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Produced by Wellesley Information Services,
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Information Services. All right...
1
In This Session
• Insight into the challenges, successes, tools, methods, and
lessons learned from each major phase – pr...
2
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highlight...
3
SAP4UCB Program
• SAP4UCB Program – Global initiative within UCB that started in
2006 to transition the company from loc...
4
Global SAP4UCB Roadmap
2007 2008 2009 2010 2011 2012 2013 >>
India Nether.
France
Spain
Germany
Russia
China
AustraliaBe...
5
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highlight...
6
Project Approach/Golden Rules
Global Process & Data Template
Global & Local Processes
Global & Local Data Ownership
Glob...
7
Project Scope
12 Domains
18-Months
750+ Users
120+ Biz & IT Team
100+ Data Objects
900+ Tests
650 Transports
161 RICEFs
...
8
Migrated Systems
SAP R/3 4.7
UCB US, Canada
Live Since 1998
SAP R/3 4.7
Generics US, Research US
Live Since 2004
SAP R/3...
9
SAP Landscape
DEV
Test
&
Train
1
Test
&
Train
2
PRO
Transport
Tasks
Refresh
Transports
Test & Train1 – Formal Testing an...
10
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highligh...
11
Project Schedule
20112010 2012
Hypercare
(10 weeks)
Biz Go-Live
January 1st
Prep
Legal Entity Consolidation
(Legacy Sys...
12
Project Phases
• Fit-Gap
 Brief analysis and comparison of many of the primary
processes as compared with the global s...
13
Blueprint/Deliverables
Blueprint
Workshops
Document
Updates
NA Business
Review
Kernel
Guardian
Review
Validation
Sign-o...
14
SAP Processes/Data – NA vs. Global
Global
Chart of Accounts
Material Master
Vendor Master
Customer Master
PR/PO Approva...
15
Project Phases
• Build
 On-site configuration and primary development
 Some off-shore resources used for development ...
16
SAP Development
17
Interfaces
SAP BI
Global
SAP
SAP HR
Hyperion
GLIMS
Chargebacks
Rebates
Grants
Banking 3PLs
EDI
Customers
Travel
ValueTr...
18
Project Phases
• Testing
 Process testing
 Utilized local Test Coordinator to track and manage testing
activities in ...
19
Testing Cycles
C3
OQ + PQ
GxP
C2
Unit + E2E
GxP, Non-GxP
C4
UAT
Non-GxP
DR
M + D
WP 1 – 7
D3
M + D
WP 1 – 7
D2
M
WP 1 –...
20
Training
• Demos
• Face-to-Face
• Online Training
• Training Required at
Role level for UserID
Creation and Role
Assign...
21
Project Phases
• Cutover
 Cutover Manager coordinated and planned with business and
SAP teams in all 12 domains for al...
22
Project Phases (cont.)
• Hypercare
 Ten-week time period starting with go-live day
 Hypercare rooms identified for th...
23
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highligh...
24
Business Teams/Roles
NorthAmericaEurope
End Users
North American Key Users
Global Key User
Global Process Owner
Local K...
25
Roles and Responsibilities
• Business
 Organized by domain/module, e.g., SD, WM, PP, CO, etc.
 Global Process Owner
...
26
Roles and Responsibilities (cont.)
• Business (cont.)
 Site Managers
 Ensured requirements across all domains utilize...
27
Asia
SAP IT Teams/Roles
EuropeNorthAmerica
SAP Central Team Leads
Global SAP Kernel Guardians
(Solution Architect Leads...
28
Roles and Responsibilities
• SAP/IT
 SAP Program Managers
 Selected resources for entire project team
 Led weekly me...
29
Roles and Responsibilities (cont.)
• SAP/IT (cont.)
 Services – One global service owner per service. Each service
spa...
30
Tips for Team Building
• Define your team structure early in an overall governance strategy
 Each team should have a t...
31
Tips for Team Building (cont.)
• If you define your teams in a domain approach, you will need to
add resources to cover...
32
Tips for Resource Selection
• Team leads should be senior resources in your industry
 Select team leads with strong le...
33
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highligh...
