked nodes. When defining documentation standards during the implementation project – including project, configuration, and enhancement and modification 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, 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 for 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 standards provide a holistic view of custom development from the operations perspective, not from the development itself. The topics and methodology described in this sub deliverable 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.
Sub deliverables
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, 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 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 key focus areas, provides guidance, and explains best practices for the management of upgrade projects. All this helps customers better understand and manage the major technical risks and challenges of an upgrade project and to make it a non-event for the business. This sub deliverable 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 sub deliverable are the SAP support package and upgrade standards.
Sub deliverables
This step generates upgrade and support package standards for the project.
1.1.5.8 Change Request and Transport Management Standards
Purpose
The purpose 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 sub deliverable 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
Sub deliverables
This step generates: Setup and configuration of an enhanced CTS using the change request management functionality of SAP Solution Manager An integrated change request and transport management approach using SAP Solution Manager By completing this sub deliverable 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 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 tests deal with a systems run time behavior, e.g. with defined performance parameters. After the successful go-live, testing still remains a central element of the application lifecycle: SAP 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. Each change has to be tested to ensure that there are no negative side effects. This sub deliverable describes the SAP standards for test management, which provides SAP’s bestpractice 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 Best practices and recommendations for test management for solution operations Current test strategy / test management approach
Sub deliverables
This step generates customer-agreed 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.
1.1.5.10 Post implementation Service and Support Standards
Purpose
Companies may 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 sub deliverable 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 customers’ software landscapes and applications. In addition, more customer-tailored support is offered through the SAP MaxAttention support option and SAP Safeguarding 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 service-level 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 post implementation service and support standards are: SAP standards for solution operations Current IT support organization capabilities and maturity Business-user service levels and budgetary constraints SAP support services
Sub deliverables
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 for enterprise service design and development must be in place before the modeling, definition, and 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 solutions. Each enterprise service is subject to a harmonized service cut, aligned naming conventions, consistent 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.
Sub deliverables
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 the governance of enterprise service modeling and implementation is the central Enterprise Services 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. 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, 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.
Sub deliverables
This step generates: Development process for the project o Project development guidelines o Naming conventions (for development components, packages, and so on): The naming conventions are aligned with the enterprise’s naming guidelines for software development. This avoids naming conflicts and ensures clarity. o Logging: This document describes what is to be logged, how it is to be logged (framework/tool to be used), and where the logging data is to be stored. o Exception architecture: This designates how the application will handle errors. Are the components that cause the error supposed to try 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: 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 o SAP NetWeaver Portal component or other central portal o SAP NetWeaver or third-party development infrastructure o SAP NetWeaver Business Process Management (SAP NetWeaver BPM) component
Additional Information
When the project scope includes SOA-based 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 – Optimization >> SOA Readiness (see also linked nodes). 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 predecessor 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 organize the development team and, if necessary, to identify and fill in the gaps on their learning map for the composite development process. Ordering hardware, scheduling training, and building up skills can be a rather time-consuming task (with projectexternal 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 is to: Verify that deliverables from this phase are complete and accurate, and review any critical outstanding issues Identify lessons learned during the phase to incorporate into the next phase or to prepare for formal project closure When sign-off is obtained, the project can proceed to the next phase.
Inputs
This deliverable has the following inputs: Project schedule for the phase Phase-specific deliverables This deliverable is triggered by the completion of the phase.
Deliverables
This deliverable generates: Lessons-learned log Project quality gate scorecard Project review service reports Phase closure document
1.1.6.1 Lessons-Learned Log Updates
Purpose
It is good project management practice to collect knowledge and lessons learned from the implementation project for use in later stages of the project or in future projects. The project team collects and documents the lessons learned in the lessons-learned log that is made available to the project team and shared with other projects in the organization.
