SAP Implementation Methodology
Project Preparation
Copyright IBM Corporation 2005
SAP Implementation Methodology Phases
Business Blueprint Final Preparation Go Live and Support
Realization
P1
P1 D3
ACME Ta iwan
P1
P2
P3
P4
P2
P4
P2
D2
Se miconduc tor Manufactur er
S1
D2
Se mic onduc tor Dist r ibutor
S1
ACME La ptop Pr oduction (San J ose)
M4
ACME La ptop Pr oduction (S an J ose)
D1
ACME La ptop Distribution (San Jos e)
S1
D1
S1
D1
Laptop Retailer
La ptop Dist r ibutor
Suppliers Supplier
Cus tomers
ACME
C ustome r s
Cus tomers C ustome r
SAP Business Infor ma tion Warehouse
Peop le Learning Op portunities
SAP Advanced Planner & Optimizer
Processes Inn ovation Strategy
Pro ducts Indu stry P rac tice s Implem entation s
Non-R/3
R/3
Non R/3
R/3
Copyright IBM Corporation 2005
SAP Implementation (Ascendant Methodology)
Program Management Business
Project Business Evaluation Preparation Blueprint
Final Go Live Realization Preparation and Support
Organization Sustain Application
Architecture
Operations
Objective:
Project Preparation Final Preparation Realization Go Live and Support Perform detailed project planning & scoping, establish the project team. Set customer and SAP team expectations Establish Technical Infrastructure
Program Management Business Organization Application Architecture Operations
Business Blueprint
Activities
Create Project Charter Refine Project Team Organization Develop Blueprint Project Plan Install SAP Software (Sandbox Environment) Define Project Standards, Methodologies, Tools Prepare SAP trainings Prepare Methodology training Conduct Kick-Off
Key Deliverables/Results
Project Charter Project Team Organization Structure Milestone Plan Detail Blueprint Plan Initial Stakeholder Assessment Complete Project Risks and Critical Success Factors Program Methods, Standards, Procedures, and Tools Sandbox Environment Installed Kick-off presentation developed Training materials
Sustain
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Phase 1 Project Preparation
Phase 1: Project Preparation
Copyright IBM Corporation 2005
Deliverables
Project Charter
Implementation Strategy Project Team Org. Customer Team Members
Project Standards
Project
Implementation Standards
Preparation
Project Training Plan Project Plan
Technical Environment
Initial Workplan
Project Scope
Project Environment
Phase 1: Project Preparation
Work Step Flow
Obtain Contractual Agreement Debrief Project Management
Copyright IBM Corporation 2005
Define Project Charter Refine Implement. Strategy
Set Up Work Environment
Organize Project Team
Project Kickoff
Develop Project Plan
Develop Develop Project Plan TrainingPlan
Technical Define Project/ Implementation Define System Requirements Landscape Planning Standards
Quality Check
Project Preparation
Final Preparation
Realization
Go Live and Support
Business Blueprint
Sustain
Copyright IBM Corporation 2005
Phase 2 Business Blueprint
Objective:
Create a detailed description of your business process requirements Identify specific customer improvement opportunities and Strategy Activities
Conduct SAP Training Conduct Methodology Training Conduct Workshops Define Processes and Requirements Perform GAP Analysis and Resolution Specify Development Requirements for Reports, Interfaces, Enhancements Write Business Process Procedures Change Management Install Development Environment Develop approaches Build Detailed plan for Realization Proof of Concept prototyping
Program Management Business Organization Application Architecture Operations
Key Deliverables/Results
Business Process Requirements Functional Specifications Business Process Procedures Stakeholder map and communication plan Approaches for remaining phases Business Process Master List RICE List Reporting Lists Interface Lists Conversion Lists Enhancements Lists Process Impacts Preliminary Sandbox Configuration Detailed Project plan
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Deliverables
System Administration Procedures Technical Design
