Gwinnett County upgraded their SAP CRM system from version 5.0 to 7.0 to improve their utility customer management processes. They prepared extensively by documenting existing processes, developing requirements, and engaging SAP for recommendations. For the upgrade, they leveraged various SAP tools, conducted automated testing, and placed strong emphasis on change management and training. Key lessons learned included allowing time for replication testing and training, leveraging internal resources, and getting user buy-in through an active super user program. The multi-month project went live successfully.
Knowledge Management Assignment of XYZ company. Explaining standard operating process of company and how Company uses it to differentiate it from others.
Björn Klinger, T-Mobile Austria & Thorsten Guggenberger, CEO J-IT
Wir geben einen kurzen Überblick über die Evaluierung der BPM Engines und allgemeine Informationen weshalb die Entscheidung letztendlich auf Camunda gefallen ist. Die ersten Schritte bis zum Einsatz in der Produktion & darüber hinaus die fortwährende schrittweise Ablösung der Legacy Systeme im Einklang mit dem Daily Business.
Knowledge Management Assignment of XYZ company. Explaining standard operating process of company and how Company uses it to differentiate it from others.
Björn Klinger, T-Mobile Austria & Thorsten Guggenberger, CEO J-IT
Wir geben einen kurzen Überblick über die Evaluierung der BPM Engines und allgemeine Informationen weshalb die Entscheidung letztendlich auf Camunda gefallen ist. Die ersten Schritte bis zum Einsatz in der Produktion & darüber hinaus die fortwährende schrittweise Ablösung der Legacy Systeme im Einklang mit dem Daily Business.
CamundaCon 2018: Rule-Based Data Processing with DMN and Camunda (GVL)camunda services GmbH
Presented by David Hammer, Robert Breske
The GVL aggregates millions of usage reports for musical and cinematographic works from various sources every year. To cope with this amount of incoming data, a transparent and audit-proof data aggregation system was desired to be built. The solution was a DMN rule-based approach embedded in camunda's proccess engine framework, altogether with an audit-proof storage of the process history data. This system is capable of simulating the process flow for any processed data record at any later point in time, in case of a need for revision or validation. The GVL currently runs this scalable system with a troughput of more than one million daily process instances.
Know more about our solution: https://goo.gl/FXkxj4
Get access to a team of experienced ERP experts through our 24x7 IFS services desk with options simplified and tailored to your business needs. Our Service desk is the gateway to all your IFS needs from a single window. Manage and support your end to end IFS needs from a bouquet of services available from the day you sign up with us.
Oplægget blev holdt ved et seminar i InfinIT-interessegruppen Softwaretest den 29. februar 2012.
Læs mere om interessegruppen på http://www.infinit.dk/dk/interessegrupper/softwaretest/softwaretest.htm
On November 27th, 2018 the fourth Camunda Meetup in Berlin took place. These are the slides of Andrey Shchagin's talk: "SynerTrade - All or nothing? The way we're mitigating an impact from customer-specific implementations on the legacy system using Camunda"
Link to the Meetup group: https://www.meetup.com/Camunda-User-Group-Berlin/
CamundaCon 2018: Rule-Based Data Processing with DMN and Camunda (GVL)camunda services GmbH
Presented by David Hammer, Robert Breske
The GVL aggregates millions of usage reports for musical and cinematographic works from various sources every year. To cope with this amount of incoming data, a transparent and audit-proof data aggregation system was desired to be built. The solution was a DMN rule-based approach embedded in camunda's proccess engine framework, altogether with an audit-proof storage of the process history data. This system is capable of simulating the process flow for any processed data record at any later point in time, in case of a need for revision or validation. The GVL currently runs this scalable system with a troughput of more than one million daily process instances.
Know more about our solution: https://goo.gl/FXkxj4
Get access to a team of experienced ERP experts through our 24x7 IFS services desk with options simplified and tailored to your business needs. Our Service desk is the gateway to all your IFS needs from a single window. Manage and support your end to end IFS needs from a bouquet of services available from the day you sign up with us.
Oplægget blev holdt ved et seminar i InfinIT-interessegruppen Softwaretest den 29. februar 2012.