For projects that include global delivery, consider the following activities at the phase sign-off stage: Review lessons learned while engaging global delivery team members in the phase
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. Quality gates are an integral part of Quality Management of SAP, partner or client led projects with Solution Manager. 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 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 Quality Management Plan and are set at critical stages in the project lifecycle: Project Preparation Phase Completed Business Blueprint Phase Completed Baseline Configuration of Realization Completed Final Configuration of Realization Completed (Solution Built) Realization Completed (Integration Tests of Realization Completed) Final Preparation Completed (Go Live Readiness) Project Complete (Project Closure)
Inputs
The inputs to this deliverable are the completion of all documents, activities and WBS elements to the satisfaction of the client as required before each Gate.
Expected results
The Project Quality Gate delivers a scorecard that records the results of the quality assessment 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 re-evaluate the deliverables with action items.
1.1.6.3 Project Review Service Report
Purpose
The purpose of the project review service report is to provide a proactive quality assurance review, with an impartial analysis of all aspects of the project – across all project management disciplines – enabling early detection of project issues with actionable recommendations.
Project review service is an integral part of project quality management 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 have been set and 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. The service is composed of five logically-sequenced and interrelated reviews performed at different phases in the implementation roadmap: Project preparation, at the end of the phase Business blueprint, at the end of the phase Realization, during the configuration cycle, before integration testing Final preparation, two to four weeks before going live Go-live support, approximately four 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 using a series of scheduled interviews with key project team members and reviews a list of project documents specific to each project phase. The SAP project review roadmap contains detailed information on the project management review service, including templates, procedures, and guidelines.
Sub deliverables
The project review delivers: Prescribed methodology – Provides an independent and objective management review of project implementation practices to meet business objectives Debriefing session – Provides an update on project issues at the end of the on-site survey Recommendations for risk mitigation – Outlines high-level findings and recommendations for managing risks Key findings report – Highlights recommendations for what needs to be done to keep a project on track Management presentation – Enables you to gain executive support and stakeholder buy-in
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. The following figure provides all OCM deliverables for the different phases. A deliverable in one phase can be an input for another phase (for example, stakeholder identification in the project preparation phase is input for stakeholder analysis and change impact in the business blueprint phase)
Project Phases
Project Preparation
OCM Charter
Business Blueprint
Realization
Final Preparation
Go-Live Support
Launch & Setup
OCM Roadmap Teambuilding Stakeholder Analysis Change Impact Communication Plan Value Argumentation
Stakeholder Management
Stakeholder Identification
Communication
Communication Activities
Road Shows
Organization Alignment
Role Mapping Sounding Panel Lessons Learned
Monitoring
Business Readiness Check
User Acceptance Analysis
Note: OCM is one of the primary success factors in SAP projects. Implementing SAP software typically involves numerous organizational, 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.
Inputs
The inputs required for OCM are: Statement of work (preparation phase) Review handoff – validation checklist (preparation phase) Development of the project office (optional)
Deliverables
The major deliverables generated from OCM are: OCM roadmap Stakeholder management Communication plan and activities OCM monitoring Integration points for OCM are: Project management Risk management Resource management
Additional Information
If the project scope includes SOA-based 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).
1.2.1 Organizational Change Management Charter
Purpose
The OCM charter outlines 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 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 know 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? Who 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 include: 1. Identification of stakeholders, which lists relevant stakeholders and groups, both internal and external, 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 alignment Human resources performance management Skills and competencies (if not organized as an autonomous part of the project) OCM monitoring
A special part of the roadmap is the communication plan. It outlines the detailed approach and plan for communication to all audiences within the project and customer organization. It describes the audience, timing, 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 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. Celebration communicates a clear message to the team and the organization and its value should not be underestimated. A good project kickoff has a teambuilding component. In the project input session, you have a chance to form the team by using some of the exercises stored as accelerators.
Inputs
The inputs required 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 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.
