The document discusses implementing Change Request Management (ChaRM) in Solution Manager for change management processes. It provides an overview of Solution Manager and how it can be used for ChaRM, quality management, project management, and more. It also shares examples of how various companies have successfully implemented Solution Manager to manage SAP solutions, implement best practices, and resolve issues with auditing and compliance. ChaRM in Solution Manager helps standardize and synchronize changes across systems while managing risks.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
Solution Manager provides tools for change request management, project management, and operations management to help companies centrally manage SAP implementations, support, and ongoing operations; it discusses how one company implemented ChaRM in Solution Manager to standardize their change management processes and eliminate manual approval workflows. The document also outlines some of the benefits of using Solution Manager like centralized change management, automatic notifications and approvals, reduced IT specialist workload, and better adherence to governance requirements.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
An overview of ABPMP International, the Guide to the Business Process Management Common Body of Knowledge and the Certified Business Process Professional (CBPP®) Certification program.
http://www.abpmp.org/?page=certification_home
Run sap methodology how to implement end to-end solution operations ricardopabloasensio
This document discusses SAP's Run SAP methodology for implementing end-to-end solution operations. The methodology provides standards, a roadmap, training and certification, tools like SAP Solution Manager, and support services. It aims to optimize implementation and management of application management, business process operations, and SAP NetWeaver administration. The methodology's objectives are to successfully implement SAP solutions and manage business processes after go-live.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
Change Control Management in SAP Solution Manager 7.2Techedge Group
In the digital era, companies are pressed more than ever to deliver business results faster. To do this, IT organizations must equip themselves to move in orderly fashion, in an increasingly more complex landscape, to deliver business results fast. In this webinar, we explain the features of SAP Solution Manager ChaRM that allow IT organizations to effectively manage change requests to deliver business results faster. Watch the full webinar ondemand, here: http://www.techedgegroup.com/webinars/change-control-management-in-sap-solution-manager-7.2
This document provides an overview of the capabilities and services offered by The Productivity Team. They implement solutions to help companies reduce costs, increase revenue, improve efficiency, and accelerate new product development. Their services include lean manufacturing, supply chain management, quality engineering, and facilities optimization. They have over 400 staff with expertise in engineering and supply chain management. Their process-driven approach aims to deliver a return on investment within 6 months and 5 times return within the first year.
The CMMI: It’s So Much More Than Merely Improving Software ProcessesHenry Schneider
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to proliferate. Rather than create and maintain a family of similar models, the SEI elected to combine several bodies of knowledge (Project Management, Systems Engineering, Software Engineering, Acquisition, Services, etc.) into one model framework, the Capability Maturity Model Integration (CMMI) released in December 2000. The CMMI describes best practices for the development and maintenance of products and services across the entire lifecycle. By integrating essential bodies of knowledge, the CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This presentation provides a high level overview of the CMMI and its applicability to hardware development, systems engineering, software engineering, and/or acquisition organizations, benefits realized by organizations implementing the CMMI, and data demonstrating its international acceptance.
SUCCESSFUL CHARM IMPLEMENTATION IN A VALIDATED ENVIRONMENTAlpha Sirius
Solution Manager provides tools for change request management, project management, and operations management to help companies centrally manage SAP implementations, support, and ongoing operations; it discusses how one company implemented ChaRM in Solution Manager to standardize their change management processes and eliminate manual approval workflows. The document also outlines some of the benefits of using Solution Manager like centralized change management, automatic notifications and approvals, reduced IT specialist workload, and better adherence to governance requirements.
PPM Challenge #4: Improving PPM Maturity – 2012 PPM Challenge and Opportunity...EPM Live
This document discusses improving project and portfolio management (PPM) maturity. It begins by recapping previous challenges around prioritizing demand, project communication and reporting, and providing value at different levels. It then introduces challenge #4 as improving PPM maturity across the organization. The document discusses establishing a plan to benchmark effectiveness and move up in common PPM maturity models. Finally, it provides an overview of key dimensions to consider at each maturity level, including people, processes, technology, financial management, and relationships.
An overview of ABPMP International, the Guide to the Business Process Management Common Body of Knowledge and the Certified Business Process Professional (CBPP®) Certification program.
http://www.abpmp.org/?page=certification_home
Run sap methodology how to implement end to-end solution operations ricardopabloasensio
This document discusses SAP's Run SAP methodology for implementing end-to-end solution operations. The methodology provides standards, a roadmap, training and certification, tools like SAP Solution Manager, and support services. It aims to optimize implementation and management of application management, business process operations, and SAP NetWeaver administration. The methodology's objectives are to successfully implement SAP solutions and manage business processes after go-live.
Project Management Foundations Series Course 104 - Agile Project Management C...Think For A Change
This document provides an overview of an introductory course on agile project management concepts and SCRUM methodology. The course is divided into three segments: an introduction to agile project management concepts, a closer look at SCRUM, and applying agile PM to organizations. The target audience includes those with little experience in formal PM, agile concepts, or SCRUM. The document defines agile project management and its principles, then discusses the SCRUM framework including sprints, roles of the product owner and scrummaster, and how scrum addresses change management.
