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S4H_747 How to Approach Remote Cutover (2).pptx
1.
PUBLIC SAP Activate Accelerator May
14, 2020 Playbook for Remote Cutover
2.
2 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Purpose of This Playbook SAP Activate Methodology Accelerator The purpose of this accelerator is to guide how to execute an SAP project remotely in situations where onsite or face-to-face delivery needs to be greatly reduced or is not possible. The term “Remote Cutover,” used in this document, means “using the same high- quality expert resources to deliver the defined project outcomes and deliverables from a location other than the customer’s site”. Please Note: It is intended to be used by SAP delivery leaders on all SAP projects in conjunction with normal processes and guidelines such as SAP Activate methodology and existing SAP project delivery toolsets
3.
3 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ 1. Remote Cutover Overview 2. Playbook Remote Cutover Planning Remote Dress Rehearsal Remote Final Cutover Execution Post-cutover Activities 3. Feedback Structure of the Remote Cutover Playbook Document
4.
4 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Ingredients for successful Remote Cutover “Can Do” Attitude Collaborative Spirit Reliable technology, communication tools and network Swarming to resolve problems Diligent and Detailed Planning Clear roles and responsibilities Sponsorship Engagement Pro-active risk management Tell it like it is Know SAP go-to-contacts per cutover activity / task No finger pointing, solution-oriented mindset Be pragmatic in dealing with unexpected changes Open communication; one stop shop for team contact details
5.
5 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Remote Cutover Overview Alignment to SAP Activate Phases Deploy Realize Explore Discover Prepare Onboard and Deploy Scope and Configure Migrate, Integrate, Test Fit-to-Standard Analysis Extend Setup and Enablement Discovery Assessment Remote Production Cutover & Go-Live Go/No-go Decision Plan and Prepare for Remote Cutover Remote Dress Rehearsal(s) Run Post-cutover Activities & Business Adoption • Fine tune remote cutover plan based on real cutover activities (including non-SAP vendors) • Identify and resolve issues before final cutover • Ensure dependencies are understood and hand overs are well managed • Allow sufficient time for complete dress rehearsal • Document resolution of all issues for cutover • Ensure support for business users (off-site and on-site) • Monitor and resolve issues • Monitor and report adoption metrics • Key users and customer operations team running the system • Celebrate Success! • Assess risk for productive cutover • Cutover project manager to make a go/no-go recommendation • Productive Cutover decision (go/no-go) • Execute remote cutover to production environment • Stay current with cutover progress • Set status to done after completion of your action • Trigger next action via agreed process • Business validation per activity to confirm green status • Start business operations in the new system • Assess readiness for remote cutover • Prepare remote cutover plan and make it accessible to all parties involved in cutover • Prepare resources plan, ensure resources availability and backups. Identify who will be on-site and who will be off- site. • Identify risks and define management plans • Align team around common vision, plan, timeline • Establish efficient cutover team communications (changes, hand-offs, progress, …) • Coordinate with OCM team for Change Readiness assessment activities Innovate, Operate, Support
6.
6 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Project sponsor and key business decision makers that can be called upon to support execution of cutover project. This group will make a final decision for business go-live at the conclusion of cutover (and start of hyper- care). This group serves as the escalation body for fast resolution of issues Manages the change readiness checks and executes planned OCM activities and communications and monitors end-user adoption. Typically staffed by Customer team members. In many customer projects, SAP system is integrated with other non-SAP systems. Participation of representatives from vendors of such systems is critical for cutover success in case interface or integration issues need to be resolved. Consultants, technical experts from system integrator (SAP or SAP partner) are in charge of delivering customer cutover project. SI team usually also have a sponsor that participates in daily calls and drives resolution of issues that are escalated. OCM Team System Integrator Team(SI) Cutover Customer Team Cutover Project Manager (PM) Non-SAP Vendors Sponsors and Business Decision Maker Responsible for planning, coordination and execution of cutover activities. In many cases cutover PM role is staffed by customer and SI forming a power couple. SAP Application SMEs, key users, select business users and IT personnel (technology, system support, etc.) executing and supporting the execution of cutover activities including data loads, system checks, business transaction processing and data validation. Some customer cutover team members may be required on- site during the entire or parts of cutover execution. Typically, roles that cannot be performed remotely could include warehouse clerks, manufacturing supervisors, etc. Key Implementation Roles Key Roles and Responsibilities
7.
