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First successful experience of sap erp implementation in iran

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First successful experience of sap erp implementation in iran

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First successful experience of sap erp implementation in iran

  1. 1. ‫سمينار‬‫اولين‬‫موفق‬ ‫تجربه‬‫پياده‬‫سازي‬ SAP‫در‬‫ايران‬ ‫سيد‬‫محسن‬‫رياستيان‬ ‫دانشگاه‬‫صنعتي‬‫شريف‬،23‫ارديبهشت‬1387
  2. 2. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  3. 3. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  4. 4. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  5. 5. Sharif University of Technology ,1387.02.23 , Riasatian ERP Enterprise  Multi-national, multi-divisional, multi-functional  Integrated business processes  Based on knowledge and Best Practices  Free DB, Free OS, Free Language Resource  Looks all of the organisations’ resources – Material ,Man, Time, Money,Machine Planning  Plans and controls where these resources are consumed to meet the organisational goals – Material Requirement Planning – Production Planning
  6. 6. Sharif University of Technology ,1387.02.23 , Riasatian Necessity for ERP  Competition  Enhancement & Development  Disipline  Resource Constraint  Information Volume Process Complexity
  7. 7. Sharif University of Technology ,1387.02.23 , Riasatian Solution-Hierarchical Where is your company going? What is the future? What are the goals and metrics? How do we get there? What is the operational roadmap? What is the shape of teams and how should we organize? What is the methodology and detail action plan? What are the business practices? What are the technology and support requirements? Measures Strategy Strategy Activities Process, Technology, and Support Organization Vision
  8. 8. Sharif University of Technology ,1387.02.23 , Riasatian Solution-Integration People / Skills Strategy Process Technology Organization Strategy People Technology Process Sales Marketing Production Organization + + + + A Best Practice based ERP system should coherently and efficiently integrate all major components of a business enterprise
  9. 9. Sharif University of Technology ,1387.02.23 , Riasatian This is what a previous client looked like pre-SAP….. Accounts Payable Index to systems map Existing legacy system i/f s BACSWAY Cheques & Remittances EDI VANs TRADANET, IBMIN, BTNET Prism Factored Brands Asset Management General Ledger PRICE Purchase Ordering PROBE Project Managmnt CARMS Accounts Receivable MRO Promotions Call Rota Telesales Orders on Suppliers Stock Reconciliation Load PlanPickingMother Depot Delvery Note Print & Action Receipting Payroll Pensions Bristol PAYSLIPS P60, P45 CASHIERS PC / Cheques Norton Waugh EXPENSES PC Norton Waugh HYPERION PRIDE (with Retro) PRODUCT DB CUSTOMER DB Stock Accounting SWIFT LOANS Sales Statistics FOCUS (M/F) COMMON EXTRACT WALKER SYSTEMS TADIS DIPS DAMS TAMWORTH TAKE HOME TAKE HOME ELDRIDGE POPE MURCO Blue Track CTS AS400 Delivery Note Printing SPEX EDI OTHERS DISCOVERR Quick Scheduler Crystal Reports Eric Comet OPUS Mercia foreasting COGNOS LOANS Notes Time Recording TATAP T&A Chris HR Oracle Sales & Financials Linx Schedule X POMS Forest & Trees Reports Deal Maker Customer Info System Account Activity Sales Info System Mobile Extract and build PHD Mailing Microlise TELESALES MIS ELDRIGE POPE BREWMASTER Returns RMDS CMA Spool Natwest Payaway & Bankline Great Plains Handhelds
  10. 10. Sharif University of Technology ,1387.02.23 , Riasatian Index to systems map Existing legacy system i/f s Cheques & Remittances EDI VANs TRADANET, IBMIN, BTNET Prism MRO HYPERION Blue Track COGNOS Deal Maker Customer Info System Account Activity Sales Info System Mobile Extract and build PHD Mailing Natwest Payaway & Bankline …..and post-SAP
  11. 11. Sharif University of Technology ,1387.02.23 , Riasatian Before and After ERP
  12. 12. Sharif University of Technology ,1387.02.23 , Riasatian Major ERP Benefits As a concept, all ERP applications provide the following:  Process Integration  Data Integration  People Integration  Security  Availability  Re-Enginereeing  Re-Organization  Prevention for Redundant data, User errors  JIT management  Real-time Insight & Response  Relationship Management  Continuous Re-Invention  Planning  Controlling  Best Practice Processes  Reduce TCO for I.T.  Stable Technologies  Substructure for Decision Making Systems
  13. 13. Sharif University of Technology ,1387.02.23 , Riasatian Return On Equity Return on Equity : percentage of profits that were obtained from investment in a company's shares over a given period of time (measure the efficiency of the use of funds from shares)
  14. 14. Sharif University of Technology ,1387.02.23 , Riasatian Where has ERP come from?