Change Control Management in SAP Solution Manager 7.2Techedge Group
In the digital era, companies are pressed more than ever to deliver business results faster. To do this, IT organizations must equip themselves to move in orderly fashion, in an increasingly more complex landscape, to deliver business results fast. In this webinar, we explain the features of SAP Solution Manager ChaRM that allow IT organizations to effectively manage change requests to deliver business results faster. Watch the full webinar ondemand, here: http://www.techedgegroup.com/webinars/change-control-management-in-sap-solution-manager-7.2
This document provides an overview of the capabilities and services offered by The Productivity Team. They implement solutions to help companies reduce costs, increase revenue, improve efficiency, and accelerate new product development. Their services include lean manufacturing, supply chain management, quality engineering, and facilities optimization. They have over 400 staff with expertise in engineering and supply chain management. Their process-driven approach aims to deliver a return on investment within 6 months and 5 times return within the first year.
The CMMI: It’s So Much More Than Merely Improving Software ProcessesHenry Schneider
The Software Engineering Institute (SEI) has been in the Capability Maturity Model (CMM) business since the late 80s. Resulting from the success of the Software CMM, in the 90s other CMMs began to proliferate. Rather than create and maintain a family of similar models, the SEI elected to combine several bodies of knowledge (Project Management, Systems Engineering, Software Engineering, Acquisition, Services, etc.) into one model framework, the Capability Maturity Model Integration (CMMI) released in December 2000. The CMMI describes best practices for the development and maintenance of products and services across the entire lifecycle. By integrating essential bodies of knowledge, the CMMI provides a single, comprehensive framework for organizations to assess their development and maintenance processes, implement improvements, and measure progress. This presentation provides a high level overview of the CMMI and its applicability to hardware development, systems engineering, software engineering, and/or acquisition organizations, benefits realized by organizations implementing the CMMI, and data demonstrating its international acceptance.
Implementing Enterprise PPM for Multi-Maturity Organizations EPM Live
The document discusses implementing an enterprise project portfolio management (PPM) system for an organization with varying levels of PPM maturity across business units. It notes that a successful PPM solution must provide value to all levels of users, from executives to project managers to team members. It then outlines a PPM maturity model and shows how maturity can differ across units of an enterprise. Finally, it argues that an enterprise PPM tool needs flexibility to address the diverse requirements across a multi-maturity organization through features like customizable workspaces and the ability to reuse best practices while supporting varying methodologies.
Process modelling in SAP Solution ManagerShane Hayes
This document discusses best practices for using SAP Solution Manager for process modeling. It recommends organizing process models into a repository structure of scenarios and configurable units (CUs). Scenarios represent end-to-end business processes using linked CUs, which map to smaller pieces of SAP functionality. CUs can be reused across multiple scenarios and should be organized into teams/process groupings. Solution Manager supports attaching project documentation and technical objects to CUs.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
SAP ChaRM (Change Request Management) anjalirao366
SAP ChaRM is a module in SAP Solution Manager that manages changes from design to testing and production deployment. It uses a workflow-based approval process to track change requests and transport management. SAP ChaRM enforces standardized change processes, manages and tracks change requests, allows testing in target systems, and provides comprehensive change reporting to minimize disruptions.
The document discusses how to leverage and optimize SAP Business Workflow in a SAP PLM (Product Lifecycle Management) environment. It covers introducing workflow concepts and tools, using workflow for engineering processes like document approvals and change management, comparing out-of-the-box vs custom workflow methods, demonstrating simple workflow creation, and determining resource requirements. The presentation includes a demo of building a workflow to notify users when a document changes status.
This document discusses the successful implementation of Change Request Management (ChaRM) in a validated SAP environment. It provides an overview of Alpha Sirius Inc, an SAP consulting partner, and their expertise in SAP Solution Manager. The document also summarizes a case study of a pharmaceutical company that enhanced their change management processes by implementing ChaRM in Solution Manager to eliminate manual processes and provide traceability of changes. It highlights some of the key benefits the customer achieved, such as reduced support workload and improved focus on innovation.
The document describes the normal correction lifecycle in SAP Solution Manager for change request management. It involves creating a change request, approving it, developing and testing the change in separate environments, and importing the final change into production. Key steps include creating transports, releasing them to different systems, testing the change, and closing out the change request once complete.
The presentation provided an overview of SAP's ASAP 8 methodology framework for SAP projects and services. Key points included:
1) ASAP 8 is SAP's prescriptive methodology for delivering projects and services across SAP's delivery models, including Rapid Deployment Solutions, Assemble to Order, and traditional design-based projects.
2) Over 200 SAP preconfigured services are based on ASAP 8's work breakdown structure to provide consistency.
3) Updates in ASAP 8 include improvements to quality gates, guidance for agile and design thinking approaches, and changes to the work stream structure.
4) ASAP 8 can be accessed on SAP's service marketplace and supports a
Upgrading to TFS 2012: What You Need to Know!Imaginet
Microsoft Visual Studio 2012 brings a number of new features into the integrated ALM toolset. With new features like PowerPoint Storyboarding, Integrated Code Review Features, Stakeholder Feedback, and a newly integrated Developer / Operations Workflow, you will quickly find many reasons to upgrade to Visual Studio and Team Foundation Server 2012! In this webinar, we'll briefly discuss the breadth of new ALM features. Come join us for this free Webinar!
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
HP implemented an ERP system from SAP in 2004 to integrate its server business unit. However, the implementation faced major technical issues and execution problems. Approximately 20% of orders became lost in the new system. This led to financial losses of $160 million for HP as well as loss of sales and customer goodwill. HP learned it needs better planning, testing, training and contingency strategies for future ERP implementations.
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
Run SAP is a methodology developed by SAP and IBM for end-to-end operations and support of SAP solutions. It provides best practices, content, services, education and tools for managing the full lifecycle of an SAP implementation from project setup through ongoing operations and optimization. The Run SAP methodology divides the lifecycle into five phases: assessment and scoping, design of operations, setup of operations, handover to production, and ongoing operations and optimization. IBM has integrated Run SAP into its Ascendant SAP implementation methodology to provide clients with comprehensive end-to-end support.