Status Reports
Perform Benchmark
Perform Process Modeling Perform Competitive Analysis
Develop Baseline Models
Business Blueprint
Define Approach Categorize Requiremen ts Development Environment Identify Gaps Map Solution Products
Define Techniques
Phase 2: Business Blueprint
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Work Step Flow
Project Team Training Develop System Environment Develop Business Org Structure Develop System Environment Define Global Requirements
Business Blueprint Planning
Define Strategic Blueprint Define Landscape Design Establish Process Categorization Prepare Business Workshops
Final Business Process Definition
Quality Check
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Business Blueprint Phase: Major Tasks
Project Management Business Blueprint Phase
Phase Start Up Project Management and On-Going Project Management Prepare Detailed blueprint phase plan including major milestones, deliverables submissions and signoff dates Project Governance meetings Clearly identify project sponsor, Steering Committee members and establish Program Management Office members
Project Team Training (Focused on Core Team Training on SAP Boot camp)
Prepare training material Define timeline and provide training to the Core Team members on SAP bootcamp trainings, Project Management Review and assess post training skills
Develop System Environment
Design of system landscape Setup of Sandbox environment and Install Initial Hardware Install and Configure Sandbox system client Maintain system administration procedures Set up other system environments like Document storage (Documentum, Lotus Notes, Ascendant, Solution Manager etc)
Contd
Phase 2: Business Blueprint
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Business Blueprint Phase: Major Tasks
Conduct Business Process Workshops
Schedule and Conduct Requirement Gathering Workshops Understanding of current processes, best practices, client requirements Develop CSF/KPIs based on business case
Business Organization Structure
Schedule and Conduct Organization Structure Workshops Recommend and Approve Organization Structure
Business Process Definition
Preparation of Swimlanes and Process Decomposition Define Global Requirements Parameters Define Business Processes (BPPs, PDDs) and Identify Gaps Define Business Processes Unique to Client
Quality Check Business Blueprint Phase
Conduct Quality Check Signoff Business Blueprint
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Best Practices and Lessons Learnt
Change Management:
Not an IT initiative, but Business driven transformation initiative Top Management Commitment and Constant communication (periodic newsletters, all hands meetings) Change management process must be well defined and meticulously followed Project Culture (Logo, Theme and Vision)
The Team:
Identify Business Process Owners and Business Activity Owners who have solid business experience and have credibility within the company. They have to own the To-Be process and should walk the talk Clear roles and responsibilities of Core Client Team and Consultants Team Core team members should be relieved off from their previous organizational responsibilities, and should be fully dedicated to the implementation activities
Contd..
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Best Practices and Lessons Learnt
Documentation:
Document what you do, do what you document ! Each and every information provided by process owners and business experts must be documented everyday and it should be validated as a part of MOMs to avoid confusion at a later stage
Focus on Integration:
Identify Integration Manager to ensure process integration and process coordination Usage of RACI charts (Responsible, Accountable, Consulted, Informed) to make teams clearly accountable for integration of major business process flows and data elements Think beyond organization boundary collaborate with your key customers and suppliers while developing the integrated solution
Contd..
