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S4C20 SAP S/4HANA Cloud for

Professional Services Prepare Phase

PUBLIC

S4C20 SAP S/4HANA Cloud for Professional Services – Prepare Phase PUBLIC
Revisit SAP Activate Methodology Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA
Revisit SAP Activate Methodology Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA

Revisit SAP Activate Methodology

Transition to SAP S/4HANA Cloud for Professional Services

Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E
Transition to SAP S/4HANA Cloud for Professional Services Understand SAP S/4HANA Cloud System Landscapes Review E2E

Understand SAP S/4HANA Cloud System

Landscapes

Review E2E Professional Services Processes & Roles

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Revisit SAP Activate

Methodology

2

SAP Activate Methodology & Best Practices 2 SAP Activate methodology simplifies and streamlines S/4HANA Cloud
SAP Activate Methodology & Best Practices
2
SAP Activate methodology simplifies and
streamlines S/4HANA Cloud
SAP Best
implementations with the following:
Practices
1. Implementation Methodology
1
3
2. SAP Best Practices
Guided
Implementation
3. Guided Configuration Tools (SSCUI)
Configuration
Methodology
Tools

SSCUI = Self-Service Configuration User Interface

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3

Accelerate SAP S/4HANA Adoption with SAP Activate

(completed by SAP Service Center for scope items without an SSC UI) Accelerators available in:
(completed by SAP Service Center
for scope items without an SSC UI)
Accelerators available in:
For use during
Fit-to-Standard
• Best Practices Explorer
Workshops to
make
configuration
decisions
Guided Configuration =
• Activate Roadmap Viewer
SAP Activate
Methodology
• Cloud Integration & API
Business Hub
Self-Service Configuration User
Interface (SSC UI)

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4

SAP Best Practices & Accelerators

SAP Activate Roadmap Viewer SAP Best Practices Explorer SAP S/4HANA Cloud Starter System • Deliverables,
SAP Activate
Roadmap Viewer
SAP Best Practices
Explorer
SAP S/4HANA Cloud
Starter System
• Deliverables, tasks, and
• SAP Best Practices
• Model company with SAP
accelerators organized
process content & Rapid
Best Practices for your
into each phase of SAP
Activate Implementation
Methodology
Deployment Solution
Accelerators
selected cloud solution are
enabled in the Starter
System at the beginning of
the Prepare Phase
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5

SAP Activate Roadmap Viewer

Structure

Phase Deliverable Deliverable Task Task Task Task Task Task Task Task
Phase
Deliverable
Deliverable
Task
Task
Task
Task
Task
Task
Task
Task

Phases are stages of the project. At the end of each phase, a quality gate

exists to verify the completion of the deliverables.of the project. At the end of each phase, a quality gate Deliverables are outcomes that

Deliverables are outcomes that are delivered during the course of the

project. Several deliverables are included within a phase.are outcomes that are delivered during the course of the A Task is work to be

A Task is work to be performed. One or several tasks comprise a deliverable.A Task

Workstream
Workstream

A Workstream is a collection of related deliverables that show time

relationships within a project and among other streams. Streams can span Streams can span

phases and are not necessarily dependent on phase starts and end.

and are not necessarily dependent on phase starts and end. An accelerator provides assistance in the

An accelerator provides assistance in the form of How-to guides, Best Practice recommendations, prescribed templates, and links to learning materials. Accelerators can be linked to Phases, Deliverables or Tasks . Phases, Deliverables or Tasks.

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6

SAP Best Practices Explorer

Content

SAP Best Practices Explorer Content PACKAGE A selection of scope items that cover the scope of

PACKAGE

A selection of scope items that cover the scope of the next-generation S/4HANA Business Suite or other leading industry or Line of Business segments. Packages are available on cloud or on-premise and can be implemented

fully or partially. The SAP Best Practices for SAP S/4HANA Cloud for Enterprise Management package can be

used for any line of business or industry solution, as it includes the complete enterprise scope of SAP S/4HANA Cloud business processes.

enterprise scope of SAP S/4HANA Cloud business processes. SCOPE ITEMS Typically a pre-defined business process, such

SCOPE ITEMS

Typically a pre-defined business process, such as sales order processing. They represents a Best Practice implementation choice for a customer. Each scope item has a set of accelerators delivering detailed documentation that is used during the implementation project. Scope items require specific building blocks to be implemented.

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Guided Configuration (SSCUI) Manage Your Solution App SSCUI = S elf- S ervice C onfiguration

Guided Configuration (SSCUI)

Manage Your Solution App

SSCUI = Self-Service Configuration User Interface

PUBLIC
PUBLIC

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8

SAP Activate Implementation Approach for Cloud

Old way

Requirements driven

Highly customized solution

Time consuming and costly

Traditional “Can I take your order?”

and costly Traditional “Can I take your order?” © 2017 SAP SE or an SAP affiliate

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Transformative for Cloud

“Let us guide you”

ǀ PUBLIC Transformative for Cloud “Let us guide you” New way • Lead with best practices

New way

Lead with best practices

Rapid, prescriptive, repeatable delivery steps

Rapid, prescriptive, repeatable delivery steps

Accelerated by tools, templates, and predefined content

Enabled for cloud

9

Key Tasks of SAP Activate Implementation Phases

Discover Prepare Explore Realize Deploy Run Continuous innovation with Content Lifecycle Management Project
Discover
Prepare
Explore
Realize
Deploy
Run
Continuous innovation with Content Lifecycle Management
Project
Lifecycle

Experience Trial

SAP S/4HANA Cloud Edition
SAP S/4HANA
Cloud Edition

Fit / Gap based on model company

Scope and

configure

Migrate,

integrate,

extend, test

Onboard and

deploy

Operate, monitor, support

PROJECT MANAGEMENT NOTE: Integration with SAP Solution Manager currently only supported for on-premise, as it is not yet available for the cloud. You can download the business process diagrams from Solution Manager 7.2 into the Solution Manager system, however the final integration in the cloud is not yet available for Solution Manager. SAP Jam is recommended as the best project management tool for Cloud implementations.