This document discusses using business process management (BPM) with SAP solutions to optimize portfolio and project management. It provides examples of business processes that are good candidates for BPM, such as manual processes with limited visibility and flexibility. The key capabilities of BPM include integrated process monitoring and measurement, tools to drive process improvement, and graphical workflow status views. BPM can be used to model project-oriented processes and automate events. It discusses using BPM components like the process modeler, orchestration engine, and portal together to manage operations, monitor health, and optimize processes.
Dallas Salesforce User Group - January 2012 Meeting: Release ManagementKevin Richardson
This document outlines an agenda for an Org Change Management user group meeting. It discusses what change management is, why it is needed, and best practices. Change management is defined as managing organizational enhancements to ensure an orderly release process. It is needed to minimize customer issues from changes and ensure optimal execution of releases through a codified process. Best practices include backing up data, documenting changes, gaining approval before applying changes, training users, and having an exit strategy. The document also discusses using a sandbox environment for testing and configuration before deploying changes to production.
The document describes a 3 part webinar series from the Americas' SAP Users' Group on Agile methodology based on SAP's ASAP 8.0 approach. The webinars will cover Agile project launch and requirements, and Agile realization and releases. They will discuss how to leverage SAP's Rapid Deployment Solutions and Agile approaches to accelerate SAP projects.
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
Business Process Management - From Market Consolidation to Process InnovationMichael zur Muehlen
This document summarizes a talk on business process management (BPM) given by Michael zur Muehlen. It provides background on zur Muehlen and Stevens Institute of Technology. It then outlines different types of BPM projects and challenges, including trying to model everything versus starting with a pilot process. It also discusses how BPM has evolved from a focus on workflow automation to using business rules engines and standards. The document concludes by discussing process modeling standards like BPMN and the Business Process Definition Metamodel.
Using SolMan ChaRM, CSOL and Retrofit to support a dual project and productio...Robert Max
This presentation reviews the practices, experiences, and results of implementing Solution Manager ChaRM including CSOL and Retrofit to Support a global SAP rollout with dual project and production support landscapes
This document discusses Jadara Group's offerings for business and IT transformation through enterprise project portfolio management. It provides an overview of their industries and solutions, which include strategic planning, project portfolio management, system implementation, change management, and ROI optimization. Their services include Oracle Primavera solutions, implementation support, customized training, and expert project managers to help clients achieve project management excellence and maximize project ROI.
Implementing Enterprise PPM for Multi-Maturity Organizations EPM Live
The document discusses implementing an enterprise project portfolio management (PPM) system for an organization with varying levels of PPM maturity across business units. It notes that a successful PPM solution must provide value to all levels of users, from executives to project managers to team members. It then outlines a PPM maturity model and shows how maturity can differ across units of an enterprise. Finally, it argues that an enterprise PPM tool needs flexibility to address the diverse requirements across a multi-maturity organization through features like customizable workspaces and the ability to reuse best practices while supporting varying methodologies.
Process modelling in SAP Solution ManagerShane Hayes
This document discusses best practices for using SAP Solution Manager for process modeling. It recommends organizing process models into a repository structure of scenarios and configurable units (CUs). Scenarios represent end-to-end business processes using linked CUs, which map to smaller pieces of SAP functionality. CUs can be reused across multiple scenarios and should be organized into teams/process groupings. Solution Manager supports attaching project documentation and technical objects to CUs.
Corporater at BSC and Strategy Forum - March 2013Pedro S. Pereira
Corporater is a specialised vendor for Balanced Scorecard and Performance Management software solutions that are flexible, ready-to-run, and that can be easily managed and configured by business users. Founded in the year 2000, Corporater has over 1000 customers from all key domains with an international presence in over 29 countries through its offices and strategic partnerships.
Corporater EPM Suite assist businesses to more effectively manage performance through building dashboards, enterprise reports, and balanced scorecards. Functionality to manage initiatives, visualize strategy, and tools to assist in budgeting, management meetings, risk management, manual and automated data collection, and analysis are also available.
SAP ChaRM (Change Request Management) anjalirao366
SAP ChaRM is a module in SAP Solution Manager that manages changes from design to testing and production deployment. It uses a workflow-based approval process to track change requests and transport management. SAP ChaRM enforces standardized change processes, manages and tracks change requests, allows testing in target systems, and provides comprehensive change reporting to minimize disruptions.
The document discusses how to leverage and optimize SAP Business Workflow in a SAP PLM (Product Lifecycle Management) environment. It covers introducing workflow concepts and tools, using workflow for engineering processes like document approvals and change management, comparing out-of-the-box vs custom workflow methods, demonstrating simple workflow creation, and determining resource requirements. The presentation includes a demo of building a workflow to notify users when a document changes status.
This document discusses the successful implementation of Change Request Management (ChaRM) in a validated SAP environment. It provides an overview of Alpha Sirius Inc, an SAP consulting partner, and their expertise in SAP Solution Manager. The document also summarizes a case study of a pharmaceutical company that enhanced their change management processes by implementing ChaRM in Solution Manager to eliminate manual processes and provide traceability of changes. It highlights some of the key benefits the customer achieved, such as reduced support workload and improved focus on innovation.
The document describes the normal correction lifecycle in SAP Solution Manager for change request management. It involves creating a change request, approving it, developing and testing the change in separate environments, and importing the final change into production. Key steps include creating transports, releasing them to different systems, testing the change, and closing out the change request once complete.