  15. 15. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Intoduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  16. 16. Sharif University of Technology ,1387.02.23 , Riasatian SAP’s Strengths are: SAP grew from a manufacturing environment  Oracle came from Finance  PeopleSoft came from HR  Baan came from high-tech and aerospace  Sieble came from Insurance system  JDE came from, well, who cares anymore  Sage, Axepta,IFS,… are for small business  Anything else just isn’t on the radar….. Finance, HR etc processes are all relatively standard, therefore they don’t add competitive advantage Production is where most companies derive their advantage, hence the strongest application in Production and related activities is often the best choice…..
  17. 17. Sharif University of Technology ,1387.02.23 , Riasatian The Competition Sage Oracle SAP LEADER CHALLENGER FOLLOWER 0 Performance Presence July 2006 Microsoft AcceptaSSA Intentia IFS Infor Global Solutions
  18. 18. Sharif University of Technology ,1387.02.23 , Riasatian SAP Competitors SEBL 76 53 16 16 8 5 303 JDE PSFTVeritasORCLSAP CA SAP 59% SEBL 11% ORCL 15% ITWO 2% PSFT+ JDEC 15% SAP‘s Main Competitors by License Revenues The World‘s 7 Leading Software Companies By Equity Market Capitalization
  19. 19. Sharif University of Technology ,1387.02.23 , Riasatian SAP Customers Oil & Gas Poewr Generation Industry
  20. 20. Sharif University of Technology ,1387.02.23 , Riasatian SAP R/3 Solutions
  21. 21. Sharif University of Technology ,1387.02.23 , Riasatian SAP University
  22. 22. Sharif University of Technology ,1387.02.23 , Riasatian SAP Modules Business processes Open system Client / server architecture Business Engineering Designed for all types of business Multinational Comprehensive functionality Over 100,000 installations around the world ABAP/4 FI Financial Accounting CO Controlling AM Fixed Assets Mgmt. PS Project System WF Workflow IS Industry Solutions MM Materials Mgmt. HR Human Resources SD Sales & Distribution PP Production Planning QM Quality Manage- ment PM Plant Main- tenance
  23. 23. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  24. 24. Sharif University of Technology ,1387.02.23 , Riasatian Methodology Achieve your implementation goals through leveraging SAP experts, services, methodology, content and tools. Methodology People and Expertise Content and Tools Consulting Services
  25. 25. Sharif University of Technology ,1387.02.23 , Riasatian Project Team + = • Commercial Flexibility Project Team • Strong Team • Business Knowledge • Management Commitment • Process Knowledge • Defined Requirements • Desire for Change • Desire to Succeed • Best Practice • Program Management • SAP Training • Change Management • Knowledge Transfer • Quality Management • Value for Money • Joint Team • Shared Objectives • Clear Responsibilities • Best Practice Standard • Reduce Cost & Risk • Support Handover • Foundation for Growth Customer SAP Consultant
  26. 26. Sharif University of Technology ,1387.02.23 , Riasatian Description http://service.sap.com/asap AcceleratedSAP methodology is proven, repeatable and successful approach to implement SAP solutions across industries and customer environments. AcceleratedSAP provides content, tools and expertise from thousands of successful implementations. More info ASAP Methodology
  27. 27. Sharif University of Technology ,1387.02.23 , Riasatian ASAP Methodology BlueprintBlueprint Benefits RealisationBenefits RealisationProject PreparationProject Preparation SAP Best Practice IBP Review Business Process Workshops Public Sector Best Practice = = As-Is Review Identified Benefits Card Validated Benefits Card Benefits Measurement Process Redesign Organisational Change Continuous Improvement Programme = Budgeted Benefits Card + + Financial InternalCustomer Growth & Innovation Objective Objective Objective ObjectiveMetric Metric Metric Metric 1. Budget Control 2. Project ROI 3. Project payback 4. Cash neutrality Actual / plan Benefit / cost Time / month Net £ position 1. Benefit achievement 2. User Mobilisation 3. Quality Solution 1. On time delivery 2. Project Efficiency 3. Risk Mgmt 1. Team Member Capability 2. Team Morale £ benefit % score % score Index Survey Attrition % sick days % milestone achievement Project Mgmt days / delivery days Risk Index Cost TfL Vision TfL Vision BlueprintBlueprint Benefits RealisationRealisationProject PreparationProject Preparation SAP Best Practice IBP Review Business Process Workshops Public Sector Best Practice = = As-Is Review Benefits Measurement Process Redesign Organisational Change Continuous Improvement Programme = + + Financial InternalCustomer Growth & Innovation Objective Objective Objective ObjectiveMetric Metric Metric Metric 1. Budget Control 2. Project ROI 3. Project payback 4. Cash neutrality Actual / plan Benefit / cost Time / month Net £ position 1. Benefit achievement 2. User Mobilisation 3. Quality Solution 1. On time delivery 2. Project Efficiency 3. Risk Mgmt 1. Team Member Capability 2. Team Morale £ benefit % score % score Index Survey Attrition % sick days % milestone achievement Project Mgmt days / delivery days Risk Index Cost TfL Vision TfL Vision Financial InternalCustomer Growth & Innovation Objective Objective Objective ObjectiveMetric Metric Metric Metric 1. Budget Control 2. Project ROI 3. Project payback 4. Cash neutrality Actual / plan Benefit / cost Time / month Net £ position 1. Benefit achievement 2. User Mobilisation 3. Quality Solution 1. On time delivery 2. Project Efficiency 3. Risk Mgmt 1. Team Member Capability 2. Team Morale £ benefit % score % score Index Survey Attrition % sick days % milestone achievement Project Mgmt days / delivery days Risk Index Cost TfL Vision TfL Vision Confirm The Vision, Methodology & Scope Confirm The Design Build & Test the Solution Confirm The DesignConfirm The Vision, Methodology & Scope
  28. 28. Sharif University of Technology ,1387.02.23 , Riasatian ASAP Methodology Realisation Final Preparation Post Go-live Support SAP SUPPORT COMMAND CENTRE • SAP Support Team • Rapid issue Resolution • Support Management • Reporting • Escalation • Master class assessment • Issue Resolution • Coaching • Ad-hoc training • Monitoring • Key User Support • Key Users • Support Consultants Daily ‘Prayer Meetings’ • Status • Key Issues • Key Messages • Training Updates System Test UAT Support Risk Assessment Go-Live Decision Meetings Middle Manager Role & Process Education Cascade Role Education to Functional Teams / 1:1’s End User Training Deliver Critical Behaviour Education Count Down Roadmap & Plan • Management Letter • Role Materials • SAP Training Materials • Support Processes • Go-Live Visualisation Aids Count-Down Communications Feedback / Status Communications Mgmt Status Mgmt Status Mgmt Status Mgmt Status Mgmt Status Post Go-Live Review SAP Cafe Planning & Set-up: SAP Café & SAP Support Command Centre FLOORWALKERS Master Classes Realisation Final Preparation Post Go-live Support SAP SUPPORT COMMAND CENTRE SAP SUPPORT COMMAND CENTRE • SAP Support Team • Rapid issue Resolution • Support Management • Reporting • Escalation • Master class assessment • Issue Resolution • Coaching • Ad-hoc training • Monitoring • Key User Support • Key Users • Support Consultants Daily ‘Prayer Meetings’ • Status • Key Issues • Key Messages • Training Updates • Key Users • Support Consultants Daily ‘Prayer Meetings’ • Status • Key Issues • Key Messages • Training Updates System Test UAT Support Risk Assessment Go-Live Decision Meetings Middle Manager Role & Process Education Cascade Role Education to Functional Teams / 1:1’s End User Training Deliver Critical Behaviour Education Count Down Roadmap & Plan • Management Letter • Role Materials • SAP Training Materials • Support Processes • Go-Live Visualisation Aids Count-Down Communications System Test UAT Support Risk Assessment Go-Live Decision Meetings Middle Manager Role & Process Education Cascade Role Education to Functional Teams / 1:1’s End User Training