Description of the key management areas and functions to be considered for a successful implementation of an ERP technology focued in SAP solution delivery.
This document introduces Microsoft Dynamics 365 business applications, including Customer Engagement apps like Sales, Marketing, Customer Service, and Field Service as well as Finance and Operations apps. It provides an overview of the fundamentals and evolution of Dynamics 365 from CRM and ERP to integrated cloud-based business applications. Resources for learning more about Dynamics 365 through self-paced learning, instructor-led training, and certification are also presented.
ITChamps SAP Application Support and Maintenance services (AMS) is a more flexible way of managing and optimizing SAP business applications for our customers. ITChamps SAP AMS models is designed to assist IT Managers achieve the most cost-effective way to reduce the support and maintenance cost while continually improving and stabilizing the SAP environment. Our SAP AMS services is committed to establish a high performance, quality operation by providing reliable support processes, focused information on services, and flexibility and the ability to recognize trends and adapt quickly to technical and business needs of our customers.
ITChamps support models combines the tradition support models with flexi models of outsourcing as much or as little of their SAP application support as makes sense for their business, and adjusting that balance in step with changing priorities, resources and new opportunities.
Running the Business of IT on ServiceNow using IT4ITcccamericas
CC&C Solutions is an IT consulting firm focused on enterprise architecture and IT capability. Their mission is to help organizations and the IT industry. Michael Fulton presented on using ServiceNow to run the business of IT based on the IT4IT reference architecture. IT4IT provides a vendor-neutral framework for managing the entire IT value chain from strategy to operations. It addresses issues like lack of integration and insight. Originally developed by a consortium including Shell and HP, IT4IT is now supported by many large companies, vendors and consultants.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
S/4HANA Migration Challenges and Use Cases WorkshopCelonis
Do you have questions about your S/4HANA initiative and how Celonis can help? Join us for part one of a special session where Celonis professionals will be on hand to listen to your concerns and suggestions. Then join us tomorrow at 3:30 PM for part two, where we'll discuss solutions!
NOTE: This session is for existing Celonis customers
Presenters:
Dr. Pol Schumacher, Distinguished Data Scientist, Celonis
Peter Budweiser, Data Scientist | Solution Engineer, Celonis
Tina Menke, Data Science & Management Consultant
Read how Synoptek has proven to be an excellent partner for companies looking to streamline their business processes and improve their finance and operations.
This document discusses managed IT services provided by GSS America. It outlines various challenges faced by organizations including budget constraints, lack of skills, and regulatory compliance issues. GSS provides a range of managed services including infrastructure management, application management, and service delivery frameworks. Case studies demonstrate how GSS has helped clients through dedicated support teams, standard operating procedures, and optimized costs while ensuring quality of service and end user satisfaction.
This document introduces Microsoft Dynamics 365 business applications, including Customer Engagement apps like Sales, Marketing, Customer Service, and Field Service as well as Finance and Operations apps. It provides an overview of the fundamentals and evolution of Dynamics 365 from CRM and ERP to integrated cloud-based business applications. Resources for learning more about Dynamics 365 through self-paced learning, instructor-led training, and certification are also presented.
ITChamps SAP Application Support and Maintenance services (AMS) is a more flexible way of managing and optimizing SAP business applications for our customers. ITChamps SAP AMS models is designed to assist IT Managers achieve the most cost-effective way to reduce the support and maintenance cost while continually improving and stabilizing the SAP environment. Our SAP AMS services is committed to establish a high performance, quality operation by providing reliable support processes, focused information on services, and flexibility and the ability to recognize trends and adapt quickly to technical and business needs of our customers.
ITChamps support models combines the tradition support models with flexi models of outsourcing as much or as little of their SAP application support as makes sense for their business, and adjusting that balance in step with changing priorities, resources and new opportunities.
Running the Business of IT on ServiceNow using IT4ITcccamericas
CC&C Solutions is an IT consulting firm focused on enterprise architecture and IT capability. Their mission is to help organizations and the IT industry. Michael Fulton presented on using ServiceNow to run the business of IT based on the IT4IT reference architecture. IT4IT provides a vendor-neutral framework for managing the entire IT value chain from strategy to operations. It addresses issues like lack of integration and insight. Originally developed by a consortium including Shell and HP, IT4IT is now supported by many large companies, vendors and consultants.
Introduction to Business Process ManagementAlan McSweeney
Training Course - Introduction to Business Process Management
It is intended to be a good general and practical introduction to the subject. It covers the following topics:
1. Business Process Management
2. Process Modelling
3. Process Analysis
4. Process Design
5. Process Performance Management
6. Process Transformation
7. Process Management Organisation
8. Enterprise Process Management
9. Business Process Management Technologies
10. Business Process Management and Business Analysis
11. Business Process Management Technology Review
S/4HANA Migration Challenges and Use Cases WorkshopCelonis
Do you have questions about your S/4HANA initiative and how Celonis can help? Join us for part one of a special session where Celonis professionals will be on hand to listen to your concerns and suggestions. Then join us tomorrow at 3:30 PM for part two, where we'll discuss solutions!
NOTE: This session is for existing Celonis customers
Presenters:
Dr. Pol Schumacher, Distinguished Data Scientist, Celonis
Peter Budweiser, Data Scientist | Solution Engineer, Celonis
Tina Menke, Data Science & Management Consultant
Read how Synoptek has proven to be an excellent partner for companies looking to streamline their business processes and improve their finance and operations.