The presentation provided an overview of SAP's ASAP 8 methodology framework for SAP projects and services. Key points included:
1) ASAP 8 is SAP's prescriptive methodology for delivering projects and services across SAP's delivery models, including Rapid Deployment Solutions, Assemble to Order, and traditional design-based projects.
2) Over 200 SAP preconfigured services are based on ASAP 8's work breakdown structure to provide consistency.
3) Updates in ASAP 8 include improvements to quality gates, guidance for agile and design thinking approaches, and changes to the work stream structure.
4) ASAP 8 can be accessed on SAP's service marketplace and supports a
Upgrading to TFS 2012: What You Need to Know!Imaginet
Microsoft Visual Studio 2012 brings a number of new features into the integrated ALM toolset. With new features like PowerPoint Storyboarding, Integrated Code Review Features, Stakeholder Feedback, and a newly integrated Developer / Operations Workflow, you will quickly find many reasons to upgrade to Visual Studio and Team Foundation Server 2012! In this webinar, we'll briefly discuss the breadth of new ALM features. Come join us for this free Webinar!
While ITIL represents a lot of paperwork to perform IT Services Management, there are some tools, and in particular Open Source tools that may be extremely useul in the establishment of an ITIL compliant IT service management program.
HP implemented an ERP system from SAP in 2004 to integrate its server business unit. However, the implementation faced major technical issues and execution problems. Approximately 20% of orders became lost in the new system. This led to financial losses of $160 million for HP as well as loss of sales and customer goodwill. HP learned it needs better planning, testing, training and contingency strategies for future ERP implementations.
How business process mapping saved an IT project.Garrett Hunter
How do we help a project in jeopardy of delivering a solution that does not meet customer needs? During this session we will describe how we answered that question by applying business process mapping techniques. The project goal was to automate multiple manual processes that had been developed over time to fulfill marketing orders. The customer had successfully implemented these processes using a collection of desktop spreadsheet and email applications and were asking for help to modernize. We will analyze the initial approach used to gather requirements and how changing to a process centric approach to allowed us to better understand which requirements were missed. We will also review how we incorporated elements of the Business Process Model Notation specification into our overall approach. By using this approach we brought IT and the business together, speaking the same language, and provided a solution that met their needs.
Run SAP is a methodology developed by SAP and IBM for end-to-end operations and support of SAP solutions. It provides best practices, content, services, education and tools for managing the full lifecycle of an SAP implementation from project setup through ongoing operations and optimization. The Run SAP methodology divides the lifecycle into five phases: assessment and scoping, design of operations, setup of operations, handover to production, and ongoing operations and optimization. IBM has integrated Run SAP into its Ascendant SAP implementation methodology to provide clients with comprehensive end-to-end support.
This document discusses using business process management (BPM) with SAP solutions to optimize portfolio and project management. It provides examples of business processes that are good candidates for BPM, such as manual processes with limited visibility and flexibility. The key capabilities of BPM include integrated process monitoring and measurement, tools to drive process improvement, and graphical workflow status views. BPM can be used to model project-oriented processes and automate events. It discusses using BPM components like the process modeler, orchestration engine, and portal together to manage operations, monitor health, and optimize processes.
Dallas Salesforce User Group - January 2012 Meeting: Release ManagementKevin Richardson
This document outlines an agenda for an Org Change Management user group meeting. It discusses what change management is, why it is needed, and best practices. Change management is defined as managing organizational enhancements to ensure an orderly release process. It is needed to minimize customer issues from changes and ensure optimal execution of releases through a codified process. Best practices include backing up data, documenting changes, gaining approval before applying changes, training users, and having an exit strategy. The document also discusses using a sandbox environment for testing and configuration before deploying changes to production.
The document describes a 3 part webinar series from the Americas' SAP Users' Group on Agile methodology based on SAP's ASAP 8.0 approach. The webinars will cover Agile project launch and requirements, and Agile realization and releases. They will discuss how to leverage SAP's Rapid Deployment Solutions and Agile approaches to accelerate SAP projects.
Project organisation and erp implementation methodGaurav Kumar
The Project Organization defines the human infrastructure of the project. This task is designed to define the project organization chart, the roles, and the relationships of the project team. The organizational structure clearly identifies roles and responsibilities of each position, augmenting the existing role definitions where necessary to cover all of the responsibilities. The Project Organization technique that is used in this step provides a standard set of roles and responsibilities which can be customized for a particular project. This should cover all personnel resources required, both full and part time.
Business Process Management - From Market Consolidation to Process InnovationMichael zur Muehlen
This document summarizes a talk on business process management (BPM) given by Michael zur Muehlen. It provides background on zur Muehlen and Stevens Institute of Technology. It then outlines different types of BPM projects and challenges, including trying to model everything versus starting with a pilot process. It also discusses how BPM has evolved from a focus on workflow automation to using business rules engines and standards. The document concludes by discussing process modeling standards like BPMN and the Business Process Definition Metamodel.
Using SolMan ChaRM, CSOL and Retrofit to support a dual project and productio...Robert Max
This presentation reviews the practices, experiences, and results of implementing Solution Manager ChaRM including CSOL and Retrofit to Support a global SAP rollout with dual project and production support landscapes
This document discusses Jadara Group's offerings for business and IT transformation through enterprise project portfolio management. It provides an overview of their industries and solutions, which include strategic planning, project portfolio management, system implementation, change management, and ROI optimization. Their services include Oracle Primavera solutions, implementation support, customized training, and expert project managers to help clients achieve project management excellence and maximize project ROI.
