How Gwinnett County handled curve balls throughout the project to minimize disruption but still achieve the project’s goals Our best approach for a cut over strategy – such as the transition from ITS to MDM server Business considerations when upgrading your SRM landscape

2. Things to consider when
upgrading your SRM System
Richard Uytdewilligen; Gwinnett County
SESSION CODE: PS591

3. § Gwinnett County is a county in the U.S. state of
Georgia. As of the 2010 census, the population
was 805,321, making it the second-most
populous county in Georgia. Its county seat is
Lawrenceville with a population over 850K
§ Installed SAP in 2004
§ SAP SRM
§ SAP CRM
§ SAP ECC with IS-U ( using Move In/Out)
§ SAP BW
§ SAP SEM
§ .
About Gwinnett County

4. § How Gwinnett County handled curve balls throughout the
project to minimize disruption but still achieve the project’s
goals
§ Our best approach for a cut over strategy – such as the
transition from ITS to MDM server
§ Business considerations when upgrading your SRM landscape
You Will Learn

5. § Cons:
§ SRM was transactional/operational system
§ Purchasing
§ Bid Proposals SC àPOs àConfirmationà Payments ( ECC)
§ Original installation was extremely painful
§ Pros:
§ Approaching into Extended Support that would be costly
for Gwinnett County
§ Some business units wanted process improvements
§ Replication between ECC and SRM was not optimal
§ Catalog Content Management was showing it age
§ Vendor Registration process needed to be revisited
To Upgrade Or Not To Upgrade?

6. To Upgrade or Not To Upgrade?
Solution Cost Future
Proof ?
Support Implem’n
Time
Features
(*)
Usability
*1 - + + - + ?
*2 - - - - + +
*3 + + ? + + +
(*) What G.C. currently use and may use in the future

7. Our Architecture
§ Use The Extended Classic – Local P.O.
for items in the shopping cart
§ SRM V5 using Trex to search and store
catalogues -

8. § Functions:
§ Shopping Carts (p.a.)
§ Purchase Orders
§ Contracts
§ Vendors – 14K , 8K active
§ Users – 350
§ Departments
§ 22 using SRM ranging from paper ordering departments to
Pharmas & Bullet Proof vests
§ Existing Version of SRM (V5) – moved to SRM V7
§ No Punch Out Cards
The Numbers

9. § UDP101 - Create shopping cart /
§ Limit orders
§ Describe requirements
§ Catalogue
§ UDP102 - Change shopping cart
§ UDP103 - Delete shopping cart
§ UDP104 - Check and Approve Shopping Cart
§ UDP201 - Delete purchase order
§ UDP202 - Modify purchase order
§ UDP301 - Create service entry sheet
§ UDP401 - Create goods receipt Change
shopping cart
§ UDP103 - Delete shopping cart
§ UDP104 - Check and Approve Shopping Cart
§ UDP201 - Delete purchase order
§ UDP202 - Modify purchase order
§ UDP301 - Create service entry sheet
§ UDP401 - Create goods receipt
The Processes that G.C. Performs
§ DFP501 – Create Business
Partner
§ DFP502 – Changed Business
Partner
§ DFP601 – Create Contract
§ DFP602 – Change Contract
§ DFP603 – Upload Contract to
Catalogue (not valid – will not
cover)
§ DFP604 – Bid Invitation Process
§ Backend
§ Reporting ( BW)
§ Invoicing & Payment (
ECC)

10. § Catalog Clean up
§ Engage with SAP as Max Attention Customer to book services
• Custom Code Maintainability Check (C.C.M.C.)
§ Reduced from 170 to 21
• Continuous Quality Check during Going Live Support (C.Q.C.)
§ Development of Project Charter
§ Instigated Change Management Approach
§ Refer to SAP CRM presentation
§ Split the team into two groups
1. Document the AS-IS scenarios (#1)
2. Investigate the Value of Purchasing Processes and how to measure them via
SAP Value Management (#2)
Preparation

11. § Approach
§ Used a Process Visualization & Documenting tool –
discuss & document in the morning, clean up at night and
signed off next day ( 22 sessions)
§ Findings
§ Training material had not been updated since 2004
§ Testing Scenarios – different departments using different
approaches/ methodologies
§ Authorizations were not standard across the departments
in terms of $ amt
§ Departments were performing the same transaction
markedly different ways
Group #1 Kickoff

12. Document
Grp #1 – Document the As-Is & Prep To-Be
Design
&
Improve
Review & Sign Off

13. Evaluate
Group 2 – Value of SRM
Compare
Determine
Starting Point

14. Business
Needs
Training /
User
Adoption
Resources
– each
option
Duration &
Effort
Cost
Risk
SAP’s
Roadmap
Licensing
Overview of Considerations
Maintain
Course
- SRM 7 UP

15. Timelines

16. § uPerform
§ Mandatory Testing for Key Departments
Training

17. Testing
Develop Scenarios
Detail the Scripts
Execute &
Monitor

18. § Magnitude of resistance to change by 2 or 3
departments
§ Kernel and Oracle upgrade - due to scheduling
§ Open Enrolment, PS Budgeting and Planning
§ UI Approach compared to other SAP Technologies
users found it difficult to change for some it too
similar
Curve Balls

19. § Engaging Multiple Departments Requires Central
Repository
§ Share Point documentation
§ Business Processes
§ Project Charter
§ Sign off
§ Training
§ External Change Management Team
§ Resistance to change
Best Practices Employed

20. § Stabilize the System in terms of
§ Nice to haves
§ In Production issues
§ Transition from Operational Purchasing
using P2P enhancements
§ Enhance the current documentation with
the go live testing and training
documentation
Next Steps

21. § Difference between SRM Extended Classic and
Classic Scenario - http://tinyurl.com/2lrn6m
§ Process Document Management solution -
http://tinyurl.com/p4yevfk
§ Lean Catalogue explained -http://tinyurl.com/lvr6thb
Links to useful docs

22. THANK YOU FOR PARTICIPATING
Please provide feedback on this session by completing
a short survey via the event mobile application.
SESSION CODE: PS591
For ongoing education on this area of focus,
visit www.ASUG.com

23. § If applicable, highlight any aspect of your
presentation that can contribute to a significant
ROI. Omit slide from presentation if necessary.
RETURN ON INVESTMENT

24. § Clearly Define and Rationalize your business
processes from the AS-IS to the TO-BE
§ Plan what you want from your upgrade
§ Technical
§ Functional
§ Is an upgrade the right solution for your organization
§ Employ Strong Organizational Change
Management to handle the Policies and Politics
of Public Sector
KEY LEARNINGS