This document discusses managed IT services provided by GSS America. It outlines various challenges faced by organizations including budget constraints, lack of skills, and regulatory compliance issues. GSS provides a range of managed services including infrastructure management, application management, and service delivery frameworks. Case studies demonstrate how GSS has helped clients through dedicated support teams, standard operating procedures, and optimized costs while ensuring quality of service and end user satisfaction.
Building a Center of Excellence for your Salesforce crm teamBuyan Thyagarajan
1) The documents discuss key components of a successful business transformation including governance, roles and responsibilities within a Center of Excellence (COE), and cultural principles for the COE.
2) It provides examples of COE organizational structures and recommends having clear processes for program management, architecture, adoption, development, and release management.
3) Establishing principles like being mobile-first, configuration over custom code, and making decisions based on data are emphasized as helping the COE move quickly while driving business value.
This document discusses SAP S/4HANA, a next generation ERP product from SAP. It covers what S/4HANA is, how it differs from previous ERP solutions, and the transition options for migrating to S/4HANA, including a new implementation, system conversion, or landscape transformation. The document also outlines services and support available to help customers plan and execute their transition to SAP S/4HANA.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
SVAM provides managed IT services such as application development and maintenance, remote infrastructure management, and database administration. It utilizes an onshore-offshore delivery model called CorrectShoreSM to deliver these services at a lower cost while maintaining quality. SVAM has experience across various technologies and works with clients in industries such as telecommunications and manufacturing.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Leverage SAP Activate Methodology to implement S/4HANA for maximized benefits. Best deployment and configuration practices revealed. Read our PPT for in-depth knowledge.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Managed services involves outsourcing the day-to-day management responsibilities of an organization's IT infrastructure to improve efficiency. It provides a more cost-effective alternative to traditional IT management and large outsourcing agreements. A managed services provider can help lower costs, reduce risks, and maintain control through services like desktop management, server hosting, network management, and security management. These services involve tasks like asset tracking, backup and recovery, patching, monitoring, and help desk support. Managed services implementations generally involve an initial IT audit and assessment, followed by remediation if needed, ongoing performance monitoring, IT support, and operational maintenance outsourced to the provider.
How to Bring Suppliers to the Ariba NetworkSAP Ariba
Every great transformation starts with the end in mind. Enabling suppliers on the Ariba Network is no different. Join this session and learn from the experts as they share how they have successfully enabled suppliers and achieved great results in getting their spend and documents digitized on the Ariba Network. You'll hear the perspective of suppliers, buyers, and the SAP Ariba team – starting with the up-front business case and diving into the details of the actual enablement. You will also learn about exciting new Ariba Network developments that support SAP Ariba’s vision to help buyers and suppliers simplify commerce with a single platform, including a new, free supplier enablement option and improved supplier packaging and pricing.
You have lots of customer data and you need to ensure that it’s readily available to all of those who need it to drive business results across sales, service and customer engagement.
This presentation discusses how easy it is to migrate your critical data into Salesforce and how it will immediately benefit the different areas of your business. Our speakers will demonstrate how simple and seamless it is for you to transfer your customer data into Salesforce from different external sources such as; text files, another CRM, or homegrown systems.
What you will learn:
-How to migrate data to salesforce from a variety of endpoints to create a complete customer view
-How a single integration solution can bring together multiple data sources to provide rapid time to value
BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...Alan McSweeney
The document discusses taking a cross-functional view of business processes to improve customer relationship management. It argues that focusing only on internal operational processes provides an inside-out view, while cross-functional processes that link operations provide an end-to-end customer perspective. The key is to define cross-functional processes, measure performance across functions, and get senior management involved to drive continuous improvement from a customer viewpoint.
15 Tips on Salesforce Data Migration - Naveen Gabrani & Jonathan OsgoodSalesforce Admins
Data Migration is an extremely important aspect of setting up a Salesforce instance. It is critical that the sanctity of data is maintained. Join us to hear fifteen tips based on learnings from different types of data migration projects.
GSS America\'s Workplace Services aim at equipping customer’s business with round-the-clock support, through its Global Operations Command Center (GOCC). Its comprehensive range of workplace services gives customers the ability to reduce their costs and improve their service levels. GSS intends to help global enterprises cut down on their infrastructure maintenance costs and provide access to expert skills.
Successfully executing your enterprise cloud ERP strategy means turning
to the world’s most proven, trusted and deployed cloud ERP solution—
NetSuite. With more than 40,000 organizations and subsidiaries running
NetSuite across more than 160 countries, some of the world’s
best-known brands trust their businesses to NetSuite and take their financial
and operational processes to the cloud. Why NetSuite?
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
From Capability-Based Planning to Competitive Advantage: Assembling Your Bus...Iver Band
Many organizations are investing in capability-based planning, portfolio management, architecture and agile development processes. While they derive value from each practice, many struggle with getting all of them to work together. In rapidly evolving industries such as healthcare, businesses need to change continuously. Instead of programs and projects, they need transformation value networks that adapt to dynamic organizational and external drivers.
This presentation will use a unified framework and method to define and relate the ingredients for continuous transformation. The presenters will also demonstrate the value of standards-based visual modeling for integrating, expressing and improving business transformation practices. Visual models will show how American and European healthcare payers are improving quality and efficiency in response to demographic, economic and regulatory pressures.