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Best Practices and Lessons Learnt
Business Solutions for the future:
To-Be process is finalized in this stage Ensure that project is NOT about automating the As-Is process To-Be Process Design should try to leverage standard SAP as much as possible Timely Business Decision is the key. Trade-off between Nice to Have and Good enough solutions Effective Scope Management and decision on business benefits-cost Solution to align with Business Case, CSF/KPI objectives Ensure that three key levers (People, Process and Technology) are aligned. All along, aim for constant buy-in from all stakeholders
Phase 2: Business Blueprint
Copyright IBM Corporation 2005
Business Blueprint Phase: Summary
Business Evaluation Project Preparation Business Blueprint Realization Final Preparation Go Live and Support Sustain Organization Application Architecture Operations
Phase 2 - Business Blueprint documents the clients business process requirements and create the Business Blueprint The organizational structure of the future enterprise is defined and mapped to SAP organizational units The R/3 Reference Model is used to decompose the clients business processes, map these to SAP functionality and identify gaps Business Process Procedures (BPPs) facilitate integration testing and also accelerate the development of training and end-user support manuals The technical environment for the development and production systems are planned and tested
Project Preparation
Final Preparation
Realization
Go Live and Support
Business Blueprint
Sustain
Copyright IBM Corporation 2005
Phase 3 Realization
Objective: Transform the Blueprint requirements into an approved GLOBAL working system. Configure and validate baseline and final models
Program Management Business Organization Application Architecture Operations
Activities
Baseline and Final (Gold) Configuration Cycles Functional Specifications Finalisation Detail Definition of Development Design and Code Technical Unit Test Planning and Execution Write BPPs Conversion Planning Functional Specification Data conversion Perform Role Design Create Security Authorizations Test Planning and Conduct Global Testing Develop detailed Roll-out Plan Knowledge Transfer
Key Deliverables/Results
Configured SAP System Unit and Integration Test Plan Refined Security Profiles and Authorizations Definition Business Process Procedures Learning Kits Finalized and Tested Development Objects Knowledge Transfer Assessment Completed Test scripts Business Process Master List (BPML)
Phase 3: Realization
Copyright IBM Corporation 2005
Deliverables
Model specification Plans
Configure Models
Functional Gap Resolution
User Training
Configuration Workshops
Realization
Prepare User Documentation Conversion Programs
Final Integration Testing
Interface Programs Develop Reports
Phase 3: Realization
Copyright IBM Corporation 2005
Work Step Flow
Develop Conversion programs Conduct Realization Workshops Develop Interfaces Final Business Process Confirmation Develop Enhancements Develop EndUser Documentation Establish Authorizations Create Reports
Realization Planning
Baseline Model Model Settings and Network
Baseline Business Process
Final Integration Test
Develop Plans for Model Specification
System Management
Phase 3: Realization
Copyright IBM Corporation 2005
Work Packages in Realization phase with timeframe
Phase 3: Realization
Copyright IBM Corporation 2005
Milestones of the Realization Phase
The R/3 system is configured and tested. The Conversion programs are developed and tested. Data extraction and cleaning is completed. Bolt-on configuration and enablers (such as user exits and add-ons) are tested. Application interface programs are developed and tested. Enhancements are done and tested. Reports are developed and tested. Layout sets are developed and tested. System integration testing is completed. Security profiles are developed. Core / End-user training material is developed.
Phase 3: Realization
Copyright IBM Corporation 2005
Test methodologies Realization Phase
Unit Test Scenario Test. Development and Unit Test Integration Test Regression Test Stress and Volume test User acceptance test Security test
Project Preparation
Final Preparation
Realization
Go Live and Support
Business Blueprint
Sustain
Copyright IBM Corporation 2005
Phase 4 Final Preparation
Program Management
Objective:
Prepare for live solution implementation Anticipate and plan for contingencies
Business Organization Application Architecture Operations
Activities
Identify and Design Local Processes/Gaps Finalize Realization activities for local Gaps Conduct Unit/Integration Tests Execute Change Plan Prepare data Test Data Conversion Routines Refine Legacy Retirement Plan Refine Go Live Checklist Refine Production Support Plan Prepare and Conduct End User Training Obtain Final Cut Over Approval Review Value Realization
Key Deliverables/Results
Finalized and Tested Development Objects Cut Over Plan Organization Change Readiness Assessment Production Readiness Review Contingency Plan End-User Training Conversion Check List Legacy Retirement Plan All data available for Go-live Go Live Approval Completed Local Test scripts
Phase 4: Final Preparation
Copyright IBM Corporation 2005
Deliverables
3
End User Training
4
System Tests
Final Preparation
Cut Over Refine Cut Over Plan
Refine Production Support Plan
Phase 4: Final Preparation
Copyright IBM Corporation 2005
Work Step Flow
Deliver User Training
Perform System Tests
Perform Cut Over
Yes
Approval Go Live? Go Live
Refine Cut Over Plan
No
Phase 4: Final Preparation
Copyright IBM Corporation 2005
Cutover Planning
The cutover plan refines the Transition Plans strategies and decisions and specifies the details to execute a cutover to a live environment. The Cutover Plan is a detailed schedule of tasks that are required to convert legacy systems to the Modernized Services. This schedule identifies tasks, task dependencies, level of effort (hours), and resources assigned. There are separate Cutover Plans for each deployment. A Cut Over Plan ensures that plan for addressing issues during and immediately after the system cutover is well-defined and communicated to the IT team. Cut over planning determines proper cut over plan, pilot, strategy for data management, conversion support, ownership and responsibilities. Deliverables for a cut over plan are Migration /Conversion Plan, Support Requirements and Conversion Documents .