This document summarizes a website that provides access to 9 knowledge bases containing guidance and best practices from SAP experts. It ensures the information is accurate and unbiased through a strict author review process. The knowledge bases can be used as a 24/7 consultant, for staff training, quick answers to questions, validating processes and procedures, and aiding communication between departments.
Charles Fain has over 15 years of experience in project management, business analysis, and strategic planning. He has successfully completed over 20 projects both internally at Dell and for external clients, including projects for the Air Force, Pantex, and Lenovo. He maintains several professional certifications and continuously develops his skills through ongoing training programs. His objective is to advance into a program management role where he can apply his strengths in customer communication, research, process improvement, and financial analysis.
This document provides a summary of services offered by Revolution IT including:
- Project, program and portfolio management services such as project planning, budget management, and post-implementation reviews.
- Requirements management and business analysis services like business process mapping, requirements traceability, and risk analysis.
- Functional testing and automation services such as test strategy development, user acceptance testing, and test automation development.
- Security and performance validation services like load testing, penetration testing, and capacity planning.
- Business service management including infrastructure management, application diagnostics, and service level management.
- Training services such as workshops, methodology courses, software courses, and mentoring sessions.
This document provides a summary of services offered by Revolution IT including:
- Project, program and portfolio management services such as project planning, budget management, and post-implementation reviews.
- Requirements management and business analysis services like business process mapping, requirements traceability, and risk analysis.
- Functional testing and automation services such as test strategy development, user acceptance testing, and test automation development.
- Security and performance validation services like load testing, penetration testing, and capacity planning.
- Business service management including infrastructure management, application diagnostics, and service level management.
- Training services such as workshops, methodology courses, software courses, and mentoring sessions.
This document discusses sustaining process improvements through project closeout and transitioning to process owners. It outlines the timeline for project closeout, including transitioning to the final process owner at a commissioning meeting and subsequent review meetings. Maintaining improvements requires executing process management, with elements like process maps, monitoring, and response plans. Process owners must institutionalize changes through cultural shifts and updated systems to drive permanent behavior changes.
This presentation was made at the UK APMG-International Showcase events.
Join us in London, 20th June 2013. Keynote addresses, masterclasses and round table discussions with leading PPM visionaries. Free to attend if you pre-register. http://uk.apmg-showcase.com/
Ravishankar Thellore is a Managing Consultant with over 11 years of experience in SAP Supply Chain modules including SRM, MM, and EWM. He has extensive experience implementing, supporting, and managing projects for these modules. He is certified in SAP SRM, MM, and EWM and has worked on various projects for clients such as Wipro, HCL Technologies, and Linde AG.
The document provides details about Ravishankar Thellore's certifications, skills, and experience in SAP SRM, MM, and EWM modules. He has over 11 years of experience in implementing and supporting SAP supply chain solutions. He is an expert in Agile and Waterfall project methodologies and has experience managing projects, teams, and delivering solutions on time and within budget.
PPM Challenge #3: Providing Value to All Levels – 2012 PPM Challenge and Oppo...EPM Live
Challenge: Meeting stakeholder expectations is a challenge for most organizations. How do you keep stakeholders in the know with the current status of work and how do you prevent team members from making assumptions and more often than not, causing rework, due to a lack of project awareness? Keeping teams informed provides a healthy environment and reduces risks. Click through this webinar slide deck to see how EPM Live's SharePoint-based Project Management solution can help you meet your project deliverables.
The document summarizes an online knowledge base called SAPexperts that provides guidance on SAP from experts. It contains 9 knowledge bases covering different SAP topics. The knowledge is screened to ensure it is accurate and unbiased. The knowledge bases can be used as a 24/7 consultant, for staff training, to quickly find answers, to validate processes and procedures, and to aid communication between departments.
What You Need to Know Before Upgrading SharePoint 2010Perficient, Inc.
This document provides guidance on upgrading from SharePoint 2010. It recommends learning about SharePoint's features and improvements, building a business case, developing a roadmap, establishing governance, carefully planning and testing the implementation, validating the results, and evolving the system over time. Key steps include identifying customizations, preparing the environment, minimizing downtime during the upgrade, monitoring progress, and assessing the deployment. Success requires commitment from management and allowing flexibility for collaboration on the roadmap.
Key Considerations for a Successful Hyperion Planning ImplementationAlithya
The document provides an overview and recommendations for a successful Hyperion Planning implementation. It discusses key project phases, recommended build techniques including application definition, dimensionality, master data integration, building the planning model, and form and calculation development. It also covers tips for planning design including delineating plan types, defining dimensionality, integrating master data from various sources, and best practices for building forms to ensure performance.
Portfolio Planning for 2013 - Keeping It BasicEPM Live
This document provides an overview of EPM Live's integrated project portfolio management (PPM) and work management platform. It highlights key features such as demand management, strategic alignment, governance and workflow, financial management, resource management, schedule management, work management, what-if modeling, and reporting. The platform aims to help organizations capture all work requests, align projects to objectives, make data-driven decisions, manage resources and finances, and gain visibility and control across work. It is positioned as providing increased value, efficiency, and opportunity to retire multiple solutions with its integrated platform.
The document discusses the ERP implementation life cycle including the methodology, critical success factors, and critical failure factors. It describes the typical phases of an ERP implementation project including pre-implementation, implementation, and post-implementation. It also outlines some of the key challenges of implementing an ERP system such as change management, user adoption, and meeting expectations. Critical success factors include leadership commitment, effective project management, and training, while common critical failures include customization, high turnover, and poor testing.