Learning Objectives:
• Understand how to integrate capability-based planning, portfolio management, architecture and agile development processes
• Identify and position key frameworks for capability-based planning, portfolio management, architecture and agile development processes
• Understand core concepts and key applications of the ArchiMate language for visual modeling, an Open Group standard
• Understand the basics of visually modeling business strategy and organizational transformation
• Become familiar with the objectives and methods for an example of business transformation
• Understand how and when to integrate strategic guidance into agile development processes
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
Organization Change Management (OCM) is a systematic process that mitigates risks and leverages change through actionable work streams and a toolset. It addresses various levels of change from project to organization. OCM provides value through change, training, and risk management with benefits including improved stakeholder engagement, business readiness, and end user adoption. The methodology includes phases from design to deployment with deliverables to guide stakeholder management, communications, and process impact analysis.
Advisory presentation for ERP project planning. Focus on;
Business planning and change process
Business Process analysis
Business Transformation plan
Project Frameworks and ERP projects models
Comparison between project frameworks and ERP project models.
Building a Center of Excellence for your Salesforce crm teamBuyan Thyagarajan
1) The documents discuss key components of a successful business transformation including governance, roles and responsibilities within a Center of Excellence (COE), and cultural principles for the COE.
2) It provides examples of COE organizational structures and recommends having clear processes for program management, architecture, adoption, development, and release management.
3) Establishing principles like being mobile-first, configuration over custom code, and making decisions based on data are emphasized as helping the COE move quickly while driving business value.
This document discusses SAP S/4HANA, a next generation ERP product from SAP. It covers what S/4HANA is, how it differs from previous ERP solutions, and the transition options for migrating to S/4HANA, including a new implementation, system conversion, or landscape transformation. The document also outlines services and support available to help customers plan and execute their transition to SAP S/4HANA.
ValueFlowIT: A new IT Operating Model EmergesDavid Favelle
The document discusses emerging approaches to improving IT operating models. It notes that businesses face increasing pressures from technology proliferation, cost pressures, and a faster competitive cadence. IT struggles to keep up and manage complexity across old and new systems separately. The document then summarizes several emerging approaches that can help address these challenges, including continuous delivery, automation, agile practices, digital strategies, DevOps, Lean startup principles, and integrated governance models. It proposes a new "IT operating model" that weaves these approaches together across various dimensions like strategy, processes, organization design, and governance to better deliver value from the IT portfolio.
The document summarizes an ITSM implementation project at an organization with 120 employees. The project formalized the incident management process, created documentation, implemented an automated service desk and incident tracking system, and trained staff. As a result, incident response improved, responsibilities were clarified, and customer satisfaction with IT services increased. Next steps include continuing to improve processes and implement additional ITIL components to further enhance IT service management.
A well-designed IT Service Delivery Model is critical to achieving success in IT management and operations. Many IT organizations focus on optimizing their technology assets -- the infrastructure and applications. However, in our experience, business value is achieved most effectively when technology assets and the IT service delivery model are integrated and work together seamlessly.
SVAM provides managed IT services such as application development and maintenance, remote infrastructure management, and database administration. It utilizes an onshore-offshore delivery model called CorrectShoreSM to deliver these services at a lower cost while maintaining quality. SVAM has experience across various technologies and works with clients in industries such as telecommunications and manufacturing.
This presentation describes systematic, repeatable and co-ordinated approach to agile solution architecture and design. It is intended to describe a set of practical steps and activities embedded within a framework to allow an agile method to be adopted and used for solution design and delivery. This approach ensures consistency in the assessment of solution design options and in subsequent solution design and solution delivery activities. This process leads to the rapid design and delivery of realistic and achievable solutions that meet real solution consumer needs. The approach provides for effective solution decision-making. It generates options and results quickly and consistently. Implementing a framework such as this provides for the creation of a knowledgebase of previous solution design and delivery exercises that leads to an accumulated body of knowledge within the organisation.
Leverage SAP Activate Methodology to implement S/4HANA for maximized benefits. Best deployment and configuration practices revealed. Read our PPT for in-depth knowledge.
Improving IT services by implementing best practices. Strategic approval with clear RACI. Details plan covering entire process to improve the efficiency of IT team.
What if your finance organization had a faster, simpler way to transform operational transactions into meaningful insight? View this slide deck with Workday and KPMG as we explore new technologies and solutions for streamlining the analysis of vast amounts of data in the changing world of finance.
Managed services involves outsourcing the day-to-day management responsibilities of an organization's IT infrastructure to improve efficiency. It provides a more cost-effective alternative to traditional IT management and large outsourcing agreements. A managed services provider can help lower costs, reduce risks, and maintain control through services like desktop management, server hosting, network management, and security management. These services involve tasks like asset tracking, backup and recovery, patching, monitoring, and help desk support. Managed services implementations generally involve an initial IT audit and assessment, followed by remediation if needed, ongoing performance monitoring, IT support, and operational maintenance outsourced to the provider.
How to Bring Suppliers to the Ariba NetworkSAP Ariba
Every great transformation starts with the end in mind. Enabling suppliers on the Ariba Network is no different. Join this session and learn from the experts as they share how they have successfully enabled suppliers and achieved great results in getting their spend and documents digitized on the Ariba Network. You'll hear the perspective of suppliers, buyers, and the SAP Ariba team – starting with the up-front business case and diving into the details of the actual enablement. You will also learn about exciting new Ariba Network developments that support SAP Ariba’s vision to help buyers and suppliers simplify commerce with a single platform, including a new, free supplier enablement option and improved supplier packaging and pricing.