Education During ASAP Methodology Roadmap Phases
ProjectPhases Opportunity Management EduStreams Input
Business Case
Project Preparation
Education vision workshop Project team training strategy Project team training level 1
Business Blueprint
Realization
Final Preparation
Go-Live Support
Run
Project Team Training
Education vision workshop
Project team training level 2
Project team training level 3
Decide on knowledge support for project team and COE
BusinessUser Training
Education vision workshop (conducted to define goals)
Manage business user training strategy
Perform learning needs analysis
Create content Prepare training environment Refine delivery mechanisms (trainers,on line etc.) Audit of training readiness Training delivery and monitoring
Add longterm needs to knowledge management
Draft learning and deployment (L&D) strategy
Undertake usage check to gauge user adoption Transfer results to knowledge management Draft knowledge support strategy
Perform routine user experience monitoring (UEM)
Knowledge Management
Ensure L&D strategy longterms needs are addressed
Update Knowledge Support Strategy as needed
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 knowledge 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 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 project 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 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 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.
1.3.3 Management of End-User Training
Purpose
Management of end-user training provides a blended learning path for the user that includes e-learning and training in business procedures and SAP processes. And it’s not just training but knowledge transfer – which supports sustainment and manages the development and delivery process – that educates users to optimize SAP implementations. Additionally, management of end-user training is designed to support the SAP implementation lifecycle with faster implementation and knowledge retention.
Inputs
The inputs for the management of end-user training deliverable are: Project overview and goals End-user demographics
Deliverables
Management of end-user training generates an analysis and report that provides guidance on best practices to ensure that education development, delivery, and sustainment are carried out correctly. Typically, an SAP learning architect is involved in this deliverable. Additional guidance may also be provided on end-user education facilitating the implementation and configuration of SAP software.
Expected Results
By completing the management of end-user training deliverable, the project team gains a head start on defining the education requirements for the project. By having a recommended course of action ahead of time, the project team will be able to quickly make decisions and prepare an executable education strategy.
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. Tasks and deliverables for data archiving begin during the blueprint phase but planning should be started in the project 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. Tasks 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. The 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 systems, business priorities, and technical infrastructure. This workshop is meant 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 migration team gains an understanding of the 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 to 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 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, 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, 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, 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 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, merge 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 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 to 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 SAP data migration framework and methodology 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 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 describing the customer’s 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.
1.5 Business Process Management
Purpose
The purpose of the business process management (BPM) work stream in project preparation 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 following figure illustrates the BPM-focus areas by 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 association of 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.
Inputs
The inputs required for business process management during project preparation are Project scope as specified in the statement of work
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 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) by scenario Refined business process map, an overview of the business 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 scenario requirements documents) – optionally this deliverable can be produced during blueprinting Scenario-level requirements Scenario models as 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 Solution Manager document repository (SOLAR01), as the system is available
Integration
The integration points for business process management are: Predecessor: value proposition, collaborative value realization (CVR) deliverables, as applicable Predecessor: BPM deliverables, 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 implementation project. 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 mapping Business process maps Business scenario level models and value-added chain diagrams
If the project scope includes SOA-based 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).
1.5.1 Value Determination
Purpose
The purpose of a value-based solution design is to determine value drivers and key process changes for the implementation project. Ideally, value determination is done before the project or as a “lite” version during project preparation. At the latest this should be done at the beginning of the blueprint phase. A business case, if one exists, is the starting point for value determination. Based on the input of process owners and business stakeholders, a pain-point analysis is done and key process changes are determined. Thus, key process changes drive the value of the project. The value map associates pain points, key process changes, and performance indicators to measure success. Value maps, therefore, are the central deliverable for value determination. Depending on the defined scope of the implementation, value determination is executed in a “lite” version or comprehensive manner. The deliverables of the core ASAP methodology focuses on the “lite” version. The results from value determination are mapped to the process and solution design. A link is maintained through value maps, KPIs, and PPIs. At the scenario level, financial KPIs are associated; at the processlevel, operational or process performance indicators are the link to the value drivers. An as-is analysis is optional and intended to catalog existing process documentation that supports to-be process modeling as reference materials. As-is process models are not being created or updated at this point. Optionally, a solution transformation roadmap or landscape is being created. The solution transformation roadmap illustrates how the overall solution is sequenced in implementation cycles; the landscape illustrates the overall integration with the legacy environment. The following figure illustrates the value-related activities across all ASAP methodology phases, particularly the activities during the project preparation phase (highlighted in orange).
