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Effectively Manage SAP Global Templates


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Global SAP Templates are never the end - they mark the beginning of the solution lifecycle.
Can global templates and their rollouts be managed more effectively ?
Can change control move beyond signing off documents ?
Can the systems which get impacted by changes provide a feedback to the change control process ?

This presentation provides an innovative way of deploying SAP Solution Manager to manage a global SAP template.

Published in: Business
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Effectively Manage SAP Global Templates

  1. 1. Effectively Manage Global SAP Templates The Change Management Engine Author: Subodh Jambhekar / Nov 15th, 2012
  2. 2. Difficulties in managing global templates of SAP  Multiple solution components and platforms are integrated with each other at various levels  Implementation cycles of such solution components coincide or overlap, creating variable dependencies  Long-drawn rollouts of a global template require that the template remains relevant with external and internal triggers of change  Innumerous sources of change, such as on-going production support, newer projects, technology improvements, organizational structure changes etc must coexist with minimal conflict  Multiple system landscapes across projects and production support delivering changes to a common production system Page  2
  3. 3. Consequent Challenges (1)  Requirements signed off through various sources of change may create technical conflicts that cannot be determined during design phase but reveal themselves later in the build phase  What is comprehensively tested and validated may not be truly tested and validated as what may appear to be comprehensive functionally may not be technically complete  Mutual impact of changes initiated by production support activities and by projects may not become evident until the conflicting changes reach the production systems leading to further issues that impact business as usual  Inability to ensure that the baseline template is in synchronization with localized configurations of each rollout Page  3
  4. 4. Consequent Challenges (2)  Waste generated through point-in-time workarounds which will create downstream rework to themselves or elsewhere  Valuable project effort wasted in fire-fighting than being utilized the real project deliverable  Expensive inconsistencies introduced by imperfect sequencing of changes which can happen due to a faulty design or mere human error  Adoption of newer technologies and support packages during a project becomes more and more difficult as assessing the impact across projects becomes seemingly impossible Page  4
  5. 5. What is the Change Management Engine ?  Establishes a robust change management mechanism to support ERP projects as well as continuous improvements and release management after go-live - Ensures that ERP projects do not just create a single system but a continuously evolving template - Enables easy integration of new functionalities in an existing SAP landscape - Addresses long-term release management and rollout requirements as part of ERP transformation at no extra cost - Uses an intelligent configuration of SAP Solution Manager as the Change Management Engine Page  5
  6. 6. A Closed Loop Change Control System Page  6
  7. 7. Technical Architecture Page  7
  8. 8. Detection of Gaps and Conflicts  Gaps and Conflicts - If a rule detects a missing link in the end-to-end traceability of a change from the business process to the deployment it will be flagged as a gap - If a rule detects any rule being violated, it will detect it as a conflict - Gaps and conflicts are evaluated at the rule-set level Page  8
  9. 9. Implementation Approach  Phase# 1 Enable the Change Management Engine - Configure Solution Manager as the Change Management Engine - Enable monitoring and controlling - Enable Data Suppliers and Controls for processes and associated rules - Typical Timelines: 3 to 4 months  Phase# 2 Initial Program Data Set-up - Scope - Upload initial data for processes, configurations, objects and program artifacts - Establish cross-references, reporting structures and alert monitoring infrastructure - Activate process controls for the target landscape components - Typical Timelines: Overlaps with Phase# 1; ca. 3 months  Phase# 3 Change Management as a Service (ongoing) - Scope - Ensure change management as a service integrated into the PMO operations - Monitoring, controlling and reporting - Change management analytics with compliance reporting Page  9
  10. 10. Do You Have Any Questions? Reach Subodh Jambhekar at: Page  10