Copyright IBM Corporation 2005
Cutover Planning
In short the cutover plan covers the following activities:
a)Review Migration /conversion planning and timing b)Create checklist c)Determine production readiness d)Contingency Plan e)Approve cutover f) Establish helpdesk g)Reorganize team for production support h)Define long term production support strategy
Project Preparation
Final Preparation
Realization
Sustain
Objective:
Transition from a Quality environment to a live, stable, Productive operation
Go Live and Support
Business Blueprint
Copyright IBM Corporation 2005
Phase 5 Go Live and Support
Program Management Business Organization Application Architecture Operations
Activities
Execute data entry and upload in Production environment Resolve issues Validate Business Process Results Conduct Post Implementation Project Review Benefits Measurement
Key Deliverables/Results
Production Systems Environment Production Capable End Users Value Realization Analysis Post Implementation Project Review
Phase 5: Go Live and Support
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Deliverables
Issue Management
Monitor Transactions
Go Live and Support
Project Review Confirm Live Environment
Phase 5: Go Live and Support
Copyright IBM Corporation 2005
Work Step Flow
Monitor Weekly Transactions
Go Live
Confirm Go Live Environment
Manage Manage Problem Problem Resolution Resolution
Review Business Benefits
Project Signoff and Continuous Improvement
Monitor Monthly Transactions
Project Preparation
Final Preparation
Realization
Business Blueprint
Go Live and Support
Sustain
Copyright IBM Corporation 2005
Phase 6 Sustain
Program Management
Objective:
Help ensure that there is a framework in place to sustain and improve the performance of the system after go-live
Business Organization Application Architecture Operations
Activities
Provide Help-Desk Execute Daily Operation Support and Administration Execute Ongoing Security Administration
Key Deliverables/Results
SAP Center of Excellence (COE) operational
Copyright IBM Corporation 2005
Summary
A process-oriented... Step-by-step guide... Linking strategic vision... And business opportunities with software enablers...
. . . to drive successful ERP implementations
Roles & Responsibilities
Project Team
Copyright IBM Corporation 2005
Project Team Roles & Responsibilities Application Consultant Authorization Administrator Business Process Owner Organizational Change Management (OCM) Expert Program/Project Manager Programmer/Developer SAP Reviewer System Administrator Technical Consultant Technical Team Member Training and Documentation Project Manager/Lead
Copyright IBM Corporation 2005
Application Consultant Skill Profile
C om pu tin g S kills /K n ow led g e
D a tab as e kn o w -h o w
A d va nc ed
m y SA P.co m W o rkp la c e m yS A P .c o m C o m p on en ts
N etw o rk tec h no lo g y
P ro fic ie nt
P ro g ra m m in g la n gu a g e(s )
S A P (P ro du ct) K no w le d g e
m yS A P .c o m c o re
O p e ra tin g s ys te m (s ) (S AP ) In te rfa c e e x pe rien c e
B a s ic
None
A c c ele rated S A P
T e stin g ex perien c e
B a sic
B a s ic
ABAP In tern et tec h no lo g y
A d v a nc e d P ro fic ie n t P ro fic ie n t A d va nc ed
Q u a lity m an ag e m en t e x p erie nc e C h a ng e m a na g e m e nt e x p e rien ce T rain ing e x pe rien ce In du stry ex p e rie n c e