You have lots of customer data and you need to ensure that it’s readily available to all of those who need it to drive business results across sales, service and customer engagement.
This presentation discusses how easy it is to migrate your critical data into Salesforce and how it will immediately benefit the different areas of your business. Our speakers will demonstrate how simple and seamless it is for you to transfer your customer data into Salesforce from different external sources such as; text files, another CRM, or homegrown systems.
What you will learn:
-How to migrate data to salesforce from a variety of endpoints to create a complete customer view
-How a single integration solution can bring together multiple data sources to provide rapid time to value
BPM (Business Process Management), CRM and Cross-Functional Enterprise-Level ...Alan McSweeney
The document discusses taking a cross-functional view of business processes to improve customer relationship management. It argues that focusing only on internal operational processes provides an inside-out view, while cross-functional processes that link operations provide an end-to-end customer perspective. The key is to define cross-functional processes, measure performance across functions, and get senior management involved to drive continuous improvement from a customer viewpoint.
15 Tips on Salesforce Data Migration - Naveen Gabrani & Jonathan OsgoodSalesforce Admins
Data Migration is an extremely important aspect of setting up a Salesforce instance. It is critical that the sanctity of data is maintained. Join us to hear fifteen tips based on learnings from different types of data migration projects.
GSS America\'s Workplace Services aim at equipping customer’s business with round-the-clock support, through its Global Operations Command Center (GOCC). Its comprehensive range of workplace services gives customers the ability to reduce their costs and improve their service levels. GSS intends to help global enterprises cut down on their infrastructure maintenance costs and provide access to expert skills.
Successfully executing your enterprise cloud ERP strategy means turning
to the world’s most proven, trusted and deployed cloud ERP solution—
NetSuite. With more than 40,000 organizations and subsidiaries running
NetSuite across more than 160 countries, some of the world’s
best-known brands trust their businesses to NetSuite and take their financial
and operational processes to the cloud. Why NetSuite?
Application Management and Support - Shared Services Featuring the Pay Per Ti...Jade Global
Today, a variety of IT applications support business processes, giving it a competitive edge. Hence, applications that drive these businesses need to evolve just as rapidly while ensuring uninterrupted service to the customer.
Systems and applications do stabilize over time, but they still need maintenance. However, maintaining support resources and infrastructure can be costly and time consuming. Several models have emerged in the recent past that try and address this challenge, however a majority of them have had little success, frustrating service providers and customers alike and leaving neither of them satisfied.
In this webinar, our Consulting Director, Manoj Machiwal, will talk about how to address these challenges using the Pay per Ticket Model, a phase of new revolution in the AMS industry.
Get the maximum from your application support and maintenance investments and take a look at the future road map of AMS.
Know more, please visit: http://www.jadeglobal.com/
From Capability-Based Planning to Competitive Advantage: Assembling Your Bus...Iver Band
Many organizations are investing in capability-based planning, portfolio management, architecture and agile development processes. While they derive value from each practice, many struggle with getting all of them to work together. In rapidly evolving industries such as healthcare, businesses need to change continuously. Instead of programs and projects, they need transformation value networks that adapt to dynamic organizational and external drivers.
This presentation will use a unified framework and method to define and relate the ingredients for continuous transformation. The presenters will also demonstrate the value of standards-based visual modeling for integrating, expressing and improving business transformation practices. Visual models will show how American and European healthcare payers are improving quality and efficiency in response to demographic, economic and regulatory pressures.
Learning Objectives:
• Understand how to integrate capability-based planning, portfolio management, architecture and agile development processes
• Identify and position key frameworks for capability-based planning, portfolio management, architecture and agile development processes
• Understand core concepts and key applications of the ArchiMate language for visual modeling, an Open Group standard
• Understand the basics of visually modeling business strategy and organizational transformation
• Become familiar with the objectives and methods for an example of business transformation
• Understand how and when to integrate strategic guidance into agile development processes
Applying eTOM (enhanced Telecom Operations Map) Framework to Non-Telecommunic...Alan McSweeney
The document discusses applying the eTOM (enhanced Telecom Operations Map) framework to non-telecommunications companies for product/service/solution innovation. It describes eTOM's processes for product/solution/service lifecycle management from concept to delivery and operation. It also discusses the changes required for companies transitioning to a greater service orientation like utility-based services, including changes to business models, costs, services provided, and customer information and relationships.
Organization Change Management (OCM) is a systematic process that mitigates risks and leverages change through actionable work streams and a toolset. It addresses various levels of change from project to organization. OCM provides value through change, training, and risk management with benefits including improved stakeholder engagement, business readiness, and end user adoption. The methodology includes phases from design to deployment with deliverables to guide stakeholder management, communications, and process impact analysis.
Advisory presentation for ERP project planning. Focus on;
Business planning and change process
Business Process analysis
Business Transformation plan
Project Frameworks and ERP projects models
Comparison between project frameworks and ERP project models.
This deck provides a high-level framework to implement business process redesign within a business transformation initiative. It shows how to establish the team, define the approach, and identify some of the deliverables within this track of work.
Sabrion has a highly qualified team of retail/manufacturing process experts and IT consultants, supporting both short and long-term needs. Our FastForward implementation methodology to support PLM and Merchandise planning.