34
Cutover Planning
Master
Data
+
Dynamic
Data
Atlanta, GA
Seymour, IN
Princeton, NJ
Rochester, NY
Raleigh, NC
Toronto, CA...
35
Cutover Data
Materials
(MDM)
15 Views
Customer
G/L
14 CoCodes
Vendor
Cost
Center
Assets
Inventory
Bins
Transports/TechG...
36
Material Master Dependencies
BOM
Recipe
Inventory
QIR
PIR
Source List
Pricing
CMIR
Batch
Prod Vers
Open Purchase Orders...
37
Tips for Data Migration
• Identify all objects in scope by system and domain early;
especially note objects with major ...
38
Tips for Data Migration (cont.)
• Test many combinations of the data across many processes
 Test multiple material typ...
39
Cutover Data Approval Process
Pre-Load
Approval
Global
SAP
LOAD
Dual
Maint
Map
Transform
Create
Load Files
Pre-Load
App...
40
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highligh...
41
Challenges
Time Impact
No.ofDomains/SitesImpacted
LOW HIGH
Material Re-Stamping
Approvals
Authorizations
Training Deliv...
42
Challenges (cont.)
• Company code consolidation during blueprint
 Blueprint was started in July, but in September it w...
43
Challenges (cont.)
• Resource availability
 Most business resources continued in their daily jobs. Only a
few business...
44
Successes
SUCCESSLEVEL
Cutover Planning &
Execution
Business
Continuity
Hypercare
Data & Process Alignment
Global/Local...
45
Successes (cont.)
• Business continuity
 Business continued due to significantly tested data and
processes prior to go...
46
Successes (cont.)
• Business effort
 Strong support from senior management globally and locally
 Competent and experi...
47
Successes (cont.)
• Leadership
 Senior Management – Sets the appropriate strategy,
governance, team structure, budget,...
48
Successes (cont.)
• Preparation
 Tasks and deliverables must have owners and due dates before
a phase starts. The rule...
49
Successes (cont.)
• Location
 It is necessary to centralize some tasks globally, but it is also
wise to locate SAP res...
50
What We’ll Cover
• Global SAP4UCB roadmap
• Project approach/golden rules
• Project schedule and project phase highligh...
51
Where to Find More Information
• Jim Collins, “Good to Great,” (Jim Collins’ blog, October 2001).
 www.jimcollins.com/...
52
7 Key Points to Take Home
• Backfill business and SAP/IT resources in the day-to-day jobs so
they have time to work on ...
53
Your Turn!
How to contact me:
Kevin Moore
KMSAP@Ymail.com
www.linkedin.com/pub/kevin-moore/63/79/53a
Please remember to...
54
Disclaimer
SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or...
Wellesley Information Services, 20 Carematrix Drive, Dedham, MA 02026
Copyright © 2014 Wellesley Information Services. All...
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Best Practices for Managing a Large-Scale SAP System Consolidation Project

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View this session from Managing your SAP Projects 2014. Coming to Las Vegas in November! www.sapprojects2015.com

Get best practices for successfully migrating users, processes, and data from multiple legacy SAP systems in multiple countries to a single, global SAP ERP system. Attend this session for:
- Tips to structure business and IT teams globally and locally to successfully complete an SAP system consolidation project
- Insight into the challenges, tools, and methods for managing this type of project from each major project phase – from prep through go-live
- Guidelines for successfully migrating over 100 different master and transactional data objects across functional domains from multiple countries

Published in: Technology

Best Practices for Managing a Large-Scale SAP System Consolidation Project