Deliver Critical Behaviour Education Count Down Roadmap & Plan • Management Letter • Role Materials • SAP Training Materials • Support Processes • Go-Live Visualisation Aids Count-Down Communications Feedback / Status Communications Mgmt Status Mgmt Status Mgmt Status Mgmt Status Mgmt Status Feedback / Status Communications Mgmt Status Mgmt Status Mgmt Status Mgmt Status Mgmt Status Mgmt Status Mgmt Status Post Go-Live Review SAP Cafe Planning & Set-up: SAP Café & SAP Support Command Centre SAP CafeSAP Cafe Planning & Set-up: SAP Café & SAP Support Command Centre FLOORWALKERSFLOORWALKERS Master ClassesMaster Classes
  29. 29. Sharif University of Technology ,1387.02.23 , Riasatian Project Management expertise Management of the implementation project Aligned with industry standards and procedures (PMI PMBOK®) Specific to implementation of SAP solutions Methodology Tools Aligns customer’s business requirements to SAP solutions SAP Solution Composer Offers AcceleratedSAP roadmap composed to fit specific project needs SAP Roadmaps Facilitates efficient solution design, documentation, configuration, testing and operations SAP Solution Manager AcceleratedSAP toolset
  30. 30. Sharif University of Technology ,1387.02.23 , Riasatian How it all breaks down In my experience in a typical SAP R/3 implementation, if you look at the traditional ASAP methodology, the time spent in each phase looks something like this:  Project Preparation – 11%  Business Blueprint – 14%  Realization – 50%  Final Preparation – 19%  Go Live and Support – 6%
  31. 31. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  32. 32. Sharif University of Technology ,1387.02.23 , Riasatian Enforcing Standards Methodology alone will not make your project successful. You need to enforce it – appoint methodology champion for the project.
  33. 33. Sharif University of Technology ,1387.02.23 , Riasatian Change Management Change TasksChange Tasks Change RolesChange Roles Change Structure Change Structure Change Behaviour Change Behaviour Change Culture Change Culture Easy to Do (visible) Hard to Do (invisible) Increasing Benefit Organisation Design Job Design Process Design
  34. 34. Sharif University of Technology ,1387.02.23 , Riasatian Emotional reactions of employees to changes Preparation Realization Decision 100% Time Profits in project productivity Losses in project productivity 2. Shock, fear 1. Apprehension, concerns 4. Defense, annoyance 5. Emotional acceptance 6. Opening curiosity, enthusiasm 7. Integration self-confidence 3. Rational acceptance Business Blueprint Final preparation Going Live
  35. 35. Sharif University of Technology ,1387.02.23 , Riasatian Value Proposition/ Benefits With change management Without change management D Benefits: 1. Lower resistance of the employees against the necessary changes 2. Higher acceptance of the new software solution 3. Fewer workarounds and adoption of standard processes 4. Harmonized implementation from project into line organization 5. Accelerated realization of revenue potential by an earlier involvement 6. Reduction of TCO by lower start up costs and costs of proceeding ProjectPerformanceProjectPerformancec Time Time And, what benefits can the customer expect? GoLive „Valley of tears“ KickOff
  36. 36. Sharif University of Technology ,1387.02.23 , Riasatian Change Management
  37. 37. Sharif University of Technology ,1387.02.23 , Riasatian Change Management Approach – Holistic View
  38. 38. Sharif University of Technology ,1387.02.23 , Riasatian Three Phases to Delivering Change Management Preparing for Change: Understanding the Mission, Vision, and Objectives of Tuga and the SAP implementation project. Analyse the gap between the current situation and the future goals and set realistic expectations. Allows a customised approach to implementing change for Tuga. Implementing Change: Doing what we say we are going to do during the preparing for change stage. Reinforcing Change: Checking that our initial expectations have been met.