7 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Reliable Tools Supporting Remote Cutover Project teams planning remote cutover should decide on specific collaboration tools the team will use to communicate and share information. In general following categories of tools should be considered: Video Conferencing & Chat Team Collaboration & Whiteboards Document Storage / Team Collaboration ALM (Application Lifecycle Management) Tools Team Enablement / Training Pulse Check Tools (like Qualtrics or polling/survey tools) Project leads need to assess the suitability of any particular tool depending on each project and customer situation in conjunction with appropriate technical experts and the customer IT organization. NOTES: • Tools suggested by customers need to be checked for potential data protection & security issues • Tools agreed to must be trialed on all user computers (Customer, SAP, and Partners) for compatibility before the final decision
8.
8 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Tools for Remote Cutover - SAMPLE Recommended Key Tools for Remote Cutover Planning and Execution Microsoft Teams (Cloud Storage) • Video Conferencing • Document storage and collaboration • Discussions and chats around topics MURAL (Collaboration Tool) • Virtual White board • Collaboration real-time • Templates for various working sessions SAP Activate Cutover Template • Execute tasks per the cutover plan • Template
9.
9 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Get Ready for Remote Cutover : Pulse Check In order to ensure all participants are ready for the Remote Cutover Activities ensure the following : Video Conferencing Check Install the video conferencing software recommended by your project team Setup the software to allow access to your microphone and camera Setup headphones that you will use for the duration of the workshop to prevent echo Check your connectivity with another colleague to ensure the software works Learn how to mute/un-mute your line and remember the steps for the workshop Raise support ticket with your IT organization in case you encounter any issues Collaboration Tools Check Install collaboration software on your machine - your project manager will provide details about the software that is required for you to have available on your computer Check access to the shared folders in the collaboration software Raise support ticket with your IT organization in case you encounter any issues Working environment preparation If possible, make the following changes to your working environment to make it more comfortable for working with colleagues remotely: Consider getting second monitor and physical keyboard to improve prolonged use Definitely get a pair of headphones or earphones you can use during the conference calls, using computer speaker and microphone will result in echo for other participants Setup your work environment in dedicated room or dedicated space in your home, if that's not possible consider to use place that has the least traffic from and best acoustic Select comfortable and ergonomic chair to make your working sessions comfortable even if they are prolonged
10.
10 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ The project teams planning the cutover activities must ensure they complete all previous deliverables and tasks before they proceed with cutover: • Major part of cutover is data migration and data loads; all data migration code and testing must be completed and ready for production use before cutover start. • All functional testing, integration testing and user acceptance testing must be finished and all go-live critical issues must be addressed before cutover start. • There must be no further configuration, extensibility or integration activities in process. All building, testing, extensibility and integration work must be completed before cutover start. Cutover Prerequisites
11.
11 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ The cutover preparation activities do not belong just to the project team. Business preparation activities are usually required to support a project cutover. Business preparation and cutover tasks may require onsite engagement even with a remote delivery and cutover model. Business cutover preparation activities can include: Business Cutover Preparation • Business activities to prepare for the actual cutover; such as closing out orders and deliveries, performing stock-taking etc. • Communication to and engagement with external business partners for preparation and actual cutover tasks • Activities to reduce the risk of adverse impact to key business operations during and post cutover • Business verification testing during cutover; including physical devices such as printers, RF scanners etc.
12.