  1. 1. Produced by Wellesley Information Services, LLC, publisher of SAPinsider. © 2014 Wellesley Information Services. All rights reserved. Best Practices for Managing a Large-Scale SAP System Consolidation Project Kevin Moore Independent Consultant
  2. 2. 1 In This Session • Insight into the challenges, successes, tools, methods, and lessons learned from each major phase – project prep through go- live • Tips for structuring business and IT teams globally and locally to successfully complete this type of a project • Guidelines for successfully migrating over 100 different master and transactional data objects across functional domains from multiple countries
  3. 3. 2 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  4. 4. 3 SAP4UCB Program • SAP4UCB Program – Global initiative within UCB that started in 2006 to transition the company from local processes and data on multiple SAP and non-SAP systems to global processes and centralized master data on a single, global SAP ERP 6.0 system • The focus of this presentation is on the SAP4UCB_NA project that was a large and complex SAP system consolidation project for North America that resulted in the successful migration and integration of users, processes, and data from three separate legacy SAP systems in three countries (U.S., Canada, and Mexico) to a single, global SAP system
  5. 5. 4 Global SAP4UCB Roadmap 2007 2008 2009 2010 2011 2012 2013 >> India Nether. France Spain Germany Russia China AustraliaBelgium Poland Italy Lux. UK USA Canada Mexico Switz. Finland Sweden New Zeal. Japan SAP4GTSO 2006
  6. 6. 5 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  7. 7. 6 Project Approach/Golden Rules Global Process & Data Template Global & Local Processes Global & Local Data Ownership Global & Local Approvals Pharma GxP – OQ, PQ Required Global & Local BRSs One Chart of Accounts No Changes to Standard SAP First Option = Configuration Start Together & Finish Together! All 7 Sites – USA, CAN, MEX 1 UCB Local Global Not Documented = Not Done No Training = No Authorizations Intercompany Processes and Data
  8. 8. 7 Project Scope 12 Domains 18-Months 750+ Users 120+ Biz & IT Team 100+ Data Objects 900+ Tests 650 Transports 161 RICEFs 7 Sites USA CANADA MEXICO 3 Legacy SAP Systems Teams on 3 Continents 1 Global SAP 6.0 System 1 Global Template 3 3PL Locations 14 Entities 45 Global BRSs 25 Local BRSs
  9. 9. 8 Migrated Systems SAP R/3 4.7 UCB US, Canada Live Since 1998 SAP R/3 4.7 Generics US, Research US Live Since 2004 SAP R/3 4.7 UCB Mexico Live Since 2003 Global SAP ERP 6.0 Interfaced Systems – Internal, External SAP4UCB NA Project Legacy Systems
  10. 10. 9 SAP Landscape DEV Test & Train 1 Test & Train 2 PRO Transport Tasks Refresh Transports Test & Train1 – Formal Testing and Training Test & Train2 – Informal Testing and Training Refresh Transports
  11. 11. 10 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  12. 12. 11 Project Schedule 20112010 2012 Hypercare (10 weeks) Biz Go-Live January 1st Prep Legal Entity Consolidation (Legacy Systems) Medicare Coverage Gap Global Budgeting/ Reporting Changes Material Re-Stamping End-User Training SOP Updates Prep Key User Training Prep E2E/Integration Workshops & Demos TRAIN DRD2 D3D1 Cutover Data Dual Maint. Tech Go-Live Cutover Planning (Data + Sites) GO-LIVE ! Blueprint Kick Off Fit-Gap DESIGN Early Development Configuration Development BUILD Formal OQ, PQ, UAT, Regression Addit. Unit, E2E Write Unit, E2E Scripts Write Formal Scripts Formal Test Prep/RATEST Prep JAN JUL OCTFEB MAR MAY JUN SEP NOV DECAUGAPRJUL OCTSEP NOV DECAUG JAN FEB MARJUNMAY