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 – a decomposition of the process design – which is reflected as scenarios, 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 Practices 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 on the 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 the BPX community Wiki site. As an additional reference, SAP offers the business process repository.
Value Delivery (VD) in ASAP Roadmap Phases Execute according to value targets and track value and manage changes during the project
ProjectPhases Opportunity VDStreams Input
Project Management Preparation
Business Case Decide about VD support for opportunity and communicate Include value expert in project org. Integrate value milestones in opportunity schedule Business Case or Value Map Decide about VD support for project and communicate Include value expert in project org. Integrate value milestones with project q -gates Derive VM ** from BC Scope project based * on BC/VM
Business Blueprint
Realization
Final Preparation
Go-Live Support
Run
VD Project Management
Decide about VD support after go live and communicate Include value expert in project org. Integrate value mile stones in project schedule
Association of VD with proc. decomposition
* Execute project according to BC/VM targets * Monitor and track value delivery based on BC/VM
VD Execution
Create value based storyline
Monitor and track
* Update BC/VM in case of changes
Value audit of scope
Update business case or value map in case of Execute value-based blueprinting
Additional VD elements
*) BC/VM: business case or value map **) BTC-service for value map creation during preparation phase or value map derivation during additional blueprint activities
SOA conceptual and implementation services, e.g. pulse check Execute value measurement and tracking service Mandatory VD activity Additional VDDraft activity
The following figure illustrates the process of value-based blueprinting with value deliverables (orange) and process management/technical solution design deliverables (blue).
Inputs
The inputs for value determination are: Statement of work – scope determination Business case Initiative roadmap, as applicable High-level to-be solution design, as it exists As-is analysis, if available
Deliverables
The deliverables from value determination are: Value maps (optional), including: Pain points Process weaknesses (process glow, organizational structure, system support, and data structure) Key process changes Financial KPIs (mandatory) Value association and KPI on a scenario level (PL2) (mandatory) PPIs: time, cost, and quality
Expected Results
Value determination enhances the ability of the project team to: Manage expectations and focus on key deliverables Manage scope Track progress of key process changes Value determination is the predecessor for value realization during blueprinting and subsequent phases.
Additional Information
It is recommended that you consult the collaborative value realization and implement value audits. If a comprehensive CVR has been executed, the outcome of the CVR might replace the deliverables from this deliverable.
1.5.2 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 – a decomposition of the process design – which is reflected as scenarios, 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 Practices 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 on the 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 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 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 Value realization deliverables (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: o Business requirements o Level 2 process design (value-added chain diagrams) o Level 2 solution gap analysis o Level 2 functional solution design o Value drivers and financial KPIs o Level 2 organizational impact analysis o Level 2 data impact analysis o Level 2 system impact analysis 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
Expected Results
For business process modeling, refer to the SAP Process Modeling 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 the initial project planning of an SAP implementation project. This also includes processes and procedures for basic administration of the infrastructure.
Inputs
The inputs required for technical solution management are: Technical requirements as specified in the project preparation phase Initial hardware sizing Decisions about project support tools Requirements for archiving as specified in the blueprint data management stream Documentation of the technical environment
Deliverables
The major deliverables generated from technical solution management are:
Design of the future technical system landscape Mapping of solutions from the business process model to SAP components Setup of the development environment Specification of administration procedures Setup of the implementation guide (IMG) for the project and definition of customizing conventions and standards Setup of previously identified security measures Setup of the composite application development environment Setup of the enterprise services environment The integration point for technical solution management is data management, which is also found in the blueprint phase and is related to legacy data migration and data archiving. The concepts in that area have a direct effect on the design and setup of the technical system landscape.
1.6.1 Interface Inventory
Purpose
The purpose of the interface inventory is to identify the external systems, applications, and business objects or transactions that must be integrated with the SAP application after go live.
Inputs
The input to the interface inventory is the statement of work (SOW).