Læs mere om interessegruppen på http://www.infinit.dk/dk/interessegrupper/softwaretest/softwaretest.htm
On November 27th, 2018 the fourth Camunda Meetup in Berlin took place. These are the slides of Andrey Shchagin's talk: "SynerTrade - All or nothing? The way we're mitigating an impact from customer-specific implementations on the legacy system using Camunda"
Link to the Meetup group: https://www.meetup.com/Camunda-User-Group-Berlin/
Equipment finance systems project guide 101David Pedreno
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment finance systems project guide "101"David Pedreno
Equipment Finance Systems Project Guide "101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Equipment finance systems project guide "101"David Pedreno
Equipment Finance Systems Project Guide 101" Second edition. You are starting, or have already started, an equipment finance and leasing system implementation. What are the typical pain points ahead?
In this “101" guide and tips, Richmond Group looks at the key areas that will need attention if the journey is to be a smooth one. We hope our tips help you get your project off to a good start and welcome any comments!
Pressure to deliver business value faster, and more efficiently is everywhere. Companies are adopting Agile practices and going though the Agile Transformation because moving to agile methods offers any organization to outperform its former measures of productivity and profits. Several years ago, IBM Software Group began adapting agile software development practices and related products to their needs. This session will provide details where we started and what was our agile journey.
Top Business Benefits of Application Lifecycle Management (ALM)Imaginet
Why should your business focus on Application Lifecycle Management? What benefits will you see to your overall business? How does ALM impact your bottom line? Come attend this free webinar to discover all the answers!
Enterprise resource planning (ERP) is an enterprise-wide information system designed to coordinate all the resources, information, and activities needed to complete business processes such as order fulfillment or billing. ... Ideally, the data for the various business functions are integrated.
CRMready Webinar Series - Part 3 - How to Make Your Nonprofit’s CRM Implement...TheConnectedCause
In the CRMready Webinar Series, The Connected Cause takes a look at what CRM is, the project roles needed for a successful CRM implementation, and project management. In part 3 Heller Consulting talks about managing expectations with change management, evaluating risks with a CRM implementation and what roles are needed to ensure the project is a success for your nonprofit organization.
Traction Forge: Transformational Manufacturing StrategyBraden Ford
Today’s manufacturing organizations are facing a major transition; the pivot from “Cost per Unit” to “Customer Centric”. The focus is no longer on “faster and cheaper” but on “customer experience”. Learn how manufacturing companies are successfully transitioning to customer centric organizations.
2. Co-Presenting
Richard Uytdewilligen
Gwinnett County - Project Manager
Alisha Voutas
Gwinnett County – Business Owner
Michael Robinson
Gwinnett County – Business Analyst
Gwinnett County – Business Owner
wCner
3. 30 miles NE of Atlanta – 800K Residents within 15 municipalities –
regulated
Implemented SAP CRM / R/3 in 2006
Using SAP’s Move In / Move Out functionality
Call center 50 users handling 25K calls per month – AVG 3.36
C.H.&T.T.
OK Implementation but had left a bad taste in their mouths
Highly customized solutions – minimal use of SAP Standard
Since then we have rolled out
Online Bill Pay ($3M p/m– approx. 10%)
Mobile Website (1K users p/m)
HL of System Automation
Days outstanding reduced from 44 to 27
Integration to POS & Mobile Work Orders
Went back to Standardization as much as possible
Background
4. • 3 Ways to Upgrade from CRM 5.0 to CRM 7.0 EHP2
• Vendor Selection – what we looked for & found
• Leveraging SAP Tools & Resources
• Automated Testing – Is it really worth it?
• Change Management – more than just training
• Findings from Build Team / Business Owner & Project
Management.