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10

How Do SAP Cloud Implementation Projects Differ?

Standardized Solution

Focused scope solutions that allow tailoring to fit the customer’s business and reduce complexity

Project Timeline

Public cloud projects are

initiated immediately following contract signature with go live in 12 to 25 weeks

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Innovation

Upgrades to public cloud solutions automatically applied by SAP every three months

Roles

Customer owns many more

tasks of a public cloud implementation, including data migration, testing, and change

management

System Landscape

Public cloud solutions typically use one test tenant and one production tenant

Handover to Support

Cloud customers are handed

over to SAP Cloud Support for long term system management

11

SAPACTIVATE Methodology

How Customers, Partners and SAP access SAP Activate methodology content

SAP Activate Methodology Jam

SAP Activate Methodology Jam Access @ SAP Methodologies Benefits ▪ Lean and simple, easy to use
SAP Activate Methodology Jam Access @ SAP Methodologies Benefits ▪ Lean and simple, easy to use

Benefits

Lean and simple, easy to use methodology content

Perfect way to get started and learn about the SAP Activate approach

Collaboration with experts and other users (discussion

forums, documents sharing, etc.)

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Roadmap Viewer

Viewer Access @ https://go.support.sap.com/roadmapviewer/ Benefits ▪ SAP Fiori application that provides access to
Viewer Access @ https://go.support.sap.com/roadmapviewer/ Benefits ▪ SAP Fiori application that provides access to

Benefits

SAP Fiori application that provides access to complete methodology content (all tasks and accelerators)

Geared to use in a project, access complete methodology content

Content can also be downloaded into SAP Solution Manager 7.2 as a WBS

12

SAP Activate Methodology Jam Group

Join the exclusive community with the latest content on SAP Activate Methodology!

Community benefits:

content on SAP Activate Methodology! Community benefits: ▪ Learn from our experts on various topics, gaining

Learn from our experts on various topics, gaining key insights, and stay up-to-date on the latest releases

Webinars & events outlining the key topics which help organizations during project phases

Open hours to engage live with our methodology experts

Interactive collaboration with users regarding content, questions, and updates

FREE access to the latest content to help organizations with projects

to the latest content to help organizations with projects Join our community today: http://bit.ly/SAPActivate Current

Join our community today: http://bit.ly/SAPActivate

Current members, access our community by clicking here

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13

Prepare

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14

The Road to SAP S/4HANA with SAP Activate

Prepare Explore Realize Deploy Run Continuous innovation with Content Lifecycle Management Project Lifecycle
Prepare
Explore
Realize
Deploy
Run
Continuous innovation with Content Lifecycle Management
Project
Lifecycle
Migrate,
Operate,
Self-
Scope and
Onboard and
integrate,
monitor,
enablement
Configure
deploy
Self-enablement
Fit to standard
based on model
company
extend, test
support
SAP S/4HANA
cloud

System Landscape

Starter System
Starter System

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15

Key Elements for the Prepare Phase

System provisioning of the Starter System

Customer self-enablement SAP Learning Rooms, Best Practice content

Project setup consider the quarterly releases in schedule

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16

SAP Best Practices & Accelerators

SAP Activate Roadmap Viewer SAP Best Practices Explorer SAP S/4HANA Cloud Starter System • Deliverables,
SAP Activate
Roadmap Viewer
SAP Best Practices
Explorer
SAP S/4HANA Cloud
Starter System
• Deliverables, tasks, and
• SAP Best Practices
• Model company with SAP
accelerators organized
process content & Rapid
Best Practices for your
into each phase of SAP
Activate Implementation
Methodology
Deployment Solution
Accelerators
selected cloud solution are
enabled in the Starter
System at the beginning of
the Prepare Phase
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SAP Learning Journeys (filter by Topic: S/4HANA Cloud)

Click here to view all SAP Learning Journeys
Click here to view all
SAP Learning Journeys

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18

Visit the SAP S/4HANA Cloud Operations website to find the latest SAP S/4HANA Cloud upgrade
Visit the SAP S/4HANA Cloud Operations website to
find the latest SAP S/4HANA Cloud upgrade schedule!

SAP Help Portal

Access guides and documentation updated for each quarterly release via https://help.sap.com/ Select the latest Cloud
Access guides and
documentation updated
for each quarterly release
via https://help.sap.com/
Select the latest Cloud release
• The first two numbers are the last
two digits of the year
• The last two numbers refer to the
number of the month.
• E.g. 1702 = February 2017
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19

Visit the SAP S/4HANA Cloud Operations website to find the latest SAP S/4HANA Cloud upgrade
Visit the SAP S/4HANA Cloud Operations website to
find the latest SAP S/4HANA Cloud upgrade schedule!

SAP Help Portal

upgrade schedule! SAP Help Portal https://help.sap.com/ © 2017 SAP SE or an SAP affiliate company. All

© 2017 SAP SE or an SAP affiliate company. All rights reserved. ǀ

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20

SAP Help Portal  Product Assistance Access detailed configuration information via Product Assistance in the
SAP Help Portal  Product Assistance
Access detailed configuration information via
Product Assistance in the SAP Help Portal.
https://help.sap.com/
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21

My Learning app

Learn more about apps in the Fiori Apps Reference Library
Learn more about apps in the Fiori Apps Reference Library
p Learn more about apps in the Fiori Apps Reference Library • Guided learning content for
p Learn more about apps in the Fiori Apps Reference Library • Guided learning content for

Guided learning content for key- users and end-users.

Covers S/4HANA Cloud business

processes.

Accessible from the My Learning Fiori application on the Launchpad.