GrayCell Technologies Exports is a global IT solutions and services provider with an experienced management team and flexible organization structure. It has multiple channels for growth and the ability to rapidly scale new engagements. The company is ISO 9001:2008 certified, a Microsoft Gold Certified Partner, and has technical skills in areas such as programming, web development, design, and databases. GrayCell aims to be a leader in outsourced software services through excellent customer service, innovative solutions, and enabling customers to succeed in an evolving world.
Ray Magnan - SAP ERP Training StrategiesRay Magnan
This document discusses training strategies for SAP ERP implementations. It provides background on SAP and ERP systems, as well as some of the challenges with long and complex ERP implementations. It then describes a case study where a financial services company implemented various SAP ERP modules over 18 months using a blended training approach with elearning and instructor-led classes developed in parallel with the system to help users adapt to changes.
ERPredefined provides turnkey ERP solutions and services for small and medium enterprises. It uses a methodology that includes package evaluation, gap analysis, testing, training, and post-implementation support. The implementation life cycle involves pre-evaluation, project planning, configuration, testing, going live, and post-implementation phases. ERPredefined aims to help clients transform their business through alignment of business and IT strategies and architectures. It has expertise in ERP solutions, execution, and accelerators to drive benefit realization.
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2. Key Learning's
Learn functions of SAP Solution Manager
Understand ChaRM (Change Request Management)
ChaRM in a Validated Environment
Work Center for ChaRM
Introduction to RunSAP Methodology
List of some of the key challenges
What are the key benefits and ROI
2
3. About Alpha Sirius Inc.
Alpha Sirius Inc Facts: Our core competencies lie
• Founded in 1998.
in several areas of SAP ® :
• Expertise in project management, portfolio
management Operations Optimization Program Management
• Provides end-to-end solution development Portfolio Management
caused by disparate functional and Application Life Cycle Management
technical implementation processes. Change Management
• Delivers value by bridging this gap by Training & Development
providing consulting services and Systems Management
implementation assistance with tools such
as Solution Manager. Offshore Support/Development
• One of the first certified partners with SAP
for Run SAP Methodology
4. About Alpha Sirius Inc.
Who are we?
• Headquarters : Jersey City, N.J.
• Branches and affiliates in Texas, California, Germany. Denmark
and India.
• Global IT and Project Management Consulting Firm
• SAP Partnerships
• Run SAP partners
• SAP Services Partners
1st consulting partner to successfully meet the consulting requirements
for the Run SAP partnership
5. You provide the best tools for your
business
Shouldn’t you have the best to run your
business?
ANSWER
SAP SOLUTION MANAGER
6. Learning Points
• Learn how a pharmaceutical company enhanced their
Change Management process in a validated
environment by eliminating manual processes and
implementing Solution Manager ChaRM.
• Understand how detail processes were adapted for
Normal, Urgent and GxP changes.
• Find out how ChaRM helped SAP COE and business
teams by providing comprehensive change and
traceability information and enabled them to focus on
innovation rather than support.
• Get a peek into new and additional functions the
customer is planning to implement to enhance and
optimize their SAP Solution.
• Get a comprehensive look on the vision, strategy and
experiences of SAP COE at the customer for enabling
Solution Manager.
7. Current SAP Solution Management
Managing transports in spreadsheets
Still approving changes via E-mail
Difficulty adhering to Governance
Overlapping issues with project and support landscape
Problems with traceability and audits
8. What Is Solution Manager?
• Solution Manager manages your entire solution end to end,
from discovery, implementation, operations, support,
enhancements and upgrades
• It’s a tool that follows the ASAP methodology and centralizes
the implementation, support and operations of a SAP Solution
• Provides content and tool sets to successfully implement and
efficiently manage a SAP Solution
• A product that will be utilized by
– IT/IS team
– PMO
– QA
– Change Management
– Governance and auditors
– Business Process Managers
• Simply everything you need to manage your SAP solution!
9. Uses of Solution Manager
Quality Management Change Management
• Change Administration
•Test planning/Administration
• Project Management
•Manual/Automated testing • Change Logistics
•Integration to 3rd party tools • Governance/Audits
IT/Infrastructure
• Transport migration
Functional Technical • Support pack/upgrades
•IMG Configuration • Solution/Systems monitoring
• SAP interaction
•ABAP Development
•Customizing Synchronization
•Security/Authorizations
Project Management Governance/Audits
• Industry governance
• ASAP/Roadmaps
• Corporate Governance
• Document Management
• Project Administration SOLUTION • Findings/verifications
• Validations
• Training Administration
MANAGER
9
10. Solution Manager Experience
Client Situation Solution
Global • Started a global SAP implementation • Implemented and managed Solution Manager for;
Electronics • 4 yr program with 200 project team • Implementation
Company members • Document Management
• Issue Management
• Implemented R/3, APO and BW
• Training/E—Learning
• Service Desk
• Change Request Management
• Built a pro—type for BPM ( Business process
Management)
Major • Have been utilizing SAP for about 10 yrs •Solution Manager installed – managed by Competency
Pharmaceutical • Failures on audits and compliance issues Center
Company • No standard procedures for Change mgmt, •Implemented Service Desk and ChaRM in 3 months
approval •Utilized the functions and resolved the issues with
compliance
Subsidiary of a • Started ECC implementation with limited •Installed and implemented Solution Manager for
Beverage experience and knowledge Implementation tools
Company • Project went over budget and schedule – •Setup best practices and ASAP methodology
lack of methodology and tracking tools •Project successfully went live with in 6 months
11. Solution Manager Experience (cont.)
Client Situation Solution
Global •Started a global SAP implementation •Setup Solution Manager for Implementation
Pharmaceutical •Completed a proto—type for one specific •Utilized the Global templates functions – to build a
Company location global project and distribute at individual region
•Issues with global governance locations.