Key Aspects / Findings when Upgrading CRM
6. Contract Management – Benefits + Risks
• Utilization of SAP Enhanced Account Overviews
• Contract Process Simplified (Move-In + Transferred)
• Process Framework + Check Repository
• Limited use of transaction launchers
Benefits
• Lack of expertise in the marketplace with contract management knowledge
• Impact to CRM data model
• Change to other ECC contract-related processes
• User-Acceptance of new processes
Risks
Risks & Benefits of Contract Management
7. Our Decision Business
Needs
Training /
User
Adoption
Resources
– each
option
Duration
& Effort
Cost
Risk
SAP’s
Roadmap
SAP offer
of Ramp
Up
Contract
Management
Overview of Considerations
8. • Deep dive (3 Weeks) on our existing AS_IS processes
• Development of RFP with reference to
previous RFPs
conference calls with similar sized counties - listened to
their pain points/ experiences
• Informing SAP of our intentions via the Max Attention
Channel – looking for recommendations on how they could
assist us.
• Attending forums & reaching out to ASUG and SDN
• SAP Questionnaire – most questions answered with business
buy-in
Preparation
9. Usual
o Price – Fixed – based on Milestones
o Balance between Contractors & Permanent Staff
o Had built in Quality Gates into their plan
o Interview Resources during Vendor Selection
G.C. Specific
o Control BASIS & Security
o Able to clearly explain why or why not to implement
contract management and their methodology to implement
that solution
o Understood our training (Uperform) & testing (Worksoft)
solutions
o Thoroughness of thought process
Vendor Selection – What we looked for
10. • Resource constraint – multiple sites going live at same time;
particularly those with Contract management
• Lack of clarity in understanding our issues
Reporting Needs
Specific Utilities knowledge
Move in / Move Out
Contract Management /MDT
Work Orders
• Shared resources from many vendors
For the Price & Risk – we could attempt this ourselves
Vendor Selection – What we found
11. • SAP Solution Manager
Going Beyond BASIS
Solution Documentation Assistant
• SAP Ramp Up Client –EhP2
Manage expectations- late adopter
• SAP Development Team
Develop custom filtering – due to separate implementations
• Custom Code Maintainability Check (C.C.M.C.)
Reduced from 170 to 21
• Continuous Quality Check during Going Live Support
(C.Q.C.)
Leveraging SAP Tools & Resources
12. • Looked at integrating into solution manager
• Was dependent on when the Build released the
Functionality & Quality in QnA
• Now being used for lights out testing every Wednesday
• High Cost upfront /Limited resources at our price point
• Can recover costs through
• Reuse in support /enhancement packs & Lights out
• Your Worksoft docs can be part of your testing documentation
• 65% Automated testing on 8 end to end processes
(collection of 114 individual processes)
Testing Tools- Worksoft
Testing Tools - Worksoft
13. Slide 13
• DB Versioning of Oracle
• Need alignment in terms of Enhancement Packs between
CRM & ECC – upgrade @ same time versus Leader /
Follower approach
• Nervousness of the user community – “war wounds” of
previous upgrade
• Number of enhancements within Contract Management to
do basic validation –
SAP Note 1763180 - CRM-IU: no IS-U specific checks
in contract management
Curve Balls
14. • Replication: Middleware vs. “Middle-scare”
o Detailed middleware testing (2 Mock Runs)
o Custom reconciliation reports (summary + details)
o Super User team involvement in resolving replication
issues (ECRMREPL)
Lessons Learned – Build Team
• Iterative Show & Tell Workshops
o Early User-adoption to CRM 7.0 Web Client
environment
o Lower QA issues
o Knowledgeable user-community
15. Change Management is critical!
Negativity is contagious
Establish a Super User program and engage them
through the entire process.
They are your champions to the users
Identify potential hazards and mitigate them.
Training, training, training!!
Learn from previous mistakes and listen to your users.
Address their concerns
Ask them how you did
Lessons Learned – Business Side
16. • Revisit the plan weekly – Cost /Time/Deliverables.
• Allow plenty of time for
• Replication testing
• Training particularly if not a green site
• Leverage your internal IT resources as much as possible
• When you goto the External market technically interview all
candidates
• Perform as many detailed cut over runs as possible
• Clean up the data as much as possible
• Get rid of as much custom code as feasible
• Contract Management may need more validation to assist in
replication.