  39. 39. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction of Mapna ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  40. 40. Sharif University of Technology ,1387.02.23 , Riasatian We can  Do BPR without buying an ERP solution, – unusual  Implemented ERP solution without doing any BPR(Implementation normally involves BPR but depends on… The question is not whether ERP functions or not without BPR Key question: whether every company that implements ERP has to reengineer its processes  At first BPR implemented then ERP  At first ERP implemented then BPR  ERP & BPR implemented simultaneous ERP & BPR
  41. 41. Sharif University of Technology ,1387.02.23 , Riasatian BPR Steps Understanding Preparation:Understa nd the existing systems associated with all the functionalities by chose the Best Key User Simplifying & Improvement Automation Blue Print: Draft & frame the possibilities & ways to simplify or Improve or eliminate the processes by chose of Best Practice Realization: Implement with the help of Best ERP 1 3 2 Improvement Enhancement:Certain ly after a while we can improve the process again Upgrade 4 5 Support: install new Patch or new version BPR & ERP
  42. 42. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  43. 43. Sharif University of Technology ,1387.02.23 , Riasatian Prerequisite For ERP  Vision  Mission  Maturity of the Management  Organizational Acceptence  Infrustructure  Suitable Team  Policy  Business Process  Management Commitment
  44. 44. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  45. 45. Sharif University of Technology ,1387.02.23 , Riasatian
  46. 46. Sharif University of Technology ,1387.02.23 , Riasatian Sample of Status Report CW 18/2007 Milestones Riasatian,Axt Topic: Date, Reporter: Project Status Project Phases: Integration Test Decisions Chart covers only the 1st stage of the project Overall Project Status Progress: 100% To Be: 100 % Out of control Risks ahead In control Solution Timeline Project Start 2006/07/17 A.1 Preparation 2006/08/24 A.2 Business Blueprint 2006/09/30 A.3 Realization Baseline 2006/11/30 A.4 Int.Test Stream 1 2007/02/15 A.5 Final Prep.Stream 1 2007/03/10 A.6 Go-Live Sup.Stream 1 2007/03/30        TUGA RUNS SAP FI,CO,SD,MRP,PU,LE, IM,PP(SF),PS Have been gone Live
  47. 47. Sharif University of Technology ,1387.02.23 , Riasatian Sample Of Status Report  Integration Tests stream 2 SAP/TUGA  Migration Preparation SAP/TUGA  Master Data corrections TUGA  After Go-Live support st.1 SAP/TUGA  Setup tasks for stream 2 SAP  FI FARSI development TUGA  FI farsi development support SAP Task, worked on Actual Critical Points / Risks*: Next steps Overall Risk Monitoring Deliverables Integration Test  Final preparation stream 2 SAP/TUGA  Data migration SAP/TUGA  Go / no go decision Go-Live 2 TUGA  Cut-over activities SAP/TUGA Risk Impact Prob.of Occurence Masterdata delivery 5 90% Riasatian Topic: Date, Reporter: Project Status Project Phases: Integration Test Open Items  Job role TUGA  Asset Master data TUGA  TDM Development TUGA  Barcode Printing and Processing TUGA/SAP SI(SF,IM)  New material status needs to be clarified TUGA (PLM)  print out for Reservation and Purchase requisition needs to be defined TUGA  Clarification for Spare part process SAP SI  Invoice verification only based on unrestricted stock type SAP SI (PU,IM,QM) Stage 2  Report for quantity goods on the way SAP SI (PU) * For further information see the TUGA risk register.
  48. 48. Sharif University of Technology ,1387.02.23 , Riasatian Sample of Status Report CW 43/2007 Riasatian,Piotrowski Topic: Date, Reporter: Project Status Project Phases: Go-Live Support Chart covers only the 2nd stage of the project Overall Project Status Progress: 100 % To Be: 100 % - Milestones Out of control Risks ahead In control Solution Timeline  Kick Off 2007/04/04  A.1 Preparation 2007/05/01  A.2 Business Blueprint 2007/05/31  A.3 Realization Baseline 2007/06/30  A.4 Integration Test 2007/08/31  A.5 Final Preparation 2007/09/30  A.6 Go-Live Support 2007/10/31   Decisions PM, CS, QM, DMS, WM,PP(CL) Have been gone live     
  49. 49. Sharif University of Technology ,1387.02.23 , Riasatian Agenda Introduction ERP  SAP ASAP Methodology Change Management ERP & BPR Prerequisite for ERP TUGA SAP Project Q&A
  50. 50. Sharif University of Technology ,1387.02.23 , Riasatian Question? Tel : 0261 6630010 Mobile : 0912 1791087 Email : Riasatian@Mapnaturbine.com Thanks for Your Kind Attention

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