Project Management
PMI – Project Management Institute
PMBOK – Project Management Body of Knowledge
Agile – We utilize Agile, Scrum, and Extreme methodologies when appropriate
We are flexible to embrace the methodologies used by our customers an business partners
Retail/Manufacturing Business Process Re – Engineering
As-Is and To-Be Modeling, SIPOC, RACI, Impact Analysis, Standard Operating Procedures
Application Design, Development and Integration
UML – Unified Modeling Language
Open Internet and Standards, HTML5, CSS3, JQuery, Javascript, Web Frameworks
Application Architecture
Application Infrastructure Design – Virtualization, Cloud, Application Servers, Storage, Web DMZ
Global Network Design – LAN, WAN, MPLS, Reverse Proxy, CDN
Deployment Architecture – Dev, QA, Staging, Production
Irfan F. Khan is a seasoned ERP implementation specialist with over 30 years of experience managing large, complex projects across multiple industries. He has expertise in financial management, HCM/Payroll, business process management, and organizational change management. Khan's experience includes successfully completing over 30 major ERP implementations involving systems like Oracle, SAP, Dynamics and Salesforce. He is skilled at analyzing workflows, establishing priorities and budgets, and ensuring projects meet business needs on time and on budget.
Cloudbyz ppm, integrated enterprise ppm-alm-apm on force.comDinesh Sheshadri
Cloudbyz PPM is an integrated enterprise project portfolio management (PPM), application life cycle management (ALM) and application portfolio management (APM) built on Salesforce 1 platform. Cloudbyz PPM is focused on providing agility, real-time visibility and enhanced collaboration and productivity to CIO / IT organization.
This document provides an overview of key elements to include in a project plan. It discusses the following components: scope management, time (schedule) management, cost management, quality management, human resource management, communications management, risk management, and procurement management. The document emphasizes that a project plan involves more than just a schedule and that a project manager should select the most appropriate components based on the project. It provides brief descriptions of each component and considerations for implementation.
SAP, an acronym for Systems, Applications, and Products in
Data Processing, holds a prominent position as a worldwide
frontrunner in enterprise software solutions.
The document provides a summary of a program management professional's skills and experience. She has over 15 years of experience managing global software projects using various methodologies like Agile, Scrum, and Waterfall. She is skilled in communication, leadership, financial management, risk management, and customer relationship management. One case study highlights how she delivered an overdue project on time and on budget by improving communication, defining strategies and priorities, and establishing acceptance criteria and statements of work for vendors. A second case study details how she created an infrastructure to improve the reliability and usability of a production information management system.
Smarter Integration Using the IBM SOA Foundation Stack: Best Practices and Le...Prolifics
Abstract: Enterprise integration can be challenging given the number of products, teams and technology frameworks involved. At the same time, most organizations require their applications to seamlessly communicate with each other, internally and externally. Our experience as field practitioners have enabled us to see these challenges up close and after fighting many battles to successfully implement integrated solutions, we want to share the best practices and lessons learned. We will be discussing IBM products such as DataPower, Integration Bus, BPM, WSRR and SmartCloud APM; however, many of these best practices are product and technology agnostic. We will be looking at what it takes from an organizational, personal and architecture perspective.
This document discusses organization change management (OCM) and its importance for project success. OCM is a systematic process that mitigates risks and leverages change through activities like stakeholder engagement, communications planning, training development, and assessing business readiness. It produces deliverables such as stakeholder management plans, communications schedules, and training needs assessments. The level of OCM effort depends on the project's scope, timeline, criticality and complexity. OCM is a leadership accountability area critical to driving business value from projects by managing organizational impacts and changes.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
The document is a resume for Kevin J. Fox, who has over 12 years of experience in project management, IT services management, and technical sales support for global organizations. Some of his responsibilities included managing multi-million dollar budgets, software development teams, and IT projects using agile and waterfall methodologies. He has extensive experience leading teams, developing strategic plans, and delivering customized technical solutions on time and within budget.
Effective Talent Management Strategy: Adapting Practices and PlansWowledge
Practice 4 of an Effective Talent Management Strategy illustrates how to adapt practices and create plans to implement or improve talent management programs.
This Practice Guide provided by Wowledge is part of a series with four practices needed to craft an effective Talent Management Strategy, including specific steps and tools. The complete series included at this level are:
1 - Selecting areas of focus aligned with business and talent management drivers.
2 - Assessing talent management needs and aspirations to establish best practices to target.
3 - Defining priorities and a talent management programs’ roadmap to achieve an upgraded state.
4 - Adapting practices and creating plans to implement or improve talent management programs.
Progression overviews and practice guides on these topics and other key HR programs available to members at https://wowledge.com/
Wowledge is the expert-driven platform for lean teams building modern HR programs. Members enjoy access to up-to-date best practices, step-by-step guides, tools, templates, and insights to accelerate the design and implementation of all key HR programs and processes.
Since each organization has unique characteristics, needs, and aspirations, Wowledge's practices are developed utilizing an exclusive stage-based approach – from Core to Advanced to Emerging – that reflects distinct levels of sophistication to meet our members where they are.
Get started for FREE at Wowledge.com
The document provides a summary of Kevin J. Fox's experience as a project manager, sales support manager, and IT services manager over 12+ years. He has experience managing multi-million dollar budgets and teams across various industries. His experience includes strategic planning, project management, vendor management, sales support, and managing software development teams using Agile and Waterfall methodologies. His background includes roles at Emerson Electric, Centene, MedAssets, Express Scripts, MasterCard, and other global organizations.