Note: Content is not customer-

specific

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Manage Your Solution app

Learn More app

Quick access to training for project teams and

key users

Central access point to learning content

Includes getting started / onboarding content for new users

Allows to choose content by role

Getting Started

Working with the Launchpad

Working with Apps

Configuration & User Management

Role based

Interactive demos

Integration with Learning Hub

Note: This app sends you to the same content as the My Learning app.
Note: This app sends you to the same content
as the My Learning app.

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the same content as the My Learning app. © 2017 SAP SE or an SAP affiliate
the same content as the My Learning app. © 2017 SAP SE or an SAP affiliate
the same content as the My Learning app. © 2017 SAP SE or an SAP affiliate
23
23

Access Content from the My Learning App Offline

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24

Project Team Roles &

Responsibilities

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25

Example A Small / Mid-Size Project Organization

Steering Committee Project Sponsor Project Manager Organizational Data Solution Test Solution Change Application
Steering Committee
Project Sponsor
Project Manager
Organizational
Data
Solution
Test
Solution
Change
Application
Migration /
Architecture
Management
Integration
Management
Loads
and Training
Finance
Sales
Manufacturing
Analytics

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Example B - Program Level

PROGRAM SPONSOR

STEERING

COMMITTEE

STAKEHOLDERS

PROGRAM MANAGEMENT OFFICE

GLOBAL/COMPANY PROGRAM GSM / Partner PROGRAM CONTROLS MANAGER MANAGER BUSINESS TEMPLATE GLOBAL TECHNICAL CHANGE
GLOBAL/COMPANY
PROGRAM
GSM / Partner
PROGRAM
CONTROLS
MANAGER
MANAGER
BUSINESS
TEMPLATE
GLOBAL
TECHNICAL
CHANGE TEAM
PROCESS
PROJECT
ROLLOUT
TEAM
LEAD
MANAGERS
MANAGER
MANAGER
MANAGER

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27

Example C Project Organization

Steering Committee Project Sponsor PMO Business Process Owners Quality Management Program / Project Management
Steering Committee
Project Sponsor
PMO
Business Process Owners
Quality Management
Program / Project
Management
Board of Architects
Value Management
Organizational
Application
Solution
Test
Data
Integration
Component 1
Component 2
Change
Management
Architecture
Management
Management
Management
Management
Platform
Design
Design
Environment
Design
Design
Design
Change
Functional
Build
Build
Support
Execute
Build
Build
Training
Area 1
Functional
Communi-
Infrastructure
Area 2
cation
Functional
SAP Solution
Area 3
Manager

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Example C Process / Functional Teams

Application Management Area 1 Area 2 Area 3 Standard Products … … Business Partner Security
Application
Management
Area 1
Area 2
Area 3
Standard Products
Business Partner
Security
Commercial
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.

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Example C Process / Architecture Teams

Solution Architecture Team Environment & Support & IT/ Basis Infrastructue Environment Infrastructure
Solution
Architecture Team
Environment &
Support & IT/ Basis
Infrastructue
Environment
Infrastructure
Support / IT Basis
Solution Manager
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.
N.N.

Legend

Information

Legend Information

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Board of Architects

Solution Architects

Solution Manager

N.N.

N.N.

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Example C Process / Non-Functional Team

OCM

Sounding Board

Organizational

Change

Management

N.N.

Sounding Board Organizational Change Management N.N. Change & Communication N.N. N.N. Training N.N.

Change &

Communication

N.N.

N.N.

Training

N.N.

N.N.

Legend

Information

Legend Information

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Test Management N.N.

Quality

N.N.

Managementcompany. All rights reserved. ǀ PUBLIC Test Management N.N. Quality N.N. Design N.N. N.N. Execute N.N. company. All rights reserved. ǀ PUBLIC Test Management N.N. Quality N.N. Design N.N. N.N. Execute N.N.

Design

N.N.

N.N.

Execute

N.N.

N.N.

31

Agile Roles & Responsibilities

The Core Team consists of:

SCRUM Master

Process Owner (Product Owner) = Customer representative of the business

Team (SAP & IT customer)

Other supporting roles:

Project Manager

Managers (Sponsor)

Stakeholders

Testers

Architects

Operations

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Testers ▪ Architects ▪ Operations © 2017 SAP SE or an SAP affiliate company. All rights

32

Role Summary

Role Summary SAP What? Process How? Team Priority? Owner Effort? Business SCRUM Master © 2017 SAP
SAP What? Process How? Team Priority? Owner Effort? Business SCRUM Master
SAP
What?
Process
How?
Team
Priority?
Owner
Effort?
Business
SCRUM Master

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Process Owner (Business)

A Process Owner (SCRUM Product Owner) represents the Business

A Process Owner is responsible for the success of the SAP implementation from the business perspective . Therefore, he has the right to make all relevant decisions on content and priorities for the SAP implementations.

He owns the Project Backlog (SCRUM: Product Backlog)

He decides on the “What has to be implemented” and on the Priority, the team answers “How this can be implemented” and how long this will take.

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Implementation Team

The team members build the product that the customer is going to consume. The team is usually 5 to 10 people.

Gives answer to the Process Owner how the project backlog can be implemented

Gives answer to the Process Owner how much effort is needed/wish

Use as many SAP standard Accelerators as possible

Helps Process Owner to understand the SAP system

A Team can also incorporate the customers IT SAP experts, Testers, Training Experts, Documenters depending on what has been agreed with the customer

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SCRUM Master

Ensures that the team is fully functional, productive and has focus.

Enables close cooperation across all roles and functions and removes barriers.

Shields the team from external interferences.

Ensures that the process is followed. Invites to daily standup meeting, iteration review and planning meetings.

Ensures a successful Scrum process in a project.

He is a pure process facilitator, motor and motivator of the team

Plus generic project management tasks as to PMM

Resource Allocation,

Conduct Kick-off,

High-Level project plan

Implementation standards

Level of documentation (which documentation is needed?)