Deliverables
The interface inventory deliverable establishes 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. 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 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 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 define and document technical requirements for the project and its eventual rollout and to create an initial technical design. The technical requirements define all technical areas of the project and explain where they integrate with business
requirements, including any expected service-level agreements. Included in this deliverable is the integration of the new solution with existing solutions and their future operation. With the initial technical design, you determine how the technical infrastructure is to be implemented – for example, global versus local infrastructure. The initial technical design also includes the solution landscape, which is a description of all the technical systems in diagrammatic and textual form. It shows the hardware, software, and connectivity between all components. It also describes the role of each component or system.
Inputs
The stakeholders and experts within IT who focus on infrastructure and architecture must be identified to get their input of the collection of the requirements. The inputs for the technical requirements and design and solution landscape deployment plan are: Project scope definition Technical and functional project scope definition Business requirements High-level project plan An overview of the existing infrastructure and architecture – including suppliers, releases, and versions of the components – is required to understand the existing system landscape: Current landscape analysis Current system maintenance strategy Current security philosophy A company hardware catalog is helpful as well.
Deliverables
The deliverables for the technical requirements and design and solution landscape deployment plan are: Definition of the solution landscape, describing all relevant technical systems in diagrams and text and determining when they are to be deployed Documentation of the interfaces between all components in the solution landscape, including the connectivity between non-SAP components and the new landscape Documentation of all required tools for implementation and operation and required licenses for those tools The solution landscape deployment plan defines the following activities: What is to be deployed (development, quality assurance, training, and production) How it is to be deployed When it is to be deployed (estimation of when the components and environments are required)
If It Is Not Done
The technical requirements and design is a key deliverable. The implementation cannot proceed without your defining and documenting all aspects of technical design. Technical scope, timeline, and budget cannot be controlled if they are not clearly defined; without them, serious problems can result, with a negative impact on the project.
Additional Information
It is critical to have a clear analysis of the current solution landscape before defining any technical requirements. A careful examination of the existing infrastructure, the business processes it supports, and integration details for the SAP software solution are necessary to complete the technical requirements.
SAP Solution Manager provides central access to tools, methods, and preconfigured content that can be used during evaluation, implementation, and operational processing of the planned solution. Specification of how SAP Solution Management will be used must be part of the technical design. The major features covering the requirements are: Solution monitoring, including: Central system administration Analysis of your system landscape with service-level reporting Real-time system monitoring Business process monitoring Services and support – Access to programs and services to monitor and optimize the performance and availability of your system landscapes and to minimize risks when running your systems Service desk – Solution support with workflow to create and process problem messages Change management – With workflow to trace and audit changes and transports in your system landscape Sizing and configuration of SAP Solution Manager – see the SAP Service Marketplace extranet (links provided as accelerators
1.6.3 Initial Hardware Sizing Proposal
Purpose
The purpose of the initial hardware sizing proposal is to determine your hardware needs with assistance from your hardware partner. The following procedures are required: Do initial hardware sizing separately for each system, such as the development system, the quality assurance system, and the production system Size other systems separately, such as template systems in a global environment, the administration station and clients for mobile scenarios, or the Web server for Internet scenarios Determine how many applications will go live at the same time The sizing for each system (development, quality assurance, and production) has to be done several weeks or even months before the corresponding project phase, as the delivery time for the hardware must be considered in the project plan. The first step is to determine the hardware requirements of your SAP software system, including network bandwidth, physical memory, CPU power, and I/O capacity. The second step (done with the hardware partner) is to map these hardware requirements to specific hardware.
Inputs
The inputs for the hardware sizing are:
Business requirements completed Technical requirements completed Solution landscape deployment plan completed Long-term planning about which hardware platform will be used for quality assurance and for the production system What language and time-zone dependencies do you need to consider for the development system? What enhancements do you plan to make to the standard SAP software system? What development system growth do you expect? What are your requirements for backup, recovery, and reset of the different systems? What time window do you expect for system recovery in the future? Are you planning to use a high-availability solution or split-mirror technology? The sizing questionnaire (see accelerators) might help to evaluate the business requirements. Based on this information, you can calculate the required CPU and memory resources (calculated in “SAPs”), using the sizing tools provided by SAP. The hardware partner then uses the calculated resources as input to determine appropriate hardware. For the initial hardware sizing during the preparation phase, you might not yet have all of the required input. Nevertheless, a first rough estimate of hardware requirements is necessary for setting up the development system and planning the technical infrastructure.