Increasing the probability of project success using Earned Value ManagementGlen Alleman
1) Integrating risk management, technical performance measures, and systems engineering processes with Earned Value Management is needed to increase the probability of program success.
2) Success requires applying 5 interrelated processes simultaneously: establishing requirements, setting performance baselines, executing work, managing risk, and developing needed capabilities.
3) Implementing an effective Earned Value Management system is complex and requires changes to tools, processes, and behaviors through training and development.
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2. Esquema Estratégico de
Implementación ERP
2017
Purpose
The purpose of this document is to present an approach for the
implementation of an ERP based in SAP System, presenting the main areas that
compose it and the key aspects to assure a proper direction and management
of a project of this nature.
Despite this document is focused in the implementation of SAP as the ERP
solution, this might be useful as a guide for project direction purposes for any
other ERP solution as this probably has some small variance in terms of
management, process and structure.
2/23
3. DATA PREPARATION
SAP SOLUTION
CHANGE MANAGEMENT
TECHNOLOGY
SUPPORT
PROJECT DIRECTION / PMO
LEGACY SYSTEMS
Implementation Framework
There are 6 main areas of direction and management during the implementation of an ERP solution, all these areas must be
completely synchronized given the multiple dependencies between them. Each area must have a leader responsible for the
deliverables of its work teams and Project Management and Direction is responsible for ensuring the alignment that facilitates the
monitoring of the status of the project.
3/23
4. LEGACY SYSTEMS
Legacy Systems Strategy
Interfaces scope definition
Design and configuration
Suppliers engagement
Unite and Integration Test
Move to production
DATA PREPARATION
Data migration strategy
Data extraction and data load process
Data load layouts and methods
Internal resources preparation
Data cleansing detailed plan.
Weekly monitor of data readiness
CHANGE MANAGEMENT
CRA – Change Readiness Assessment
Stakeholders Id and Classification
Impact Assessment
Change Agent enablement
Communication and Training
TECHNOLOGY
Sourcing Strategy
Sizing and bidding process
Infrastructure set-up
Client strategy
Deployment strategy
SUPPORT
Sourcing strategy
Support model definition
Support process and procedures
Supplier selection
Setup Service Desk / AMS
Knowledge transfer
PROJECT DIRECTION AND PMO
• Project Strategy
• Steering Committee Management
• Governance model
• Budget Management
• Plan Management
• Scope Management
• Risk Management
• Quality Assurance Management
• Project status reports
SAP SOLUTION
Initial Preparation
SAP Solution base configuration
Business Blueprint
Configuration and Development
Testing (UT,CT,IT,UAT)
Roles and Profiles
Implementation Framework
4/23
5. Project Direction and PMO
Project
Direction
Project
Methodology
Work plans
Management
Scope
Management
Budget
Management
Risk
Management
Quality
Management
- Project Methodology alignment
- Understanding Sessions
- Governance Model
- Standard formats and documentation
- Status Reports agreements
- Meeting frequency definition
- Roles and responsibilities description
- Project Roadmap development
- Integrated Work plans
- Metrics definition
- Key milestones identification
- Deliverables list
- Final scope agreement
- Agreement list
- Change Control process definition
- Escalation process
- Change Control Formats
A continuación se describen las principales funciones de la dirección y oficina del proyecto que van desde las etapas tempranas del
proyecto hasta la finalización y entrega del mismo
5/23
6. Project Direction and PMO
- Business case revision
- Financial analysis revision
- Budget process understanding.
- Supplier quotations and invoicing
- Budget control definition
- Risk List
- Impact probability analysis
- Responsibilities
- Mitigation actions
- Risk evaluation method definition
- Risk List update process
- Quality plan development
- Exist criteria definition
- Acceptance criteria definition
- Quality metrics definition
- Deliverables quality evaluation
Project
Direction
Project
Methodology
Work plans
Management
Scope
Management
Budget
Management
Risk
Management
Quality
Management
6/23
7. Change Management
The Change Management process is a methodological practice applied to business improvement and
innovation initiatives that allows for the gradual understanding and adoption of change through
communication, training and stakeholder management strategies.
The Change Management process is essential to ensure that the transition of the organization to a new ERP
solution is not disruptive.
Denial
Awareness
Resistance
Understanding
Acceptance
Adoption
Comfort
CHANGE
The stages of change are a reality, but
imposing it has a negative impact on
performance and achievement of objectives,
low morale and even actions against change.
With Change Management, stakeholders will
be guided through the process with specific
actions, which will reduce resistance,
eliminate uncertainty and generate
commitment to the achievement of
objectives.
7/23
8. Change Management
Change Management contemplates 3 management dimensions that must be considered for a proper
adoption of the new ERP solution that should be completely aligned to the integral project plan.
Stakeholder identification
Change Agents Identification
and Enablement
Stakeholder action plan
definition
Follow-up Risks and Issues
Implement mitigation actions
CRA Surveys preparation.
Communication assessment
Communication strategy
Key message identification per
phase
Communication campaign
implementation
Media definition
Execute plan
Roles and profiles definition
based on user list
Segregation of Duties
Identification of training
audience
Training logistics definition
Train the trainers
Training agenda and attendance
management
Training Manuals
Communication
Stakeholder
Management
Training
8/23
9. Legacy Systems
Legacy
Systems
Data
Infrastructure
Project Management
IT Services
SAP
The strategy includes
3 main blocks to
enable the new SAP
technology platform
It is necessary to
schematize the
qualification and
disqualification of
services depending on
the final state of the
technological platform.