  13. 13. 12 Project Phases • Fit-Gap  Brief analysis and comparison of many of the primary processes as compared with the global system prior to the main project  Formed initial teams of NA Key Users and SAP Central Team Leads  Demonstrated key features of the global system to the business • Blueprint  Typical blueprint with the following exceptions:  Legal entities changed in the middle of the phase  Several developments started for known required programs
  14. 14. 13 Blueprint/Deliverables Blueprint Workshops Document Updates NA Business Review Kernel Guardian Review Validation Sign-off Solutions BRS Global Local BRS Catalog Funct. Specs (FS) FS Catalog UDD UDD Index TMX CRQ Requests in “Business Speak” Requests to Location Matrix Design “SAP Speak” RICEF List RICEF Design Specs Traceability Matrix Function, SAP T-Code to Location Matrix SAP Change Request
  15. 15. 14 SAP Processes/Data – NA vs. Global Global Chart of Accounts Material Master Vendor Master Customer Master PR/PO Approvals Treasury Management Budgeting Processes Supply Chain Planning Processes North America Local Data Views Class 2 Substance Orders DEA Controls Rebates Chargebacks 3PL Processes A/P Payment Approvals PI Sheet Confirmations
  16. 16. 15 Project Phases • Build  On-site configuration and primary development  Some off-shore resources used for development and authorizations  Updated processes and blueprint documentation reflecting legal entity consolidation project  CRQs – Changes created for all requests in Remedy/ITSM  Heavy unit testing prior to transport release from DEV with the goals of:  Maximizing the quality of the solutions implemented  Minimizing the changes needed after the build phase  Minimizing the number of errors found in formal testing
  17. 17. 16 SAP Development
  18. 18. 17 Interfaces SAP BI Global SAP SAP HR Hyperion GLIMS Chargebacks Rebates Grants Banking 3PLs EDI Customers Travel ValueTrak/FFS Vision/SFA … MDM Mobile Medicaid GP … DEA Returns Flat File Payroll
  19. 19. 18 Project Phases • Testing  Process testing  Utilized local Test Coordinator to track and manage testing activities in HP Quality Center  Built test scripts and executed dry run/informal tests prior to formal testing  Data testing  Utilized multiple local Test Coordinators  Ran three cycles of data testing prior to the dress rehearsal  Some dress rehearsal files were re-used for cutover  Dual maintenance process activated with dress rehearsal
  20. 20. 19 Testing Cycles C3 OQ + PQ GxP C2 Unit + E2E GxP, Non-GxP C4 UAT Non-GxP DR M + D WP 1 – 7 D3 M + D WP 1 – 7 D2 M WP 1 – 4 D1 M WP 1 – 2 667 + 42 61 + 79 60 20+ 70+ 100+ 100+ Process,RICEFsData Primary ETL Tools: SAP BusinessObjects Data Services (BODS), Access, Excel Primary Testing Tool: HPQC
  21. 21. 20 Training • Demos • Face-to-Face • Online Training • Training Required at Role level for UserID Creation and Role Assignments SAY & DO SAY HEAR & SEE SEE HEAR READ 90 % 70 % 50 % 30 % 20 % 10 % Memory Retention After 2 Weeks ACTIVE LEARNING PASSIVE LEARNING Source: Edgar Dale, 1969
  22. 22. 21 Project Phases • Cutover  Cutover Manager coordinated and planned with business and SAP teams in all 12 domains for all 7 sites the activities related to the extraction, mapping, transformation, review, approval, loading, and post-load verification of over 100 data objects  Site-specific plans were coordinated with site managers for non-SAP data-related tasks, e.g., interfaces, printers, transition activities at go-live  Dual maintenance strategy defined for each master data object  Some dress rehearsal files re-used for cutover  Delta files allowed and used for several objects  Tools – Transformations  SAP BusinessObjects Data Services (BODS), Access, Excel. Loads  Primarily SAP LSMW.