12 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Remote Delivery Experience Assess the current level of experience and exposure to remote working across the organization and project team Assess the experience of the customer working with external parties whilst leveraging remote delivery tools and practices Assess the current level of expertise in using IT collaboration tools Re-enforce with cutover team how to communicate effectively within virtual meeting and outline etiquette for virtual work. Encourage direct communication and phone calls, direct chat for quicker actions. This can be done as a townhall session for entire cutover team. Remote Cutover Readiness Assessment Remote Delivery Readiness Culture Consider the culture of the project and organization in supporting a remote cutover Consider the decision making processes; including hierarchy, speed, review cycles etc. Consider the project’s and organization’s agility and ability to adapt to new “norms” including past performances
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13 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ The production cutover schedule must contain time slack for the resolution of issues that the dress rehearsal did not report. All identified risks must have an action plan (mitigation steps, acceptance or avoidance of cutover risk During dress rehearsal fine tune the cutover schedule, including sequence / dependencies and timing of specific actions. Leverage all cutover planning and execution templates from the SAP Activate methodology Roadmap Viewer. Your cutover plan needs to be detailing out specific activities and actions, the responsible person for executing the task and supporting personnel. In large projects, structure cutover plan by area, but ensure integrated nature is not lost – cross-area dependencies need to be understood by the cutover team. However, you should maintain ONE master cutover plan. Cutover plan and timing MUST be reviewed with all cutover team members, key stakeholders, and adjusted with their feedback. Mainly focus on the sequence, dependencies, and risks. It must contain cutover business validation tasks (e.g., data migration, manual master data setup) and go/no-go criteria for business go-live. Run at least one dry run simulation of the cutover schedule with the whole cutover team present. During this walkthrough the team will go over the activities and task line-by-line to understand the flow and exchange points. This dry run serves as the final cutover plan review before cutover dress rehearsal Remote Cutover Readiness Assessment Cutover Plan Readiness
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14 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ All cutover team members should have appropriate access to the production system (in line with customer security and access policies). Consider cutover support personnel location, time-zone and any service level agreements Cutover team must be composed of customer personnel, SI personnel and 3rd party personnel for any integrated systems (e.g. tax reporting solution, scanning or printing SW/HW, etc.). Ensure that all cutover team members will be available during the dress rehearsal(s) and production cutover time (these activities are typically done during weekends). Indicate which personnel will be working off-site and who will be on-site (note that some jobs like shipping, printing delivery slips to include in the shipment will have to be done on-site). Processes and Governance Consider the Project and Organization structure, processes and governance to effectively manage a remote cutover Involve customer, SAP and other vendor sponsors in the cutover process, with clear and defined communications and escalation paths . Assess any changes and impacts to the organization and external partners; i.e. health and safety, workplace regulations Consult with key stakeholders (internal and external) for remote cutover; i.e. HR, IT, labor unions etc. Ensure you are in compliance with current country / state / region regulations (e.g. compliance with what is considered essential employee allowed to work on-site). Consider cutover issue and defect management processes and systems; including accessibility regardless of location Remote Cutover Readiness Assessment Organizational Readiness People
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15 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ IT / Technology Partners Assess impact on IT / Technology partners to support remote cutover model; including resourcing, IT infrastructure, IT enablers and tools Assess changes to agreements and proposals with IT / Technology partners Collaboration Enablers and Tools Assess current IT enablers and tools to support remote cutover Identify changes and additions to the IT enablers and tools to support remote cutover Consider installation effort and timeline for any changes and additions to IT enablers and tools Identify user requirements for the IT enablers and tools; including training, user access etc. video conferencing is integral for off- site delivery for emulating team’s co- location; such as daily “Stand-Ups” etc. IT Infrastructure Assess current IT infrastructure to support remote cutover Assess ability to scale IT infrastructure Assess the team’s IT capabilities for remote work including; laptops, internet access and bandwidth Assess any information and IT security risks and challenges Identify potential impacts and constraints for data privacy understanding what specific items apply Remote Cutover Readiness Assessment IT / Technology Assessment