Issue & Escalation procedure,

Project tools,

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Enhancement & modification standards, Transport Management, Project Charter, Organizational Change Management

36

Critical success factor: Scrum Master

Scrum Master

Each team has its own Scrum Master who ensures that the team adheres to Scrum process, values and rules.

Facilitates team work and status by organizing daily scrum/stand-up meetings.

Prepares together with Product Owner and team the sprint & release planning .

Monitors progress of sprint & release backlog.

Protects the team by external interference & removes obstacles that prevent the team to proceed at max pace.

Provides the team with watever the team needs to be more productive.

It is the SCRUM master that works for the team, not the other way round.

Co-located with the team.

SCRUM master is the interface“ to project stakeholders not direclty working with the team.

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Agile Project Governance

Work Stream / Scrum Team 1 e.g. Finance Scrum Master (s) responsible for consistent scrum
Work Stream /
Scrum Team 1
e.g. Finance
Scrum Master (s)
responsible for consistent
scrum execution and
standards,
1 for 3 scrum teams
Work Stream /
Scrum Team 2
Sales and Distribution
Work Stream /
Scrum Team 3
Manufacturing
Scrum of
Scrums Scrum 1-n of
Scrums 2
Work Stream /
Scrum Team 4
Procurement
Focus on integration topics and
cohesive solution build,
Consists of the lead consultants
and product owners from the
individual scrum teams

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Executive Steering

Committee

Strategically directs

project

Agile Coach Guides through the execution of the overall Agile program Core Team, Project Manager,
Agile Coach
Guides through the
execution of the
overall Agile
program
Core Team,
Project Manager,
Chief Product Owner,
Chief Architect,
Agile Coach
Core Team
Focus on program
leadership, backlog
management,
planning and
decision making,
38
guiding principles

38

Working with parallel Scrum teams

Regular cadence of meetings between

SCRUM Masters of all

SCRUM teams

Goal is to coordinate and align work; highlight dependencies; discuss cross-topics

SCRUM Masters have responsibility to debrief their respective teams on the results

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Scrum Master Finance Chief Product Owner Scrum Master Weekly or Biweekly Product Sales and Owner
Scrum Master
Finance
Chief Product Owner
Scrum Master
Weekly or
Biweekly
Product
Sales and
Owner
Product
Meeting
Product
Distribution
Owner
Owner
Agile
Coach
PM Review
(Daily)
Scrum Master
Scrum Master
Project
Manager
Manufacturing
Technical
Scrum of Scrums
(Weekly or
biweekly)
Product
Solution
Owner
Procurement
Architect
Product
Owner
39

39

Example: SAP Agile Team- Who are the chickens & pigs?

Scrum Master Technical support Business Product Owner Process Operational support Expert Agile Coach SAP
Scrum Master
Technical
support
Business
Product Owner
Process
Operational support
Expert
Agile Coach
SAP Functional
Tester
Expert
SCRUM Team
Solution
Architect
Optimal team size:
7 +/- 2 people
Scrum of
Authorization
Technical
Scrums
Expert
Expert
Training
Expert
Technical
Expert
Project Manager

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How to start scaling Agile teams

Guiding Principles Global Agile Programs – Start with a small core team to setup project
Guiding Principles Global Agile Programs
– Start with a small core team to setup project structure and identify
initial product back log
– Onboard team members gradually over time and identify leads and
coaches as scrum teams are build out
– Stick to the agile principles but replicate them in “scrum of scrums”
– Identify a core team to focus on planning activities
– Identify a dedicated integration team to focus on integration aspects
including architecture, functions, technology and organizational
change management
– Leverage a hierarchical product backlog that has multiple product
owners and is decomposed into work stream backlogs
– As necessary start with a pilot project to demonstrate Agile success
41

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Scrum of Scrum Backlog Development

• Feature A • Feature A • Feature F • Feature B • Feature E
• Feature A
• Feature A
• Feature F
• Feature B
• Feature E
• Feature H
Product Owners
• Feature F
• Feature C
• Feature I
Product Backlogs
• Feature G
• Feature D
• Feature J
• Feature E
• Feature A
• Feature G
• Feature B
• Feature I
Program
• Feature C
• Feature H
Product Backlog
• Feature D
• Feature J
• Feature E
Finance
Sales and •
Feature F
Manufacturing
Procurement
• Feature A1
Work Stream
Distribution
• Feature A3
• Feature A4
(Org.)
Product Backlogs
• Feature A2
• Feature F
• Feature H
• Feature B
(Scrum teams)
• Feature D
• Feature G
• Feature I
• Feature C
• Feature E
• Feature J
• Sprint 0 (A)
• Sprint 0 (A2)
• Sprint 0 (A3)
• Sprint 0 (A4)
• Sprint 1 (B1)
Work Stream
• Sprint 1 (D)
• Sprint 1 (F)
• Sprint 1 (H)
• Sprint 2 (B2)
Sprint Backlogs
• Sprint 2 (E1)
• Sprint 2 (G1)
• Sprint 2 (I)
• Sprint 3 (C)
(Scrum teams)
• Sprint 3 (E2)
• Sprint 3 (G2)
• Sprint 3 (J)
42
Priorities
Priorities
Priorities
Priorities

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42

Scaling Agile Product Ownership Complexities

Chief Product Owner Finance Sales Process Manufacturing Procurement Process Owner Owner Owner Owner  Product
Chief Product
Owner
Finance
Sales Process
Manufacturing
Procurement
Process Owner
Owner
Owner
Owner
 Product ownership can be complex in large
organizations.
Planning
Assets
Experts
Management
 Establish product ownership hierarchy to involve
all key stakeholders in the right stages of the
project.
 Align the SCRUM teams with the product owners
for maximum impact.
43

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43

Sample Project Organization - Recommendation

Steering Committee Project Sponsor PMO Business Process Owners Quality Management Program / Project Management
Steering Committee
Project Sponsor
PMO
Business Process Owners
Quality Management
Program / Project
Management
Board of Architects
Value Management
Organizational
Application
Technological
Test
Data
Integration
Component 1
Component 2
Change
Management
Architecture
Management
Management
Management
Management
Platform
Design
Design
Environment
Design
Design
Design
Change
Functional
Build
Build
Support
Execute
Build
Build
Training
Area 1
Functional
Communi-
Infrastructure
Area 2
cation
Functional
Solution
Area 3
Manager

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Program Manager

Responsibilities:

Program Manager ▪ Responsibilities: – The Program Manager is the management focal point between the customer,

The Program Manager is the management focal point between the customer, strategic partners and SAP during the implementation and support of SAP global, multi-site and multi-project business processes plus solutions.