P ro jec t m a n a ge m e n t ex p erie n c e B u s in es s c o n su ltin g kn o w le d g e
G en era l K n o w ledg e/E xpe rienc e
Copyright IBM Corporation 2005
Authorization Administrator Skills Profile
C o m pu ting S k ills/K no w led ge
D atabase kn o w -ho w
A d vanced
m y S A P.co m W orkp lace m y SA P.com C om p o nen ts
N etw o rk te ch no lo g y
P roficient
P ro gram m in g lan g uag e (s)
S A P (P rod u ct) K n o w led ge
m y S A P.co m co re
O p erating system (s ) (S A P ) Interface exp erien c e
B asic
N o ne
A cce lerated S A P
Testing exp erien c e
B asic
B asic
AB AP Intern et tec hn o lo gy
A dvan ced P roficient Proficient A dvanced
Q u ality m anag e m en t e xperience C h a ng e m an a gem en t exp erien c e
P roject m a nagem ent exp erien ce B u s in ess co nsultin g kn ow led ge
T rain in g exp erien c e
Ind u stry exp erien ce
G en eral K n ow ledg e/E xpe rien ce
Copyright IBM Corporation 2005
Business Process Owner Skill Profile
C o m p u tin g S k ills /K n o w le d g e
D a tab as e kn o w -h o w
A dvan ced
m y S A P .co m W o rk p lac e m y S A P .co m C o m p o n en ts
N e tw o rk te ch n o lo g y
P ro fic ie n t
P ro g ram m in g la n g u a g e (s)
S A P (P ro d u ct) K n o w le d g e
m y S A P .co m co re
O p eratin g s ys te m s (S A P ) In terfac e ex p e rien ce
B a s ic
N one
A c ce le ra ted S A P
T e stin g ex p e rien ce
B a s ic
B a s ic
ABAP In tern e t tec h n o lo g y
A dvan ced P ro fic ie n t P ro fic ie n t A dvan ced
Q u ality m an ag e m e n t ex p e rien c e C h an g e m an ag e m e n t ex p e rien ce
P ro je ct m a n a g em en t e xp erien ce B u sin e ss c o n su ltin g kn o w le d g e
T rain in g ex p e rien ce
In d u stry e xp erie n c e
G e n e ra l K n ow le d g e
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OCM Expert Skills Profile
C om puting S kills/K now ledge
D atab ase kn o w -h ow
A d van ced
m yS A P .co m W orkp lace m yS A P .co m C o m p o n ents
N etw o rk tech n olog y
P ro ficient
P ro g ram m ing lan g u ag e(s)
S A P (P roduct) K now ledg e
m yS A P .co m co re
O p eratin g system (s) (S A P ) In terface exp erien ce
B asic
None
A cceleratedS A P
T estin g exp erien ce
B asic
B asic
ABAP In tern et tech n o lo g y
A d van ced P ro ficient P ro ficient A d van ced
Q u ality m an ag em en t exp erien ce C h ang e m an ag em ent exp erien ce T rain in g exp erien ce In d u stry experien ce
Pro ject m an ag em en t experien ce B u sin ess con su ltin g kn o w led g e
G eneral K now ledge/Experien ce
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Program/Project Manager Skills Profile
C o m p u tin g S k ills /K n o w le d g e
D a tab as e kn o w -h o w
A d v an ce d
m y S A P .co m W o rk p lac e m y S A P .co m C o m p o n en ts
N e tw o rk te ch n o lo g y
P ro ficien t
P ro g ram m in g la n g u a g e (s)
S A P (P ro d u ct) K n o w le d g e
m y S A P .co m co re
O p eratin g s ys te m s (S A P ) In terfac e ex p e rien ce
B a sic
None
A c ce le ra ted S A P
T e stin g ex p e rien ce
B as ic
B a sic
ABAP In tern e t tec h n o lo g y
A d va n ced P ro fic ie n t P ro ficien t A d va n ce d
Q u ality m an ag e m e n t ex p e rien c e C h an g e m an ag e m e n t ex p e rien ce
P ro je ct m a n a g em en t e xp erien ce B u sin e ss c o n su ltin g kn o w le d g e