•Scope creep and major enhancements list •Implemented ChaRM for projects
•Communication challenges with teams •Implemented Service Desk based on Information
spread out worldwide Technology Infrastructure Library (ITIL) methodology
•Extended Solution Manager functions for:
•ChaRM for Operations
•BPM — Business Process mgmt
•Digital Signatures for FDA compliances
Beverage/Beer •Upgrade project to ECC 6.0 •Implemented Solution Manager
Company •Limited documentation and history of earlier •Utilized the upgrade Roadmaps
implementation •Imported SAP history into Solution Manager using 3rd
•BASIS and functional teams spread out party tools
world wide •Project scheduled reduced by 30% — utilizing Solution
•Extended project schedule Manager upgrade functions
12. Change Request Management — ChaRM
Change Request Management is the efficient and punctual
implementation of SAP software changes with minimal risks
using standardized methods and procedures
• Helps to synchronize changes between various transport tracks in ABAP and
non-ABAP systems
Change Request Management includes:
• Emergency corrections
• Periodic maintenance
• Business process changes/Upgrades
• Governance – SOX, GxP, CFR Part 11
12
13. Change Request Management — ChaRM (cont.)
Change Request Management strengthens the
strategy of SAP Solution Manager as SAP’s
application management platform, which:
• Ensures reliability
• Reduces Total Cost of Ownership (TCO) and increases Total Solution
Value
• Bridges the gap between business requirements and IT administration
• Increases transparency
13
14. Solution Manager for Change Management
CHANGE PROJECT CHANGE
MANAGEMENT MANAGEMENT LOGISTICS
• Management of • Project • Test
change planning execution
Request
• Resources • Technical
• Categorization and support
• Documentation budgeting • Transport
• Approvals
• Software management
• Workflow
• Reporting
changes • Transport
• Audits and
• Testing and reporting
verifications test
management
14
15. What Does ChaRM Offer?
Change request status
• By status type, priority, due date …
Execution of change requests
• Change requests by organization, users, type …
Transports links to change requests and vice versa
• Transport number attached to change request not the system change
Status of the transport
• System, transparency
Link to service desk tickets
Change Administration
• Approvals, types of changes, key pain points
16. Case Study — ChaRM in a validated environment
• Large-scale global SAP operations
• Multiple interdependent SAP Solutions/multiple development streams
• No formal process for audits and tracking
• Changes and approvals on the fly using e-mails
Issue • No retrofit and collision management – operations and implementation projects
• Over 4000 transports and 50000 unique approvals in a year – no systematic
tool
• Designed and implemented Solution Manager ChaRM in 3 month period
• Differentiated between normal, emergency, administrative and GxP corrections
• Utilized Work center functions for ease and usability with end users
Solution • Implemented extended reporting with Solution Manager BI features
• Extended configuration – advanced workflow and notification process, digital
signatures, extended log and audit trails
• GxP compliant Change Management system with in 3 months
• Easy to use, end to end change management process
• Elimination of paper trail and scanned documents
• Quick adoption both from SAP COE and end user groups
Result • Reduction in BASIS head count
• Shift and focus on continuous improvement and research and less time spent on
day to day manual operations
16
17.
18.
19.
20. Key changes - Extensions
Involved both the SAP COE and End user community in the design phase
Followed ―Alacrity Methodology‖ ( Alpha Sirius):
• ChaRM demo
• Basic setup and Proto-type
• Extended design
• Extended Configuration
Extended Configuration
• Enhanced workflow and approval process
• Incorporated digital signatures
• Modified out going email to include specific information
• Extended work center and Web Dynpro functions – direct access of the change request via
email
• Utilized BI reporting features to generate SLA’s and establish metrics
Extensive testing – involved SAP COE and end users in the testing process
20
22. How can we implement End-to-End Mission-Critical IT
Operations?
SAP’s End-to-End Solution Operations addresses these challenges!
The ―Run SAP‖ Methodology
Tools
Work Training &
Centers (Tools) Services
SAP SAP Standards for
Standards for
Certification
Solution Operations Operations
Solution
End-to-End Root Cause Analysis
End-to-End Change Control
End-to-End Business Process Integration and Automation
End-to-End Enterprise SOA Readiness
End-to-End SOLUTION OPERATIONS IS THE BASIS FOR
MISSION CRITICAL IT OPERATIONS!
23. SAP Standards for Solution Operations cover all support processes
Process Standards ―Change Request
Example:
Management‖ & ―Change Control Management‖
Champs PMO Appl Mgmt Tech Op
Request
Business
Change *
Implement
Change
Monitor
Change Test
Change
Deploy
Change
Sign-off
Change
*Business Changes = Request Adaptation or Request Project
• Available Information
– White Papers
– Detailed technical description
– Training Courses
– Certifications
27. ChaRM –Correction Request
Change Request
created from a
Development
Request
Partner information
can be assigned
based on SAP
component and
organizational
structure
Customizable date
fields
28. Approving a Request
Validation team
to approve the
change request
Assignment of
CAB – Change
Advisory Board
Direct
notifications via
e-mail
Digital Signature
for Approval
29. Creating/Accessing Change Document
Access change
document from the
change request.
Select document flow
icon
To access the change
document, double click
on the Correction line
item.
30. Configuration/Developer’s role
Process the Change
Document – act as
developer.