Tasks:

Participate in program planning activities and oversee the delivery of multiple projects related to successful program execution.

Customer:

Leverage relationships with customer executive management, customer functional directors and partners

Work with customers as a key and influential member of their business planning teams to ensure a continuing delivery of outcomes through SAP solution and

delivery teams

Work closely with the Program Sponsors and Program Review Boards to facilitate decisions necessary for program delivery.

Translate generalized customer business goals and objectives into concrete program strategy and tactical plans.

Support those in the business solution architecture role in defining the global SAP strategy with the customer

Evaluate complex situations accurately and identify viable solutions that create successful outcome for the customer.

Resolve political, resource, budgeting, change and legal issues affecting the program.

Proactively manage program stakeholder satisfaction to secure customer success story.

Serve as mentor / advisor / decision-maker to project managers for the program for issues related to corporate politics, external politics, client relations, project

quality, and project risk.

Special Knowledge:

Substantial knowledge in project management methodology and long term experience in managing projects

Reporting to:

Steering Committee, Program Sponsor, Executive Board

Corresponding customer Role:

Customer Program Manager

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Project Manager

Responsibilities:

Project Manager ▪ Responsibilities: – The Project Manager is responsible for the overall management of standard

The Project Manager is responsible for the overall management of standard implementation and industry solution projects throughout its lifecycle

Tasks:

Participate in the project planning activities and manage the execution of projects according to plan

Manage relationship with project stakeholders, including internal and external clients, keeping stakeholders informed of progress and issues in order to manage expectations on all project requirements and deliverables.

– Manage and communicate a clear vision of the project’s objectives, and motivate the project team to achieve them; create a project environment that enables peak performance by team members.

Proactively identify changes in work scope and ensure appropriate planning measures are taken with internal and external stakeholders to reassess and amend the scope of work requirements, budget and timeline.

Manage the financial aspects of the project: budgeting and estimate to actual variance.

Analyze risk, establish contingency plans and identify trigger events and responsibilities for initiating mitigating action.

Determine what constitutes successful closure for all parties. Gain acceptance and sign-off by all parties when closure is attained.

Proactively manage project stakeholder satisfaction to position and secure customer reference and success story.

Ensure proper use of project management methodology, standards, tools, processes and procedures

– Coach to clarify assignments and deliverables to project team; review quality of work and manage integration of team members’ work; provide performance input to project team members’ functional management.

Maintain work-life balance for the team - ensure breaks at defined milestones for leave, training etc.

Performance appraisal of the team members

Special Knowledge:

Substantial knowledge in project management methodology and experience in managing projects

Reporting to:

Steering Board, Consulting Manager

corresponding customer role:

Customer Project Manager

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Program/Project Management Office (PMO)

Responsibilities:

Management Office (PMO) ▪ Responsibilities: – The Program / Project Office is responsible for the

The Program / Project Office is responsible for the professional operation of the program-/project office regarding to the following tasks.

Tasks:

Arrange meetings for project team including co-ordination of project team meetings and external events.

Co-ordinate travel arrangements for the team.

Book meeting rooms / venues for the team.

Deal with general telephone and e-mail queries for the project team with the assistance of the team.

Monitor the status of the project and distribute information accordingly to respective team members.

Project controlling tasks including reporting/statistics.

Communication with customers in the name of the project team.

Content-related tasks such as presentation preparation for team or customer meetings.

Act as a Financial Project Analyst is the focal point to capture and report financial and other metrics of engagement(s) and/or project(s).

Special Knowledge:

knowledge in project management methodology

Business Knowledge

Reporting to:

Program Manager, Project Manager corresponding customer Role:

customer project office assistant

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Quality Manager

Responsibilities:

Quality Manager ▪ Responsibilities: – The Quality Manager ensures compliance of the QMS at the project

The Quality Manager ensures compliance of the QMS at the project level in an independent capacity and escalates quality related issues to Project Manager, Country Delivery Stakeholder Manager, Regional Delivery Stakeholder Manager and other key stakeholders.

Tasks:

Prepare the Quality Plan and ensure that it is approved

Define quality goals and quality gates

Define the quality activities (project processes, tests, reviews, monitoring and control, issue and error handling and reporting) in a QM plan to reach the quality goals

Planning, establishing and optimization of project processes (scope management, change management (technical), release management, risk management)

Ensure that Quality Control activities are performed and that defects are tracked to closure

Report the Quality related risks and issues on a periodic basis

Facilitate the root cause analysis meeting for defects and problems

Assessing maturity of a clients QM organization and QM processes based on international QM standards

Define requirements and coordinate setup of the technical test environment, test data management, test tool selection

Provide training/orientation to project team on QMS/processes

Special Knowledge:

Substantial knowledge and experience in quality assurance

Business Knowledge

Reporting to:

Directly to the Program / Project Manager.