T rain in g ex p e rien ce
In d u stry e xp erie n c e
G e n e ra l K n ow le d g e
Copyright IBM Corporation 2005
Programmer/Developer Skills Profile
C o m p u tin g S k ills /K n o w le d g e
D atab ase kn o w -h o w
A dvanced
m yS A P .c o m W o rkp lac e m yS A P .c o m C om p on en ts
N etw o rk te ch no log y
P ro fic ie n t
P ro g ra m m in g lan gu ag e(s)
S A P (P ro d u c t) K n o w le d g e
m yS A P .c o m c ore
O p e rating sy stem s (S A P ) In te rfa ce ex pe rien ce
B a s ic
None
A cc eleratedS A P
T esting ex p e rien ce
B a s ic
B a s ic
ABAP In tern e t tech n o lo g y
A dvanced P ro fic ie n t P ro fic ie n t A dvanced
Q u a lity m an ag em en t e xp erie nc e C h a n g e m a nag em e n t ex pe rien ce
P ro jec t m a n a g em e nt ex p e rien ce B us ine ss c o n su ltin g k no w led ge
T rain in g ex p e rien ce
In du stry ex pe rien ce
G e n e ra l K n o w le d g e
Copyright IBM Corporation 2005
SAP Reviewer Skills Profile
C o m pu ting S k ills /K n o w le dg e
D a tab a se kn o w -h o w
A dv an c ed
m y S A P .co m W o rk p lac e m yS A P .c o m C o m p o n en ts
N etw o rk tech n o lo g y
P ro ficie n t
P ro g ram m in g lan g u ag e(s )
S A P (P rod u ct) K n ow led ge
m yS A P .co m co re
O p eratin g sy ste m s (S A P ) In te rface ex p erie n c e
B asic
N on e
A c celera ted S A P
T estin g exp erien ce
B asic
B asic
ABAP In te rn e t tec h n o lo g y
A dv an c ed P ro ficie n t P ro ficie n t A dv an c ed
Q u ality m a n ag em en t exp e rien ce C h a n g e m an a g e m e n t ex p erie n c e
P ro jec t m an a g e m e n t e xp erien ce B u sin ess c o n s u ltin g k n o w le d g e
T rain in g exp erien ce
In d u stry ex p erie n ce
G e ne ra l K no w le dg e /E xp erie n ce
Copyright IBM Corporation 2005
System Administrator Skills Profile
D atab ase kn o w -h o w
A dv an ced
m yS A P.co m w orkp lace m yS A P .co m co m p o n en ts
C o m pu tin g S k ills
N etw o rk tech n o lo g y
P ro ficient
P ro g ram m in g lan g u ag e(s)
S A P (P ro du ct) K n ow le dg e
m yS A P.co m co re
O p eratin g system s (S A P) In terface exp erien ce
B asic
None
A ccelerated S A P
T esting exp erien ce
B asic
B asic
ABAP In tern et tech n o log y
A dv an ced P ro ficien t P ro ficien t A dvan ced
Q u ality m an ag em en t C h an g e m an ag em en t T rain in g exp erien ce In d u stry exp erien ce
P ro ject m an ag em en t exp erien ce B u sin ess co n su ltin g kn o w led g e
G e ne ra l K n ow le dg e
Copyright IBM Corporation 2005
Technical Consultant Skills Profile
C o m p uting S kills/K no w led ge
D atab ase kn o w -h o w
A d van ced
m yS A P .com W o rkp lace m yS A P .com C o m p o n en ts
N etw o rk tech n o lo g y
P roficien t
P ro g ram m in g lan g u age(s)
S A P (P ro du ct) K n ow led ge
m yS A P .com co re
O p eratin g system (s) (S A P ) In terface exp erien ce
B asic
None
A ccelerated S A P
T estin g exp erien ce
B a sic
B asic
ABAP In ternet tech n o lo g y
A d v an ced P rofic ien t P roficien t A d van ced
Q u ality m an ag em en t exp erience C h an g e m an ag em en t experien ce T rain in g exp erien ce In d ustry exp erien ce
P ro ject m anag em en t exp erien ce B u siness co n su ltin g kn o w led g e
G e ne ral K no w led ge /E x pe rien ce
Copyright IBM Corporation 2005
Technical Team Member Skills Profile