Lessons Learned – Project Management Side
17. Project
WRICEF
Hours
Defects
Duration
36 plus individual Enhancements
Build 2020 , Training 1044, Testing 856
234
April 2012 till Sunday Feb 17th 2013 – approx.
11mths
Key Metrics
Replication
Business Agreement
Contracts
Contacts
Connection Objects
POD
539,606 (Fix 50 plus accounts manually)
867,895 (100 plus issues with contract)
1,211,574 (no issues)
245,677 (no issues)
425,646 (no issues)
Go-Live
Estimated Replication Time 22 Hours Completed in 19 Hours
Post Go-Live
300 – 500 Move-In/Transfer/Stop Service 2 to 5 errors ECRMREPL Daily
18. wner
Questions?
Alisha Voutas
Gwinnett County – Business Owner
Alisha.Voutas@gwinnettcounty.com
Michael Robinson
Gwinnett County – Utilities consultant
Michael.Robinson@gwinnettcounty.com
Richard Uytdewilligen
Gwinnett County – Project Manager
Richard.Uytdewilligen@gwinnettcounty.com
19. Stay in Touch
Join ASUG or Learn About Your Membership Benefits
memberservices@asug.com
Stay in the Know, Subscribe to ASUG Newsletters
Visit asug.com/newsletters
Visit ASUGNews.com for independent, unbiased,
and customer-focused coverage of SAP.
TWITTER:
https://twitter.com/ASUG365
FACEBOOK:
https://www.facebook.com/ASUG365
LINKEDIN: http://www.linkedIn.com/groups/Americas-SAP-Users-Group-
ASUG-112172/about
Editor's Notes
MR – to expand on this - Refund / credit collection / ???
Into From Richard to MR – “ So Michael from your viewpoint – how do think things have changed since your first arrived since 2007 ….
Validated this misalignment with Consumers Energy – who said it was ok – confirmed that it was working
Notes: Main process of starting, changing and stop services would be impacted upgrading from WIN to WEB.
RU to ex plain that this is the path that we down on originally
Into from RU _ So MR – “please explain what after we investigated further what the perceived benefits and risks around option 2 and 3….”
Utilization of SAP Enhanced Account Overviews:
SAP would not longer support UTIL_IC_LEAN role (Accelerated – go big or go home)
Stay aligned with SAP roadmap; new functionality in EHP releases (CRM EHP 3 – new premise overview we like)
Split business + technical master data (BOL tree) – hyperlink to detail information.
Limited use of transactions launchers (13)
Contract Process Simplified:
CSR would have to enter data for approximately 20 plus fields + number clicks to complete process (now the CSR only enter the customer move-in date – if BP exists)
Master Data Template is glorious – we only management 1 MDT for 14 different rate categories)
Concern-
Impact to CRM data model – CRM 5.0; we only replicated the BP partner and were dealing with replication issues.
Business Agreement
Contracts
Customer contacts
Product + Product changes
POD
Replication issues increase by N
User acceptance of new processess
(Self-Service processes + Dunning Force MO)
Work that we did ** TO ADD **
Factors to make going forward
Business Needs are critical here and there may be some ads and disads in terms of each optione – e.g collective billing and contract splits
Solid Waste Go Live Date and associated risk with Option 2 but discussion to date suggests
Unlikely to go live before the drop date of 1st Jan 2013 for option 2 certainly and option 1- we need to people onboard asap
Cost – just for the IS-U component factor of 2 and
Option1 –450 K
Option 2 -900K
Duration
Option 1 –6-7 months
Option 2 – 10 months but more likely 12- 14 months
Effort
-option 1 – 1200 project days
Option 2 – 2000 project days
Resources that are required for on boarding for each of the options are very specialised – and Internal vz External resources.
Risk –
Option 2 is risker than option 2 due to the
more variables that can go wrong especially at the moment of cut over
More pressure on the internal resources during and after go live
SAP Roadmap – sap in various discussions stated the
Ramp UP benefits are ( from my experience)
It is not guaranteed that we will get it but we appear to fit their profile
Access to the developers and configuration
Sometime the ability to influence design going forward
From one of my projects – eliminated the need for onboarding a particular resource as we received documentation that we used
Please note it does note gurantee success but does keep our project on the SAP’s radar which cannot be bad
REDUCED IT from 42 fields less than 10 fields
No Longer supported after this date ??