Corresponding customer Role:

Customer Quality Manager

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Business Consultant (Value Expert)

Responsibilities:

Responsible for the execution of value delivery activities regarding to the following tasks

Tasks:

activities regarding to the following tasks ▪ Tasks: – Serve as primary architect of the value

Serve as primary architect of the value attainment model for given SAP-focused transformational efforts

Link value drivers in the transformational business case with the business Solution Validation

Develop the value scorecard and educating key business process owners and program management on how to measure and monitor value achievement through post go live realization

Special Knowledge:

Substantial knowledge and experience in value management

Business Knowledge

Reporting to:

Program-/Project Manager or if agreed directly to the steering board.

corresponding customer Role:

Customer Project Manager

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Business Consultant (Value Expert)

Responsibilities:

Business Consultant (Value Expert) ▪ Responsibilities: – Responsible for the execution of value delivery activities

Responsible for the execution of value delivery activities regarding to the following tasks

Tasks:

Serve as primary architect of the value attainment model for given SAP-focused transformational efforts

Link value drivers in the transformational business case with the business Solution Validation

Develop the value scorecard and educating key business process owners and program management on how to measure and monitor

value achievement through post go live realization

Special Knowledge:

Substantial knowledge and experience in value management

Business Knowledge

Reporting to:

Program-/Project Manager or if agreed directly to the steering board.

corresponding customer Role:

Customer Project Manager

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Board of Architects

Bridging the Gap between Business & IT

SME SME
SME
SME
Enterprise Architecture (formal) SME SME SME Technical Business SME Architecture Process ( technical )
Enterprise
Architecture
(formal)
SME
SME
SME
Technical
Business
SME
Architecture
Process
( technical )
Architecture
( functional )
SME
SME
SME

Enable process change from a technical and infrastructural perspective

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or an SAP affiliate company. All rights reserved. ǀ PUBLIC Manage overall alignment of Business, Information

Manage overall alignment of Business, Information and Technical Architectures

Drive process innovation i.e transfer business process requirements into technical design

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Enterprise Architect

(SOA Engineer)

Responsibilities:

Enterprise Architect (SOA Engineer) ▪ Responsibilities: – The Enterprise Architect main goal is to support customers

The Enterprise Architect main goal is to support customers to cover the SOA transition aspects that comes with implementing SAP latest

<industry> offerings

SOA Engineer Special Knowledge:

Brings high technological experience (SAP and non SAP) common in <industry> environments

Brings high level of knowledge in SOA/eSOA principles.

Comes with a firm understanding on the SAP <industry> /technology platform product capabilities and architecture.

Brings high interpersonal, leadership and methodological skills

Tasks:

The Enterprise Architect assures that SOA concepts are defined correctly and works as part of the architecture team during the definition and implementation of the overall solution, including embedding it into the customer existing environment

Act as a trusted advisor and design large scale transformations; program mgmt

Build solutions by independently researching valid implementation options

Accomplish and identify solutions for defined project tasks during planning, implementation, configuration, and testing

Sets up sub-topic expert groups and assigns leads for each expert group

Reporting to:

Program Manager/Project Manager

Board of Architects

corresponding customer Role:

Architect, Technical Expert

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Business Solution Architect

Responsibilities:

Business Solution Architect ▪ Responsibilities: – The Business Solution Architect’s (BSA) main goal is to create

– The Business Solution Architect’s (BSA) main goal is to create the best overall strategic system landscape for the customer, including legacy systems and modern SAP solutions

Tasks:

Detailed design of industry-specific / corporate customer processes based on SAP product-family, ISV-components and customer-specific development, that maps to the current or future customers process-, application- and system landscape, including proposals for software-decisions

Review of business processes and corresponding mapping into IT architecture, create documents of business requirements, analyze and define requirements for customer-specific development needs or integration requirements

Design architecture based on process requirements, application and system landscape

May also recommend improvements in the existing business process and define customer-roles to execute the according process

Map and validate performance indicators

Support implementation phase and assist with the development of project requirements, scope and acceptance testing

Generate business cases and assists in defining project benefits/costs and participates in project reviews.

Special Knowledge:

– In order to do this the BSA needs solid understanding of SAP product offering and it’s interoperability with other components as well as high level understanding of interface technology.

– Strong interpersonal skills are needed to understand the customer’s as is situation and real pain points.

– Since understanding capabilities and pitfalls of legacy systems is essential, a robust experience in the customer’s industry and typical legacy systems / custom coded applications are very important.

Reporting to:

Program Manager, Project Manager

Corresponding customer Role:

Business Solution Architect, Business Process Owner, Business Process Expert

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Technology Architect

Technology Architect ▪ Responsibilities:   – The Technology Architect’s (TA) main goal is to create

Responsibilities:

 

The Technology Architect’s (TA) main goal is to create the best overall strategic system landscape for the customer, including legacy systems and modern SAP solutions. The TA designs and optimizes enterprise wide deployment of SAP technology solutions. In order to do this the TA ne eds solid understanding of SAP product offering and it’s interoperability with other components as well as high level understanding of interface technology.

Tasks:

 

IT-Process implementation across all related IT-components

Develops value-based business cases for customers

Define detailed Solution Validation for development requirements

Plan, schedule, and coordinate activities related to system development projects

Develop and review scope of technological work

Act as a sounding board for project technological strategies

IT-components specific expert consulting

Provide technical direction

Provide system or technical development expertise to the technical resource team

Consult and mentor technical resources concerning methods, procedures, and standards to be used during design, development, and unit testing phases of system

 

development projects

 

Support of operating system and support for system optimization

Reporting to:

 

Program Manager

 

Project Manager

 

Board of architects

Corresponding customer Role:

Technology Architect, Business Solution Architect

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Project Team Lead

Responsibilities:

Project Team Lead ▪ Responsibilities: – Responsible for defining, planning, tracking and managing their respective

Responsible for defining, planning, tracking and managing their respective sub-project, for identifying key resources and providing the direction they require in

order to meet defined objectives

Tasks:

Participate in the project planning activities and manage the execution of the sub-projects according to plan

Manage relationship with project stakeholders, keeping them informed of progress and issues in order to manage expectations on all the sub-project requirements and deliverables.

Create a project environment that enables peak performance by team members.