  23. 23. 22 Project Phases (cont.) • Hypercare  Ten-week time period starting with go-live day  Hypercare rooms identified for the three largest sites and staffed with project resources  Daily meetings held to review status, issues, solutions during the first two weeks  All issues were tracked, prioritized, and resolved by local team for highest priority issues  Project resources sent to the front lines to assist key users and end users during first two weeks of go-live  Nearly all project resources rolled off as planned  Hypercare phase closed as planned without extension
  24. 24. 23 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  25. 25. 24 Business Teams/Roles NorthAmericaEurope End Users North American Key Users Global Key User Global Process Owner Local Key Users Global Management Domains  SD MDM FI CO TR WM PUR PP QM PM Planning Interco Business Integration Manager Site Managers ATL, RTP, ROC, SEY, PRI, CAN, MEX
  26. 26. 25 Roles and Responsibilities • Business  Organized by domain/module, e.g., SD, WM, PP, CO, etc.  Global Process Owner  Ensured process alignment across countries  Global Key User  Worked closely with NA team to align NA requirements with global SAP processes and data  North American (NA) Key User  Domain lead across all NA sites  Worked closely with SAP Domain lead  Local Key User  Subject Matter Experts for a domain at site-level
  27. 27. 26 Roles and Responsibilities (cont.) • Business (cont.)  Site Managers  Ensured requirements across all domains utilized by the site were identified and met in SAP  Managed availability of site business and IT resources  Business Integration Manager  Ensured integration across domains/modules in SAP along with SAP Central Team Integration Manager  Led workshops featuring global system functionality along with SAP Central Team Integration Manager  Supported NA Key users to stay aligned with global team
  28. 28. 27 Asia SAP IT Teams/Roles EuropeNorthAmerica SAP Central Team Leads Global SAP Kernel Guardians (Solution Architect Leads) SAP Central Team Members Valid. Testing TrainingAuth SAP Central Team Manager Global IT/SAP Management ABAP Lead Data SAP Integration Manager SAP Site Leads Configuration Development ------------------ Global Service Owners ------------------ --- Valid. Testing Leads Auth Local Data Lead ABAP Lead ABAP Local Training Admin Data Analysts FI, CO, TR, SD, WM, PUR, PP, QM, PM MDM, Planning, Interco Auth Off shore ABAP Off shore SAP Program Managers
  29. 29. 28 Roles and Responsibilities • SAP/IT  SAP Program Managers  Selected resources for entire project team  Led weekly meetings with business site managers and NA key users; led SAP4UCB_NA Project Steering Committee meetings  Aligned with parallel project leads, including BI, and others  SAP Central Team Manager  Manager of SAP Team Leads  Ensured NA SAP Team deliverables were completed  SAP Central Team Leads  SAP Team Lead by domain, e.g., SD, WM, PP, CO, etc.
  30. 30. 29 Roles and Responsibilities (cont.) • SAP/IT (cont.)  Services – One global service owner per service. Each service spans all domains.  Development/ABAP  Validation/Testing  Training  Authorizations  Data Each global service owner needs a local coordinator to follow the day-to-day activities of the service and manage the local resources for the service
  31. 31. 30 Tips for Team Building • Define your team structure early in an overall governance strategy  Each team should have a team lead responsible for planning, status updates, and deliverable completion  Each team lead from the local project team should work closely with his/her global team counterpart  Each business lead should work closely with the SAP/IT lead • If your project is not first in the roll-out schedule, leverage the templates, deliverables, experience, and lessons learned from previous rollouts  Leverage the resources from the previous rollouts on your project, if they are willing and available
  32. 32. 31 Tips for Team Building (cont.) • If you define your teams in a domain approach, you will need to add resources to cover the integration for end-to-end processes  Order-to-Cash, Procure-to-Pay, etc. • Learn to appreciate language and cultural differences  The best ideas come from collaborating across teams globally • Take time to show appreciation for the team  Organize team building events, sports outings, selected downtime for team members to interact on a non-business level • Especially for managers and team leads, seek first to understand an issue before jumping to conclusions, and learn to master the art of public praise and private criticism  Treat others as you want to be treated
  33. 33. 32 Tips for Resource Selection • Team leads should be senior resources in your industry  Select team leads with strong leadership, communication, and people skills, not just strong SAP skills • Interview multiple people for every role  Avoid selecting someone based only on a resume  If the interviewee gets all the answers to your questions correct, then you haven’t asked enough critical questions. Everyone has limits on their abilities. You should know them before they start working for you.  Ask why they are available and why they want to work with you • If selected resources aren’t effective, replace them as soon as possible
  34. 34. 33 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  35. 35. 34 Cutover Planning Master Data + Dynamic Data Atlanta, GA Seymour, IN Princeton, NJ Rochester, NY Raleigh, NC Toronto, CA Mexico City, MX
  36. 36. 35 Cutover Data Materials (MDM) 15 Views Customer G/L 14 CoCodes Vendor Cost Center Assets Inventory Bins Transports/TechGo-Live WBS PUR SD Open PO Open SO B/S MFG Act Type Open Process Orders Open A/P Open A/R Bank BusinessGo-Live QM I/O Profit Center Examples, More Objects Apply Planning I/C WM PM CO Business GO-LIVETECH GO-LIVE Primary Load Tool: SAP LSMW, Cutover Tracking Tool: Excel