During this phase our aim was to educate ourselves and try to elminiate the View of we don’t know what we don’t know
Our Questionaire was quite detailed with over 20 questions and we got the business involved – “ RU to AV “ so Alisha – what was your experience of the SAP Session – I rem that our Busienss Sponsor was happy with the outcome ……..”
We knew the pain points straight out of the box – which gave us time to address the issues.
Hard learned their lessons before – narrowe w
The questions we received were 20 of which only 2-3 pertained to contract management
We were really looking for thought leaders that could assist us
Also we tried to be as clear as possible with respect to our RFP -
And I know that you , Alisha have some interesting findings from reviewing one of the RFP
“We assume that all Trainers will be from Prisons services”
“This approach will enable Ocean Biosciencessciences significant reusability of test components for transactions scripts or scenarios scripts thereby significantly increasing the efficiency and effectiveness of testing”
Group of people vested in our
We had done enough research teternally to feel that that this was a manageable task
Would have delayed the project by our committed to projects
Have we voiced that to SAP – how we felt about it
Use filtering
We identified 191 core modified objects in our system: 170 were obsolete, 16 could be eliminated due to functionality available in standard SAP. We anticipate only 5 registered objects in CRM 7.0 system, which reduces our customization by 97% and eliminates the risk of issues during the upgradeto differentiate between solid waste and DWR
This system – allow BASIS to run SPAU AND SPDD quicker during the tight cut over weekend.
Had minimal training –
Mixed Results prior to the CRM Upgrade
Limited traiing
WEB UI specifc Issues – having a lot of issues for testing 0
RU to AV – “ and Alisha from your side how do you think automated testing has improved the Testing process?
The first two caused us untol stress
Oracle on all Systems had to be upgraded from XX to YY – which had to be retested
Also we had to make a decision in sept ( half way through our build phase whether to upgrade both systems at the same time in Feb 2013 or move forward to the latest EHP for ECC in Nov and then follow with CRM in Feb – we felt that the latter options was best for GC due to the importance of the replication to out business
RU to MR – “And Michael would you like to share any from the Build side “
Number of Enhancement within Contract Management to do basic validations:
ECC – Reversing bills via
Note
Currently there is no validation concerning IS-U specific data implemented within the SAP standard solution.
The CRM processes are designed for the case that a customer calls and they have to be processed as fast as possible.
There are only a few checks performed if on CRM-side everything is consistent.
Resolution
All checks have to be implemented by the customer.
Within CRM 7.0 as of Service Pack 09 there is a check framework available.
The checks can now be maintained via view cluster CRM_IU_PR_PROF_CHECK.It's "only" the framework, the content of the checks still have to be created by the customer, however the new framework now gives better guidance.
New processes – new to development team and user community
Contract Management = MI/MO
Interaction Records = Customer Contacts
Business agreement = contract account
Work Orders via Web UI
FOP replaced with WebUI workcenters
We knew our pain points with the various data objects
Detailed planned – mitigate risk.
- 2 MOK runs (involved business to anlayzed data)
- Allowed us to performed the complete replication within 20 hours * few data issues)
- Fixed post production
- The are delivered report for replications (tools)
Show n Tells – SHOW SHOW – so that they know.
Issues pertaining to
Custom reports to build the recon – the Utility Cockpit.
39 employees invited
35 employees participated between
Focus group session
On line survey
Focus group sessions conducted on May 10th
4 one hour sessions
Participants divided into small groups to score and document reasoning for score
Each group shared rating and reasoning for category
Facilitator documented results
Survey distributed with opportunity to:
Rate each category
Contribute reasoning for rating
How many WRICEF List did you have ?
Expected call time to get back into
3.
Replication issues 55
People hours
Duration of each timeline – 9 months -
Avoided Transaction Launcher ( we have TL – limited)
We were told contracts could not be run parallel; however, we ran in parallel successfully