Proactively identify changes in work scope and ensure appropriate planning measures are taken to reassess and amend the scope of work requirements, budget and timeline.

Analyze risk, establish contingency plans and identify trigger events and responsibilities for initiating mitigating action.

– Coach to clarify assignments and deliverables to project team; review quality of work and manage integration of team members’ work; provide performance input to project team members’ functional management.

Reporting to:

Program-/Project Manager

Corresponding customer role:

Customer Business Expert

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Application Consultant …

Application Consultant … ▪ Responsibilities: – Responsible for the objectives and deliverables of this subproject

Responsibilities:

Responsible for the objectives and deliverables of this subproject

Tasks:

Application specific expert consulting

SAP Industrial Solution (…)

SAP Industrial Components (…)

Definition of final processes, calculation and parameterization

Performance of feasibility studies / solution reviews

– Primary contact person for business and technical realization of requirements regarding to …

Understands and ensures that quality standards are met

– Understands and ensures that quality standards are met ▪ Special Knowledge: – SAP Industrial Solution

Special Knowledge:

– SAP Industrial Solution (…)

– SAP Industrial Components (…) -

Reporting to:

Program-/Project Manager

Corresponding customer role:

Customer BP Expert

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Technology Consultant

Responsibilities:

Responsible for analyzing and realization of requirements regarding hardware.

The Technology Consultant is responsible for the operations of IT landscape.

Tasks:

Definition of the Operational Production System Environment

Detailed planning of IT- implementation

IT-Process implementation across all related IT-components

Define detailed Solution Validation for development requirements

IT-components specific expert consulting

Support of operating system

Support for system optimization

Special Knowledge:

Has substantial knowledge in hardware, equipments and platforms.

Technical aptitude to manage the SAP hardware environment.

Reporting to:

Program-/Project Manager

corresponding customer Role:

Customer operations department

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Role: – Customer operations department © 2017 SAP SE or an SAP affiliate company. All rights

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Test Management Consultant

(Test Manager)

Responsibilities:

The Test manager is responsible for reaching the defined and agreed test goals.

Tasks:

for reaching the defined and agreed test goals. ▪ Tasks: – Setting up a test concept,

Setting up a test concept, design of test strategy according the quality goals, test activities and responsibilities, test stages and methods, test case design

Define requirements and coordinate setup of the technical test environment, test data management, test tool selection

Review of project deliverables (test concept, test cases, scripts, test documentation, test reporting, error handling)

Successful identifying, conception and monitoring of the execution of test processes/projects

Monitoring and controlling test process quality and results

Conception and execution of non functional tests (e.g. performance)

Successful execution of test services

Guidance and coaching by defining documentation and conventions

Coordination and administration of all test activities

Issue and error handling and reporting

Automation of regression tests

Special Knowledge:

Substantial knowledge and experience in testing

Knowledge of integration between applications and external systems.

Business Knowledge

Reporting to:

Program-/Project Manager

Corresponding customer Role:

Test Manager, Test Coordinator

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Data Migration Architect

Responsibilities:

Data Migration Architect ▪ Responsibilities: – The Data Migration Architect is responsible for the application and

The Data Migration Architect is responsible for the application and data migration of legacy systems and the transition approach within the project.

Tasks:

Definition and implementation of the strategy and solution to support the migration of legacy data into the SAP Application.

Identification and qualification of source data to satisfy master and transactional data requirements for the SAP Application.

Lead data assessment and mapping activities, and architect the underlying migration framework to extract, transform, validate, enrich and load the legacy source data.

Excute technical leadership on the use of the technology platform and tools to perform the profiling and migration of legacy data.

Planning and managing the efforts of technical developers

Setting up a concept for migration (data and application) and the transition approach regarding to time, costs and risk

Transition planning regarding technical and organizational aspects and coordination with stakeholders

Special Knowledge:

Knowledge of platform and interfaces.

Knowledge of integration between applications and external systems.

Business Knowledge

Reporting to:

Program-/Project Manager

corresponding customer Role:

Team Lead / LoB Managers / BP Owners

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Integration Development Consultant

(Interface)

Responsibilities:

Development Consultant (Interface) ▪ Responsibilities: – The Integration Development Consultant is responsible

The Integration Development Consultant is responsible for the connection of SAP to legacy systems

Tasks:

Uses specification of integration scenarios based on customer business processes in order to do the implementation

Effort estimation based on Solution Validation documents

Analyzing feasibility for new and changed services / interfaces Implementation & coding of services, composites and interfaces based on BPP

Conducts customer workshops

Planning and coordination of integration tests

Reviews of integration aspects

Quality of customer implementation in terms of scalability, reliability and availability

Recipient of knowledge transfer from SAP consultant

Special Knowledge:

Knowledge of platform and interfaces.

Knowledge of integration between applications and external systems.

Business Knowledge

Reporting to:

Program-/Project Manager

corresponding customer Role:

Project Team Lead / LoB Managers

Technical Architect

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Organizational Change Manager

Responsibilities:

Organizational Change Manager ▪ Responsibilities: – The Organizational Change Management (OCM) Manager provides

The Organizational Change Management (OCM) Manager provides primarily strategic advice and direction for managing change arising from the project in the organization, identifies potential risks, creates plans to mitigate the risk and executes the plan.

The OCM Manager identifies whether new teams/structure need to be set up as a result of implementing the new process and as well as how to communicate these changes and what training measures are necessary for the success of the project and the company.

Tasks:

Lead OCM projects

Plan, conceive and implement strategic and operational Change Management measures.

– Coach the customer’s management where processes and systems are changed.

Lead Change Management teams, including external consultants and people from different departments, regions and cultures at the customer.

Support, together with the customer, the Change Management Process by creation of system and business process acceptance and personal motivation at all levels with specific measures.

Design and lead global training sessions and workshops.