  37. 37. 36 Material Master Dependencies BOM Recipe Inventory QIR PIR Source List Pricing CMIR Batch Prod Vers Open Purchase Orders Open Sales Orders Mtl Det Open Process Orders BusinessGo-Live Examples, More Objects Apply Transports/TechGo-Live Material Master (MDM) 15 Views Multiple MFG and 3PL Locations AMPL Insp Plan Business GO-LIVETECH GO-LIVE
  38. 38. 37 Tips for Data Migration • Identify all objects in scope by system and domain early; especially note objects with major dependencies, e.g., material master  Clean legacy data on source systems. It’s never too early to start!  Decide how much data to migrate, e.g., how many years – 2, 5, 10 • Select the data migration tool(s) early • Select experienced, data-centric resources  Note that process-oriented resources are not always the best resources for data migration. Ask for references and call them! • What will you do with your legacy system?  Consider keeping the legacy system alive for several years to minimize the amount of historical data to migrate
  39. 39. 38 Tips for Data Migration (cont.) • Test many combinations of the data across many processes  Test multiple material types, customer account groups, vendor account groups, sales order types, etc.  Test end-to-end processes: Order-to-Cash, including SD documents, FI/CO postings, output documents, and reporting. Then compare the results to spot any gaps or issues. • Test with multiple currencies and review postings  Easy to invert the conversion factors  100 USD = 135 EUR or  135 USD = 100 EUR? • Test with multiple units of measure  1 EA could be a single unit in a box, one box in a case, etc.
  40. 40. 39 Cutover Data Approval Process Pre-Load Approval Global SAP LOAD Dual Maint Map Transform Create Load Files Pre-Load Approval Extracts USA, CAN Branded Extracts US Generics Extracts MEX Pre-Load Approval Local Data Owners NA Key User (All) Validation Post-Load Signoff IT IT Local Data Owners (Non-GxP) IT Global Extracts Pre-Load Approval Pre-Load Approval Post-Load Signoff Post-Load Signoff Post-Load Signoff * For GxP Objects, Validation + IT + NA Key User Pre-Load Approval Biz QA (GxP Only) GxP = BOMs, Recipes, Prod Vers, Batches, QM Local Data Owners GxP* Legacy Systems
  41. 41. 40 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  42. 42. 41 Challenges Time Impact No.ofDomains/SitesImpacted LOW HIGH Material Re-Stamping Approvals Authorizations Training Delivery Parallel Projects Company Code Consolidation During Blueprint Documentation Communications / Time Zones Process Testing Data Testing Duration Resource Availability LOW HIGH
  43. 43. 42 Challenges (cont.) • Company code consolidation during blueprint  Blueprint was started in July, but in September it was decided that the legal entity structure for the US was changing in two legacy SAP systems at the end of the year  Good news – Fewer entities to manage the following year  Bad news – Processes, documentation, etc., required updates and many key resources from the business and IT were needed for 3-4 months • Data testing duration  Resource challenges as well as late decision on tools to use  Data from three legacy systems migrating to a fourth live system  In the end, it took longer, but the data was tested with three test load cycles plus a dress rehearsal prior to cutover
  44. 44. 43 Challenges (cont.) • Resource availability  Most business resources continued in their daily jobs. Only a few business resources were allocated 100% to the project. • Approvals  All changes required local and global approval from business and IT. The global team was mostly in Europe, and due to some time zone challenges, multiple sites, other global SAP projects, and support, additional time was required to get final approvals.  The fastest approvals occurred when meetings were scheduled to review and update documents together verbally and directly vs. the approach of sending numerous emails to each other with questions, issues, and requests for feedback and updates
  45. 45. 44 Successes SUCCESSLEVEL Cutover Planning & Execution Business Continuity Hypercare Data & Process Alignment Global/Local E2E/Integration Workshops SAP Configuration/ Development GOOD GREAT Warehouse RF Leadership Blueprint Workshops EDI Senior Resources Business Effort Process Test Execution I/C Processes Fit-Gap
  46. 46. 45 Successes (cont.) • Business continuity  Business continued due to significantly tested data and processes prior to go-live, as well as detailed cutover planning and execution • Cutover  Detailed planning started 2-3 months prior to the start of cutover  All objects planned with business and IT by domain and object, and especially noting dependencies by object and high-priority objects, e.g., material master, batch master, inventory, etc. • Hypercare  Close support for users for ten weeks after go-live  Locating selected team resources on the front line
  47. 47. 46 Successes (cont.) • Business effort  Strong support from senior management globally and locally  Competent and experienced key business users in every domain • Data and process alignment – Global/local  All changes reviewed and approved globally by Global Business Process Owner and Global Solution Architect  Local changes allowed for legal, tax, and compliance reasons • Fit-Gap  Started with a fit-gap project with selected senior resources in each domain prior to the full project  Provided key users with an early view of the global SAP system prior to formal blueprinting
  48. 48. 47 Successes (cont.) • Leadership  Senior Management – Sets the appropriate strategy, governance, team structure, budget, etc., prior to the project starting. During the project, guides the team and removes obstacles to keep the project on track.  Project/Program Management must set clear expectations and hold people accountable during each phase  Stops people from wasting time on low ROI activities • People  Get the right people and you’ll get the best results  Best Resources + Effective Leaders = Success!