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16 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Readiness Reporting Utilize a dashboard style readiness tracker (1 slide / page) that can be easily updated and viewed by multiple teams (remote and onsite) in regular review calls Provide Red-Amber-Green (RAG) Rating to each thread / team that feed into the final cutover decision Monitor the cutover readiness for each thread / team regularly, providing an updated RAG status for each review Provide a target date for each thread / team to “Get to Green” Decision Making Decision Making for cutover is not simply at a final Go / No Go meetings but is weeks / months in advance Leverage a cutover assessment process to monitor progress to a final cutover with advance time to rectify issues Assess the readiness of business, project and external parties to the “march” to cutover Clear criteria to be established for each cutover readiness checkpoint evaluation Remote and onsite teams attend regular progress meetings and assess cutover readiness on the prescribed criteria Cutover Readiness Checkpoints Establish a set of readiness checkpoints weeks / months from cutover Cutover checkpoints to monitor readiness across all business and project inputs to a final cutover decision Incorporate the cutover checkpoints into the overall project plan and detail cutover plans A cutover checkpoint process supports a remote project team – with a highly visible and fact-based assessment for a cutover Inputs are captured from all teams (remote or onsite) covering aspects such as business preparation, communications, IT technical, change management, data migration, testing etc. Cutover Readiness and Decision Making Establish a visible and fact-based Cutover Assessment to support dispersed teams
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17 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Remote Cutover Planning Common Templates and Tools for Collaboration Checklist It is suggested to review the following tools and determine with the cutover team which tool will be used for which of the following scenarios : SAP Best Practices Explorer: for SAP Best Practices documentation (test scripts, process diagrams, et.) Link Roadmap Viewer: for implementation roadmap and implementation accelerators like cutover plan template. Link Collaboration Tools: Screen sharing + video conferencing tool (ex. Teams, Google Meet, Skype for Business, Slack, etc.) Communication Tools: for wide-spread messaging to the cutover team, to the project team and to the executive team (ex. MS Teams, E-mail distribution list, SMS text messaging system (depending on country providers), etc.) Tool to capture the following (one tool or multiple can be used to fulfill): Key Decisions Action Items (ex. Word or Excel) Notes/Meeting Minutes Cloud storage tool: for sharing documents Pulse Check tool: for checking in with participants during the project delivery (ex Qualtrics, Mentimeter, etc.)
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18 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Cutover Dress Rehearsal and Execution should only be done after End-to-end Integration Test and User Acceptance Test (UAT) Dress rehearsal should be done with the entire cutover team (including non-SAP vendors). During dress rehearsal use common open video conference / call to coordinate cutover plan activities – cutover project manager runs the video conference / call. This meeting is to coordinate activities, identify issues and drive their resolution. For larger footprint cutover you may need multiple open calls / video conferences to coordinate activities in areas without dependencies. The cutover team needs to embrace mindset of swarming on problems and resolving them collaboratively. During dress rehearsal fine tune the cutover schedule, including sequence / dependencies and timing of specific actions. Final cutover plan and timing MUST be reviewed with all cutover team members, key stakeholders before cutover weekend. All identified risks must have an action plan (mitigation steps, acceptance or avoidance of cutover risk). Run a dry run simulation of the war room with the whole cutover team present. During the walkthrough, the team will go over the setup of the war room, communication channels, and responsibilities to understand the flow and exchange points before it's actual usage during cutover. Remote Cutover: Dress Rehearsal
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19 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Remote Production Cutover Execution Pulse Check Availability for entire duration of the cutover process (”soft” go-live, production cutover, post-cutover). Access to contact numbers for all team members for the cutover weekend Confirm understanding and access to the Cutover Plan. Technology and network bandwidth check for access to the cutover tools and video conference. For on-site cutover team members (for example warehouse staff, core IT staff, etc.), ensure compliance with safety and security requirements + make sure they have access to the facility during the cutover duration. Prior to the Remote Production Cutover, do a pulse check with all of the cutover team members to ensure the following:
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20 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Daily "open cutover video call" with cutover team members is an effective approach to emulate co- location of an offsite team with individual "breakout" sessions for specific discussions topics points and issue resolution. The cutover PM oversees running this activity. Run daily beginning-of-day and end-of-day meetings to review progress and communicate issues. All cutover team members must attend. Cutover team consists of customer, system integrators (SI) and other vendors, all are available during the cutover execution either full time or on-call as needed. Cutover task coordination and reporting is even more important with remote teams. It is a good practice to setup central tracking of the cutover plan execution and issues resolution (chat channel, video conference). Central storage and ease of visibility of the cutover plan are essential factors for maintaining tight hand offs between offsite team members; leveraging collaboration tools in conjunction with email. Collaborative atmosphere and swarming around issues to address them are key tactics to support offsite team's effectiveness. Cutover team members must be adequately trained and skilled on the cutover processes and tools including team collaboration prior to the commencement of cutover. Execution of Remote Production Cutover Proven Practices for Execution of Remote Production Cutover