Deliverables
The deliverables for the initial hardware sizing are: Rough estimate of the size of the complete landscape, to allow further planning steps Specific sizing proposals for the systems required already during preparation and blueprint phases (for example, SAP Solution Manager system or sandbox system) This initial sizing is to be reviewed and refined several times during the project. You should do this in collaboration with your hardware partner.
If It Is Not Done
If the initial hardware sizing is not completed correctly, the project might suffer from insufficient hardware resources during the preparation and blueprint phases. Other infrastructure planning steps (such as data center capacity and backup planning) might lead to wrong decisions if the initial hardware sizing is skipped.
Additional Information
There are three different and independent sizing models with different advantages and disadvantages. The first two, user-based sizing and throughput-based sizing, have been implemented in the Quick Sizer. User-based sizing – This model defines three types of active users who work with the system to different degrees. Merely counting the users can be done quite easily. The disadvantage is that this estimate is quite rough as it says very little about the actual throughput these users produce. Throughput-based sizing – This model is quite thorough because it relies on actual or on actually expected throughput. However, it relies on a number of assumptions in business terms
(such as the number of order line items per year) that must be cross-checked against the individual installation. Customer performance test – These tests are done in a customer system with customer data. The disadvantage is that conducting these tests requires considerable time and money. For further information, please refer to the white paper Carrying Out Customer Performance Tests. Additional information for hardware sizing can be found at http://service.sap.com/sizing. There you will also find a rough guide on using the Quick Sizer tool as well as a Quick Sizer Best Practices guide. With the help of standard application benchmark results at www.sap.com/benchmark, assumptions can be made about CPU and memory consumption of particular software components as well as a mapping of “SAPs” to specific hardware.
1.6.4 Project Support Tools and System Setup
Purpose
The purpose of the project support tools and system setup deliverable is to set up the project environment and define and set up the support tools.
Inputs
The inputs for the project support tools and system setup are: Project management plan definition Organizational change management strategy (optional) Definition of the dimension of the project team and agreements about the working environment (such as location)
Deliverables
The deliverables for the project support tools and system setup are: Project team environment set up, including: o Rooms and access authorizations o Equipment (including phones, PCs with all required tools installed, printers) o Access to the customer network and file servers Installed and setup SAP Solution Manager Customer specific project management and documentation tools installed and set up Network connection to the SAP Service Marketplace ordered
If It Is Not Done
If the project support tools and system setup delivery is not completed correctly, the project team cannot work efficiently. Without this deliverable, it will be difficult for the project team to hand over its work in the defined form and tools.
Additional Information
The SAP Solution Manager is SAP’s central solution operations platform and contains a lot of the software tools and components needed for technical infrastructure requirements and design. Besides the basic scenarios for service delivery and issue management that are used in later operational phases, the
project can benefit from the SAP Solution Manager during the early project phases as well. Do this by using the basic business blueprint and configuration function to generate business blueprint documents and configuration guides for your solution. In this way SAP Solution Manager can be become the central storage place for landscape, customization, and business blueprint documentation. SAP Solution Manager provides the following functionality for implementing and upgrading SAP solutions: Central access to all tools for your project (project administration, business blueprint, configuration, test workbench, creation of group rollout templates) Central management of all information for your project (roadmaps, system landscape, project documentation) Comparison and synchronization of customization in different SAP components For further Information, refer to http://service.sap.com/solutionmanager.
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 project plans. This deliverable 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: o Methods of testing, both manual and automated o Testing tool set o Requirements traceability tool set o Test data management 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 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 o On time o Within scope o Within budget Establish a testing center of excellence
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