Project management will
provide guidelines to
ensure full alignment
with the needs of the
new platform.
When migrating to a new platform there are impacts that should be considered in the current platforms of Information
Systems, Infrastructure and Services. Legacy Systems are the source of information that will be extracted and migrated to SAP,
some Systems disappear as well as their technical platform, others have to be re-connected to SAP according to new
definitions. The area of Service and attention to users must consider these aspects to adapt its service model.
9/23
10. Data Preparation - Strategy
Layouts /
Data
Mapping/
Extraction
programs
Legacy Platform
Sales System
Accounting
SystemLegacy
Systems
Data
Cleansing
Data
extraction
validation
Data
migration
to
production
SAPProduction
system
The data source is the company's current systems, this information must be cleaned up early enough to ensure an adequate
transition to the new definitions in SAP. The debugging should cover not only catalogues but also transactional data. Most of
the information should be extracted from the current systems by means of extraction programs according to a data mapping
that the SAP definitions should provide.
Other External
Entities
10/23
11. Data Preparation - Approach
DEFINITION PLAN EXECUTION TESTS
Develop the data
preparation
strategy
• Cleanse
• Creation
• Quality Assurance
• Extraction Rules
• Conversion &
Transformation
rules
•Tests
• Migration
• Metrics and
Resources
Develop detail plan.
Detailed activities
within the plan
should be fully
aligned to the
Project Plan.
Dependencies
should be very well
identified with other
Teams activities and
across Project
stages.
Execute activities as
planned.
Follow-up and
report status in the
established
frequency..
• % of cleanse
• % of Conversion
and transformation
• Layouts definition
• Data Mapping
• Extraction
programs
• Data Load
Sequence definition
Execute data tests
(Extraction,
transformation and
Load)
Align data
preparation for
Integral Test
Evaluate results
and correct data,
programs, process.
Execute migration
to live environment,
data extraction,
transformation and
load)
Evaluate data
quality before and
after data load.
Update data on live
environment
according business
rules.
MIGRATION
It is necessary to establish a Data Preparation Plan that is fully aligned with the timelines established in the
overall project plan and to be able to determine the key dependencies.
11/23
12. Technology – Environment strategy
The definition and scope of the technological environments must be established from the conception of the project.
Infrastructure sizing is determined based on information from SAPS with which SAP establishes an estimate of the capabilities
that each server must have. It is also important to define the architecture of the Development, Testing and Production
environments as well as selected model and versioning (On Premise, Cloud). Such environments must be available prior to
dependencies such as configuration development, testing, etc.
12/23
13. Support – Sourcing Strategy and enablement
The post-implementation support scheme for an ERP such as SAP implies considerable changes in the specialized knowledge
that the customer service team must have, which can have an impact on the current support organization. The new support
scheme and organization, new care procedures and service levels must be defined or agreed in advance.
Service
Strategy
Internal Resource
skills identification
Attraction and
selection
Knowledge Transfer
Model definition and
enablement
Consulting firm
selection process
Service Model
definition
Service Enablement
Service
Operation
Definition/Alignment
ofprocessand
procedureaccording
ServiceModel
Service Level
Agreement definition
insource outsource
13/23
14. ERP Solution - SAP
The implementation of SAP is based on a proprietary methodology called ASAP. It is a methodology divided into 5 stages,
each of which contains a series of activities to ensure the successful delivery of the project. This methodology can be enriched
or aligned to the different methodologies of the company, or with key aspects of methodologies such as PMI.
• Project Kick-off
• Project Plan
• Scope Confirmation
• Organizational Structure
• Mobilize Teams
• Engagement
• Change Management
Plan
• Business Blueprint
• Technical Design
• Legacy System Analysis
and Design
• Interfaces Analysis and
Design
• Development
environment set-up
• Communication activities
• Testing environment set-
up
• Configuration and
Development
• Legacy and interface
developments
• Tests (Unit, Component,
Integral)
• Training Preparation
• Role and profiles
definition
• Go Live Checklist
• Cut-ouver plan
• Train end users
• Production environment
set-up
• Data migration
• Support Plan, Knowledge
Transfer
• Configure Roles and
profiles
• Enable business activities
• Enable end user access
• Enable Support Services
• Data Validation and
Catch-up
• Training Reinforcement
Initial Preparation Blueprint Realization Final Preparation
Go Live and
Support
Detailed Plan
Kick-off
Process Design
Data Strategy
Dev Environment
Configuration
Testing
Training Plan
Support Plan
Change Strategy
Cutover Plan
Prod Environment
Train completed
Data Migration
Roles and Profiles
Business Operation
Technical Operation
Support Services
14/23
15. ERP Solution – Business Blueprint
Macro Process
P2P
(Purchase to
Pay)
Supply Chain
Process
M2I
(Manufacturin
g to Inventory)
Manufacturin
g Process
O2C
(Order to Cash)
Sales and
Distribution
Process
R2R
(Record to
Report)
Financial
Process
The fundamental stage of the design is the Business Blueprint where, through the participation of key users, the processes are
surveyed, viewed from a macro level to the detailed process level in activities. Here we identify how the company currently
operates (as-is) and determine best practices and how it will operate in the new process (to-be), as well as identify gaps (Gap's)
that are not part of the initial scope established during the development of the proposal.
