The document discusses problems with reactive IT management including a lack of consistent processes, unclear priorities, and doing more with less. This results in production risks from poor implementation and testing as well as constant emergencies. The document proposes running IT like a business with standard processes, clear strategies and priorities aligned with business needs, and showing value through cost-benefit analysis to be a trusted partner. This would allow the CIO to maximize contribution, a PMO to drive successful projects, and managers to ensure system uptime and on-time project delivery. It then asks questions about how an SAP solution is currently managed.

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17. This comes back to the beginning problem statements: LACK OF CONSISTENT AND RELIABLE PROCESSES
-> Reactive IT
IT is not recognized as a fully competent partner within the organization; one reason is that they can not show the value they add
compared to what they cost. They are perceived as expensive and underperforming.
-> Unclear IT priorities
Since IT is not respected and only reactive, the stakeholders do not "waste time" involving them and often work with some resources
directly or build up Shadow IT departments.
Hence, no consolidated IT Demand and Supply can be planned and lots of inefficiencies, failed projects and redundancies are created
-> Do more with less
While demands are constantly growing and challenges are getting bigger, the funds are shrinking
-> Production Risk
Production is put at risk through poor implementation and testing processes
Go-life windows get smaller and smaller due to 7x24 requirement
Production issues resulting in major escalations and cost
-> Constant emergencies
Due to the existing complexity (little standardization), the high amount of poorly coordinated change and the lack of processes,
emergencies in operations are the norm.
This puts the business at risk
The high spent in IT Operations does not translate into a high value add.

18. RUN IT LIKE A BUSINESS
1 – IT operates leveraging standard processes for Strategy, Implementation and Operation
2 – Business Strategy, IT Strategy and Stakeholder demands are clearly managed and
analyzed. Clear priorities are developed.
3 – IT truly adds value in the corporation and can show cost versus benefit. They are a
trusted partner and advisor to the business.
----
CIO - Run IT like a business to maximize contribution -> Increased C-level participation
as a trusted advisor
PMO (Program Mgmt. Officer) – Drive IT priorities to support business, IT, and
operational goals -> Increased number of successful IT projects to increase revenue at
lowered costs
Senior Development Manager - Execute IT projects on time and within budget -> Better
use of highly skilled IT analysts and developers
Senior Operations Manager - Ensure no disruption of business systems and users ->

19. Reduced number of incidents and problems that impact daily business
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22. LETS ASK SOME QUESTIONS HOW YOU ARE CURRENTLY MANAGING YOUR
SAP SOLUTION – WEATHER ITS AN IMPLEMENTATION, AN UPGRADE OR THE
DAY TO DAY OPERATIONS…
THERE ARE INSTANCES WHERE CUSTOMERS ARE STILL MANAGING THEIR
LIST OF TRANSPORTS IN A SPREADSHEET
AND YES E-MAIL SEEMS TO BE THE ANSWER FOR EVERYTHING
HAVING TOUGH TIME ADHERING TO SOX, GXP, VALIDATION OR YOUR
INDUSTRY SPECIFIC GOVERNANCE
AND A VERY COMMON ISSUE – HOW DO WE SEGREGATE ONGOING
SUPPORT CHANGES TO A PROJECT CHANGE
AND MORE IMPORTANTLY SPENDING NIGHTS AND DAYS AND HAVING
TOUGH TIME TO COMPILE DETAIL INFORMATION FOR YOUR AUDITORS
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23. LETS ASK SOME QUESTIONS HOW YOU ARE CURRENTLY MANAGING YOUR
SAP SOLUTION – WEATHER ITS AN IMPLEMENTATION, AN UPGRADE OR THE
DAY TO DAY OPERATIONS…
THERE ARE INSTANCES WHERE CUSTOMERS ARE STILL MANAGING THEIR
LIST OF TRANSPORTS IN A SPREADSHEET
AND YES E-MAIL SEEMS TO BE THE ANSWER FOR EVERYTHING
HAVING TOUGH TIME ADHERING TO SOX, GXP, VALIDATION OR YOUR
INDUSTRY SPECIFIC GOVERNANCE
AND A VERY COMMON ISSUE – HOW DO WE SEGREGATE ONGOING
SUPPORT CHANGES TO A PROJECT CHANGE
AND MORE IMPORTANTLY SPENDING NIGHTS AND DAYS AND HAVING
TOUGH TIME TO COMPILE DETAIL INFORMATION FOR YOUR AUDITORS
22

24. LETS ASK SOME QUESTIONS HOW YOU ARE CURRENTLY MANAGING YOUR
SAP SOLUTION – WEATHER ITS AN IMPLEMENTATION, AN UPGRADE OR THE
DAY TO DAY OPERATIONS…
THERE ARE INSTANCES WHERE CUSTOMERS ARE STILL MANAGING THEIR
LIST OF TRANSPORTS IN A SPREADSHEET
AND YES E-MAIL SEEMS TO BE THE ANSWER FOR EVERYTHING
HAVING TOUGH TIME ADHERING TO SOX, GXP, VALIDATION OR YOUR
INDUSTRY SPECIFIC GOVERNANCE
AND A VERY COMMON ISSUE – HOW DO WE SEGREGATE ONGOING
SUPPORT CHANGES TO A PROJECT CHANGE
AND MORE IMPORTANTLY SPENDING NIGHTS AND DAYS AND HAVING
TOUGH TIME TO COMPILE DETAIL INFORMATION FOR YOUR AUDITORS
23

25. LETS ASK SOME QUESTIONS HOW YOU ARE CURRENTLY MANAGING YOUR
SAP SOLUTION – WEATHER ITS AN IMPLEMENTATION, AN UPGRADE OR THE
DAY TO DAY OPERATIONS…
THERE ARE INSTANCES WHERE CUSTOMERS ARE STILL MANAGING THEIR
LIST OF TRANSPORTS IN A SPREADSHEET
AND YES E-MAIL SEEMS TO BE THE ANSWER FOR EVERYTHING
HAVING TOUGH TIME ADHERING TO SOX, GXP, VALIDATION OR YOUR
INDUSTRY SPECIFIC GOVERNANCE
AND A VERY COMMON ISSUE – HOW DO WE SEGREGATE ONGOING
SUPPORT CHANGES TO A PROJECT CHANGE
AND MORE IMPORTANTLY SPENDING NIGHTS AND DAYS AND HAVING
TOUGH TIME TO COMPILE DETAIL INFORMATION FOR YOUR AUDITORS
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