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21 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Some SAP customers run a “soft” go-live with pre-defined set of business processes, products in a part of their business to check that the system works properly before full business go-live. “Soft” go-live adds more safety to the cutover process and allows the business to test various critical processes on sub-set of data. For example shipping specific products from warehouse to fulfill direct customer order: receiving an order via on-line store, credit card processing, picking the order, packaging, printing shipping label, accounting. “Soft” go-live should be decided early in the project and documented in the Cutover Strategy document. You should especially consider the impact of parallel systems running (if required - legacy and SAP) in cases when new SAP system replaces existing legacy application. Make sure you consider the impact of parallel operations on business data integrity and data migration strategy. Ensure the combination of positive and negative tests are executed to check for exceptional conditions during the “soft” go-live. Resolve issues as they are identified, coordinate through the central cutover coordination video call outlined in the previous slide. Plan sufficient time for “soft” go-live to test broad range of processes and situations. You will encounter issues; allow time for solving them. At the end of the “soft” go-live the cutover project manager will make go/no-go recommendations to customer and SAP sponsors. If it is decided to go-live, cutover team will bring business users into the system following this decision. Typically the next business day after the weekend “soft” go-live. Execution of Remote Production Cutover “Soft” go-live
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22 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Remote Cutover Timeline Example of cutover weekend timeline Friday Saturday Sunday 60 min. Cutover project team including customer key users • Cutover weekend kick-off call • Execution readiness Pulse Check • Official go for cutover execution 30-60 min. Cutover project team including customer key users (sponsor optional) • Pulse check • Share issues detected • Share how they got solved • Provide documentation 30 min. Cutover project team including customer key users • Morning briefing • Cutover team Pulse Check • Open issues / Resolution Progress • Cutover execution continues 30 min. Cutover project team including customer key users • Morning briefing • Cutover team Pulse Check • Open issues / Resolution Progress • Cutover execution continues Open video conference room during the day monitored by cutover PM for coordination and issues resolution; access to centrally stored cutover plan 30-60 min. Cutover project team including customer key users, sponsor, business leaders and steering group members • Review of Readiness for business go-live • Formal go-live (go / no-go) decision by sponsor, steering and business decision makers • Formal communication to business users Open video conference room during the day monitored by cutover PM for coordination and issues resolution; access to centrally stored cutover plan Open video conference room during the day monitored by cutover PM for coordination and issues resolution; access to centrally stored cutover plan 30-60 min. Cutover project team including customer key users (sponsor optional) • Pulse check • Share issues detected • Share how they got solved • Provide documentation
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23 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Coordination between cutover teams through central virtual war room Example Central Remote Cutover War Room (open video conference call and dedicated channel for chat) Responsible: Cutover PM Dedicated communication channel / video conference for OtC (as needed) Report back / Escalate issues Status/progress updates in central cutover plan Discussion channel Whiteboarding Tool Central video conference * Cutover Plan is stored here and updated regularly Dedicated communication channel / video conference for DM (as needed) Dedicated communication channel / video conference for FICO (as needed) Dedicated communication channel / video conference for others (as needed) Cutover Plan* Permanent throughout cutover period Formed when needed to address issues or to complete major cutover activities Central Files Storage* Order-to-Cash Data Migration FI/CO Other data objects or work streams Responsible: O2C Team Leads Responsible: DM Team Leads Responsible: Finance Team Leads Responsible: <Respective work stream lead> Responsible Team Status/progress updates in central cutover plan