  49. 49. 48 Successes (cont.) • Preparation  Tasks and deliverables must have owners and due dates before a phase starts. The rules for completing a task or deliverable must be clear.  Tip – At least one week before a phase starts, review the schedule and deliverable template(s) in detail with the team. Start with realistic examples by filling in key sections of a deliverable and review together so everyone knows what the final product should look like and what success looks like. • Communication/clarity  A focused 30-60 minute meeting with the right people will replace numerous emails and hours of work and re-work
  50. 50. 49 Successes (cont.) • Location  It is necessary to centralize some tasks globally, but it is also wise to locate SAP resources near business teams for efficient collaboration, requirements analysis, testing, and training • Data/information  Clean legacy system data, define clear data mapping rules, and build user-friendly processes, procedures, and reports to provide the information needed in a timely manner • Planning  For the cutover plan, create the plan a few months prior to the technical go-live for all data objects and site-related tasks  Fine-tune the cutover plan over time to produce the most efficient and effective cutover/go-live possible
  51. 51. 50 What We’ll Cover • Global SAP4UCB roadmap • Project approach/golden rules • Project schedule and project phase highlights • Project teams – Business and IT • Cutover/go-live • Lessons learned • Wrap-up
  52. 52. 51 Where to Find More Information • Jim Collins, “Good to Great,” (Jim Collins’ blog, October 2001).  www.jimcollins.com/article_topics/articles/good-to-great.html • “Jim Collins: How to manage through chaos” (Fortune, September 2011).  http://management.fortune.cnn.com/2011/09/30/jim-collins- great-by-choice-exclusive-excerpt/ • Edgar Dale  http://en.wikipedia.org/wiki/Edgar_Dale • Jayesh Wala, “Lessons Learned from Geese for Team Building” (SlideShare, December 2008).  www.slideshare.net/jbwala/lessonsfrom-geese-for-team- building-presentation
  53. 53. 52 7 Key Points to Take Home • Backfill business and SAP/IT resources in the day-to-day jobs so they have time to work on the project full-time • Build teams with senior resources and ensure team leads have leadership and communication skills, not just strong SAP skills • Minimize parallel projects and major initiatives • Dedicate strong resources to data migration and remember that strong SAP process skills may not lead to strong data skills • Don’t underestimate material master and other key object dependencies – Identify all objects in scope early in the project • Start with a Fit-Gap Project to identify the scope of the project and to get early buy-in • Select and retain the best resources!
  54. 54. 53 Your Turn! How to contact me: Kevin Moore KMSAP@Ymail.com www.linkedin.com/pub/kevin-moore/63/79/53a Please remember to complete your session evaluation
  55. 55. 54 Disclaimer SAP and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP SE (or an SAP affiliate company) in Germany and other countries. All other product and service names mentioned are the trademarks of their respective companies. Wellesley Information Services is neither owned nor controlled by SAP SE.
  56. 56. Wellesley Information Services, 20 Carematrix Drive, Dedham, MA 02026 Copyright © 2014 Wellesley Information Services. All rights reserved.

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