The developer set the
change document to ―in
development‖, this will set
a status of change
document to ―in
development‖, and
generate task list.
Action Log:
•Go to task list
•Log on to development system
•Make some change in the
development system,
•Release the transport
•Pass correction to test
31. Testing the Change
The developer can set a
status to “Pass Correction
to Test”
Notification sent to Tester for
the next step in testing
Test script can be attached as
a document
32. Testing the Change
The tester logs on directly to the
QA system
Action items:
•Confirm Successful test
•Reset status to Development
•Access Task Plan
Upon confirming – status value
automatically changes to:
•Successfully tested
•In-development (back to
developer)
Notification sent to Change
Manager
Digital signature for Successful
test status
33. Migrating to QA/Production system
Change Manager to validate,
approve and change status to
„Released for Production‟
Change Document status
changed to „To be imported‟
Notification sent to BASIS/IT
Operator
34. BASIS/IT Operator
BASIS/IT operator to import
correction to QA/productive
system.
Set the status change to „in
production‟
Digital signature for importing
the correction into Production
System
35. Confirmation/Completion of Change request
BASIS/IT operator to import
correction to QA/productive
system.
Set the status change to „in
production‟
Change request confirmed by
the requestor
36. Typical workflow
Message/
Issue
End User
Help Desk
Change
Request
Change
Manager/
CAB
Change
Document
BASIS Tester Developer
PROD QAS DEV
37. Additional Functions
Reporting
• Transaction Monitor for Message/change status
• SLA/KPI reports with variants
• Escalation Reports
• Audit Reports
Link to Project Implementation
• Link back the changes to specific business process and business step
Email Notifications
Segregation of Responsibility/Security Roles
Several Types Change Document
• Urgent Correction
• Normal Correction
• Service Desk Change request
• Administrative Change requests
38. Key Challenges
Evolution and adoption of the tool by customers
• We have the tool installed, what do we do next
Current situation of SAP customers
• Customers have been using SAP for a while, introducing Solution Manager
at a later state is retroactive and a challenge
Adoption to new tool and new process
ChaRM functions for implementations and operations
“Digital signatures” not included as standard function
• Standard requirement for many pharmaceutical and life-sciences
companies
Still considered as a BASIS/Technical tool for monitoring
38
39. Key Challenges (cont.)
Knowledge and experience in Solution Manager
• This is not just a BASIS job — it requires combined experience in
SAP tools, project management, BASIS, functional and technical
programming
Limited amount of reporting
• Current available reports are only summary reports
• Any cross reference reports (e.g.; specific objects modified for a
change request are not available)
39
40. Key Program Benefits
Centralized Change Management system for both projects and operations
Consistent documentation of all change requests
Automatic notifications, approval tracking and traceability
Reduced workload on IT specialist
Changes managed at process level and not at request level
Adherence to governance and industry requirements
40
41. Key Program Benefits (cont.)
Streamlined integration into Service Desk — reduced management efforts of
Support Team
Direct interaction with SAP Support Team — can focus on resolving issues
and adapting to changes and not trying to understand the issue
Top-down and bottom-up reporting
Reduced workload on IT specialist
Transparency of transports and attached objects
Automated transports between Development and QA systems with out
manual intervention
Easy migration to production system for Go-live. No dependencies on spread
sheets and reconfirmations!
41
42. Sneak Peek … Next Steps
Alpha Sirius, Inc. Developments
• Pharmaceutical and life sciences
• Incorporation of Digital signatures for testing
• Inclusion of CFR Part 11/FDA requirement for dual confirmation of
change requests
• Reporting Matrix to include transports and objects attached to a
specific change request
• Additional reporting for Risk Assessment and Validations
• 3rd party tools
• Integration between Solution Manager and testing tools as Worksoft
• Enhanced data downloads to MS Project
• Solution Manager
• Enhanced reports with descriptions and detail texts on Issue
Management
• Advanced email and notification features
• Access of the change request directly via email
• Extended BI reporting for SLA metrics and Dashboards
44. Solution Manager 7.1
• ITIL aligned ITSM and ALM process
• Single Source of Truth
• Extension into shared services solution
and other CRM capabilities
• Aligned with Business Suite
Enhancement package strategy
• Enhanced Incident Management with
Knowledge articles
• Extended integration 3rd party tools
• Solution Documentation for non-ABAP
components
• Upgrade Dependency Analyzer
• Integration of Quality Gate Management
and Change Request Management
45. Key Points
Solution Manager is not just a tool for BASIS early watch alerts
ChaRM in Solution Manager can be implemented before or after a SAP
implementation
Solution Manager is NOT just a BASIS function (you will need a functional consultant)
Solution Manager IS required for any future SAP services
ChaRM for implementation projects is different from Operations and support
CTS+ is an extension to ChaRM for non-ABAP systems
Solution Manager can be used for non-SAP systems as a Service Desk/Change
Management tool
Consider it as a project with the right budget and resources – NOT a 2 week task that
can be done by BASIS
46.
47. Copyrights
No part of this document can be reproduced or transmitted in any form or for any purpose without the express permission of Alpha
Sirius Inc. The information cannot be changed with our notifying Alpha Sirius.
Some software products, services and names marketed by ASI which belong to other companies contain proprietary information of
those companies.
SAP is licensed software by SAP- AG and its affiliates and it’s the registered trademark of SAP.
Microsoft, Windows, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation.
RBE Plus and RBE are copyrighted and licensed tools by IBIS-THOME
All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document
serves informational purposes only. Alpha Sirius is not responsible for any changes and variation in the information provided.