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24 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ • Establish a process for addressing adoption issues that end users identify during the first days and weeks of using the system – leverage existing customer tools for IT ticketing or SAP Solution Manager. • Ensure business users know who to contact with questions – customer key business users should be available to help address adoption issues. • Business user issue-reporting and escalation processes must be defined, and all required tools must be in place and available to business end users. • Setup a DAILY video conference to focus on providing business process owners and IT organization with platform to discuss top issues for resolution. • DAILY monitor key business metrics that are indicative of the system use by end users (e.g. # of received / processed orders, # of invoices, # of shipments, # daily active users, etc.), and report on these metrics to project stakeholders and OCM team. • Be prepared to handle CRITICAL situations – the system is running customer business, cutover team needs to react with urgency to any disruption and mobilize required help from SAP and other vendors. • Use Customer Operational Support team to address most of the issues found during the stabilization period. Customers should only lean on consulting resources when operational support can’t address the issue on their own. • SI consulting support to customer operational support team can be provided remotely if necessary. • Define and follow process for raising SAP support tickets for software issues. Monitor the raised tickets and follow-up with SAP Support. Post-cutover System Adoption by Business Proven Practices for Adoption of the New System by the Business Users
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25 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Monday Tuesday Wednesday Thursday Friday Post-cutover System Adoption by Business Example for remote hyper-care for first go-live week 30 min. SI Project team + customer key users • Daily morning briefing • Pulse check of system issues • Align on meetings 30-60 min. SI Project Team, Customer CoE, Key Users • Pulse check • Share issues detected • Share how they got solved • Provide documentation 30 min. SI Project team + customer key users • Daily morning briefing • Pulse check of system issues • Align on meetings 30min. SI Project team + customer key users • Daily morning briefing • Pulse check of system issues • Align on meetings 30 min. SI Project team + customer key users • Daily morning briefing • Pulse check of system issues • Align on meetings 30min. SI Project team + customer key users • Daily morning briefing • Pulse check of system issues • Align on meetings Open conference room during the day 30-60 min. SI Project Team, Customer CoE, Key Users • Pulse check • Share issues detected • Share how they got solved • Provide documentation 30-60 min. SI Project Team, Customer CoE, Key Users • Pulse check • Share issues detected • Share how they got solved • Provide documentation Open conference room during the day Open conference room during the day Open conference room during the day Open conference room during the day
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26 PUBLIC © 2020 SAP
SE or an SAP affiliate company. All rights reserved. ǀ Formally recognize the success Formally announce success to all stakeholders after the hyper-care period Remember to include cutover and success metrics (such as....migration statistics, timelines, business metrics after go-live), team member names and recognition of everybody’s contribution Consider sending cutover team members an award or token of appreciation • Some organizations have systems in place to recognize contributions; if one is not available, coordinate with the Project Manager and Sponsor on alternative plan Consider running a survey with cutover team to collect suggestions for future cutover process improvements Bring the team together one last time Schedule an open call with all cutover participants (customer, system integrator, other suppliers) Ask participants to bring their own drink and snack to the celebration If you have participants on-site ensure you comply with safety regulations Formally thank the cutover team for their hard work Share key cutover metrics and success metrics Let the team openly share their cutover stories and experiences Celebrate Success Don’t forget to celebrate successful cutover
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Thank you. SAP Activate
Methodology Have suggestions or feedback? Please send it to us at SAPActivateMethodology@sap.com
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No part of
this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP SE or an SAP affiliate company. The information contained herein may be changed without prior notice. Some software products marketed by SAP SE and its distributors contain proprietary software components of other software vendors. National product specifications may vary. These materials are provided by SAP SE or an SAP affiliate company for informational purposes only, without representation or warranty of any kind, and SAP or its affiliated companies shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP or SAP affiliate company products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty. In particular, SAP SE or its affiliated companies have no obligation to pursue any course of business outlined in this document or any related presentation, or to develop or release any functionality mentioned therein. This document, or any related presentation, and SAP SE’s or its affiliated companies’ strategy and possible future developments, products, and platforms, directions, and functionality are all subject to change and may be changed by SAP SE or its affiliated companies at any time for any reason without notice. The information in this document is not a commitment, promise, or legal obligation to deliver any material, code, or functionality. All forward-looking statements are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Readers are cautioned not to place undue reliance on these forward-looking statements, and they should not be relied upon in making purchasing decisions. 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. See http://global.sap.com/corporate-en/legal/copyright/index.epx for additional trademark information and notices. © 2020 SAP SE or an SAP affiliate company. All rights reserved.
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