C o m p u tin g S k ills /K n o w le d g e
D ata b a s e kn o w -h o w
A d van ce d
m yS A P .co m W o rkp lac e m yS A P .co m C o m p o n en ts
N etw o rk te ch n o lo g y
P ro ficien t
P ro g ra m m in g la n g u ag e(s )
S A P (P ro d u c t) K n o w le d g e
m yS A P .co m c o re
O p e ra tin g s ys te m (s ) (S A P ) In terfac e e xp erie n ce
B a sic
N o ne
A cc ele ra ted S A P
T es tin g e xp erie n ce
B asic
B asic
ABAP In te rn e t te ch n o lo g y
A d va nc e d P ro ficie n t P ro ficien t A d van c e d
Q u a lity m an a g e m e n t e xp erien ce C h a n g e m an a g e m e n t e xp e rien ce T ra in in g e xp erie n ce In d u s try ex p e rie n c e
P ro jec t m a n a g em en t ex p e rie n c e B u s in e ss c o n s u ltin g k n o w le d g e
G e n e ra l K n o w le d g e /E x p e rie n c e
Copyright IBM Corporation 2005
Training and Documentation PM/PL Skills Profile
C o m puting S kills/K n o w le dg e
D ata ba se k n ow -h ow
A d van ced
m yS A P .co m W o rkp lac e m y SA P .co m C om p on e nts
N etw o rk te chn o log y
P roficient
Prog ram m in g lan g u ag e(s)
S A P (P rodu ct) K n ow le dge
m yS A P.co m core
O p eratin g s ys tem (s ) (SA P ) In te rfac e exp erien c e
B asic
N o ne
A cce lerated S A P
Tes ting e xp erien ce
B asic
B asic
ABAP In te rn e t tech no lo gy
A d van ced P roficient P roficient A d van ced
Q u ality m a na gem en t exp erie nce C h an g e m a n ag e m en t exp erien ce T rainin g e xp erien c e In du s try exp erien ce
P roje ct m an ag e m en t exp erien ce B u sin ess co n su lting kn ow le d ge
G e neral K no w led ge/E x perie nce
Copyright IBM Corporation 2005
Project Management Role - Customer
- Works in coordination with the TeamSAP Project Manager to make all project relevant decisions - Owns project deliverables and responsible for day-to-day project management. - Primary liaison with the steering committee and project sponsor, as well as the SAP (or partner) consulting team. - Definition of the implementation strategy; preparation and maintenance of the project plan, project budget, and work plan - Acquisition, assignment and management of project resources - Communication of project status to the steering committee, project sponsor, and the project team - Streamlining the issue resolution process - Ensure that the project is well communicated and received by all stakeholders
Copyright IBM Corporation 2005
Project Management Role - TeamSAP
- Works in coordination with the Customer Project Manager to make all project relevant decisions - Organize and coordinate consultant (and skills) resourcing - Providing methodology for SAPs accelerated implementation approach and check that the methodology is really used - Assisting project management and project team in internalizing the AcceleratedSAP Implementation Roadmap - Aiding in the definition of project deliverables and critical target dates to be reflected in the project plan - Assisting in the definition of project scope and objectives - Aiding in the resolution of issues when necessary - Assisting project managers, consultants, and individual teams when necessary in the completion of any tasks - Encouraging and facilitating the change over of project ownership and SAP knowledge from the consulting team to the customer project team and core team members