15/23
16. ERP Solution – Test Strategy
The primary objective of the testing process is to ensure that the SAP business solution operates according to the design
definition. For this purpose, different levels of testing are defined, ranging from individual component testing to integrated
business processes (e2e) and their integration with external SAP components.
Within the different test stages, the participation of functional leaders and key users is of great importance in order to
determine the scenarios to be tested, the execution of the tests and the assurance of their results.
16/23
18. ERP Solution – Cutover Strategy
ENABLE TECHNICAL ENVIROMENT
• Enable Infrastructure
• Enable SAP application and services
• Enable backup systems
• Transport Configuration to production
• SAP Components configuration (Integration components, etc.)
• Create Roles and profiles, create users
• Enable integration component SAP and NON-SAP (Jobs, etc.)
• Enable user access to SAP – Update Laptops/PCs
ENABLE BUSINESS ENVIRONMENT
• Enable data configuration
• Activate Freeze periods.
• Communicate to Internal and External stakeholders
• Train the users
• Enable new process, procedures and policies.
• Migrate Master data
• Migrate transactional data
• Data Quality validation and approval.
Infrastructure
Basis
Developers
Project Management
Consultants
Change Management
Track Leaders
Functional Leaders
Module Leaders
Key Users
Training Team
TEAMS
Process and IT Teams
The Cutover process or migration plan is the execution of the activities necessary for a successful transition of the business
operations from the current platforms to the new SAP platform.
The migration process includes 2 main and interdependent aspects that are the enabling of the technical components
(Technical Cutover) and the business components (Business Cutover).
18/23
19. M1 M2 M3 M4 M5 M6 M7 M8 M9 M10 M11 M12
Project
Initiation
Solution Design AS-IS / TO-BE
Business Blueprint
Build / Configuration
ERP
Unit Test Integral Test UAT
LEGAYSYS
Analysis Design Build
Unit Test
DATA
Data
Strategy
Data Cleaning
Data Preparation
TECHNOLOGYSUPPORTCHANGE
CRA
COMM Plan
Training
Strategy
TST DATA MIGRATION
Training
Plan
Communication Plan Execution
Roles & Profiles
DEV Environment QAS Environment PRD Environment
Legacy Dev environment Legacy Test Environment Legacy environment
Support
Strategy
Knowledge Transfer
Roadmap – Standard plan
Support Plans
Support Service Agreements
Go-Live
Post
Implementation
Support
(HYPERCARE)
Data Catch-
up
Training ExecutionEnable
Change
Agents &
Stakeholders
19/23
20. Project Organization
STEERING COMMITTEE
Project Sponsor (CFO)HR Director Operations Director
Project Director
FINANCE Functional
Leader
Project Manager (PMO)
Consulting Firm Project
Leader
Functional Consultants
Change Manager
ABAP Developers
SUPPLY CHAIN
Functional Leader
MANUFACTURING
Functional Leader
SALES & DISTRIBUTION
Functional Leader
DIRECTORS TEAM
DIRECTOR
DIRECTOR
DIRECTOR DATA Preparation Leader / DATA
Team
KEY USERS GROUP
IT EXPERTS
Full Time
50% al 75%
25% al 50%
1% al 25%
Internal
External
Internal or
External
Consulting Firm
Director
20/23
21. Key Constraints
Given the nature of the implementation of an ERP solution such as SAP it is important to highlight some of the main points of
complexity which are naturally identified during the initial risk analysis and can be addressed with different mitigation activities. The
main points of complexity are:
• Key Users participation
The participation of key users is not limited to the definition of the solution design, their participation highly increase during the
testing stages that occur in parallel with other 3 key stages, data preparation, training as well as the Cutover plan or final migration.
Having the ability to balance the users participation is fundamental for success.
• Data Preparation
Data preparation involves a major coordination effort as it involves both consultants and key users to assure a proper definition of
data cleansing, extraction and transformation rules. Likewise, the definition of the data load layouts and the understanding of how to
fill them by the consultants must be done with sufficient anticipation so that the users can have the adequate time to complete this
stage in time.
• Integration Test
The fundamental part of a successful comprehensive test lies in 2 main components, a correct definition of the Test Scenarios that are
the responsibility of the key users supported by consultants expertise and the preparation of test data. These 2 topics should be very
well explained by the consultant and well understood by the key users who will develop the scenarios and define their test set.
21/23
22. Key Constraints
• Roles and Profiles
The definition of roles and profiles is a task that requires the involvement of Managers of various functions as it establishes Who and
What is accessed from SAP in order to ensure segregation of duties. This task must be duly explained by the consultancy and
coordinated by the Change Management team.
• Cutover plan
For the final definition of the migration plan, many definition meetings must take place with the business areas where the migration
rules are established for both master data and transactional data, the latter being where the greatest complexity lies. It is important
to note that not all movements necessarily have to be migrated, history is not migrated and only balances are migrated normally.
Also here is defined the period of "freeze" where the business is left without operation under the system for a few days (depending
on the complexity).
• User Training
The training itself is not complex, the creation of manuals is where there is a real complication, since in order to elaborate the
manuals it is required that the solution is already in tests in order to take the screens for their development. This makes it especially
complex since it is not normally a deliverable of the consultancy and it is not possible to do it internally given the little knowledge of
the solution, a middle point has to be negotiated between the consultancy and the internal team looking for the internal team to be
supported by personnel dedicated to this issue.
22/23
23. Thank you
23/23
Get in touch for free advice.!
Mario Navarro
mnavarro.tsi@gmail.com
Linkedin : Mario Navarro