Special Knowledge:

Substantial knowledge of OCM

The OCM Manager must have a broad knowledge of the <industry> industry in order to be effective

Reporting to:

Program-/Project Manager

corresponding customer Role:

BP Owner

BP Expert

Team Lead / LoB Manager

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Common Customer’s Responsibilities

Customers comprise Customers can be at all levels of an organization (departments/divisions).

Customers include (comprise) the business departments (units) that identified the need for the project will develop, of course it is frequently not feasible for all the customers to be directly involved in the project.

Primary responsibilities of customer will include:

planning and executing project

managing the project including the timeline, work plan, testing, resources, training and documentation of procedures

providing a clear definition of the business need

the technical identification approach to be used and the deliverables to be furnished at the completion of the project

sign-off on project deliverables

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Common Customer’s roles

According to the type of project, size, its function, there are many groups of people involved in the project lifecycle

All the resources needed for the project team come from the functional structure of organization. The team members also tend to bring applicable business knowledge of the project.

Here are some common customer project roles along with a brief explanation

Customer Steering Committee

Customer Project Sponsor

Customer Project Manager

Project Office

Project Team Leads / LoB Managers Decision Maker

– Project Team Members (Representatives) according to function in Departments (e.g. … Expert, Solution Architect, Technical Architect, Network Specialist, Training Specialist, Legal Adviser, Internal Auditor, Operations, etc.)

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Customer Project Sponsor

Responsibilities:

Customer Project Sponsor ▪ Responsibilities: – Customer Project Sponsor acts as a vocal and visible champion,

– Customer Project Sponsor acts as a vocal and visible champion, legitimizes the project’s goals and objectives, keeps abreast of major

project activities, and is a decision-maker for the project, generally chairs the steering committee on large projects.

Tasks:

Helping to provide resources, helping resolve difficult issues, dealing with organizational politics, etc

Approving strategies, implementation plan, project scope and milestones.

Driving and managing change through the organization.

Prioritizing project goals with other ongoing projects.

Communicating with other key organizational representatives

Participation in and/or lead project preparation/initiation; the development of the Project Charter.

Taking appropriate decisions and final decision that are within the scope of the project

Participation in project planning (high level) and the development of the Project Preparation (Initiation Plan).

Delegating any of the above responsibilities to other personnel either on or outside the Project Team

Providing support for the Project Manager; assists with major issues, problems, and policy conflicts; is active in planning the scope; approves scope changes; signs off on major deliverables;

Reporting to:

Steering committee

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Customer Steering Committee

Responsibilities:

Customer Steering Committee ▪ Responsibilities: – Depending on how the project is organized, the steering committee

Depending on how the project is organized, the steering committee can be involved in providing resources, assist in securing funding, act

as liaisons to executive groups, and fill other roles as defined by the project

Customer Steering Committee generally includes management representatives from the key departments of organization involved in the project oversight and control

This group will provide executive level leadership and have the larger institutional vision perspective. The Steering Committee will make institutional policy decisions as necessary to ensure the success of the project.

Tasks:

Meet regularly to review project plan impact on their departments

generally they approve project deliverables,

provide resolve issues and policy decisions,

Steering the project to completion in an orderly and progressive manner

Assist in testing, training and implementation planning and support

Review and approve scope changes, and provide direction and guidance to the project.

Participants:

Project Sponsor (Chair)

Program/Project Manager

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Customer Project Manager

Responsibilities:

Customer Project Manager ▪ Responsibilities: – The Project Manager will ensure that the project has a

The Project Manager will ensure that the project has a clear purpose and that every core team member understands that purpose. They will ensure that each team member has a clear role and that their resources have been agreed with their line manager, clarifying the goals of the project and ensuring that every action is moving the project towards those goals

Tasks:

Provide advice and strategic direction

Create, schedule, assign and follow-up tasks

Hold project work team accountable for implementation

Steer the project to completion in an orderly and progressive manner

Resolve issues referred from budget resource manager and resource managers

Review scope changes and change requests

Meet with project work team

Serve as communication conduit

Coordinate with budget resource manager, ongoing budget process and documentation

signs off on approvals to proceed to each succeeding project phase

Reporting to:

Project Director

Steering Committee

Corresponding supplier Role

Project Manager

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Customer Quality Manager

Responsibilities:

Customer Quality Manager ▪ Responsibilities: – responsible for processes and procedures that ensure required levels

responsible for processes and procedures that ensure required levels of quality are achieved

Tasks:

Prepare the Quality Plan and ensure that it is approved

Define quality goals and quality gates

Define the quality activities (project processes, tests, reviews, monitoring and control, issue and error handling and reporting) in a QM plan to reach the quality goals

Planning, establishing and optimization of project processes (scope management, change management (technical), release management, risk management)

Ensure that Quality Control activities are performed and that defects are tracked to closure

Report the Quality related risks and issues on a periodic basis

Provide training/orientation to project team on QMS/processes

Reporting to:

Project Manager

Internal Auditor

corresponding customer Role:

Quality Manager

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Customer Team Lead / LoB Managers

(Decision Makers)

Responsibilities:

Lead / LoB Managers (Decision Makers) ▪ Responsibilities: – Responsible for day-to-day management of their portion

Responsible for day-to-day management of their portion (e.g. loans, deposit, IT, Risk etc.) of the overall implementation project

Customer Team Lead / LoB Managers (Decision-Makers) are those members of the project who have been designated to make project decisions on behalf of major business units that will use, or will be affected by, the product or service the project will deliver

Responsible for achieving consensus of their business unit on project issues and outputs, and communicating it to the Project Manager.

Responsible for developing, coordinating and managing multiple aspects of the project

Tasks:

Ensure proper skill-set availability for project team members

Status and progress reporting risk, issues, scope changes and quality concerns

Monitor their progress against the plan appropriately and regularly

Attending project meetings as requested by the Project Manager,

creating a realistic plan for their part of the project

Co-ordinate those activities to meet that plan and will deal with any changes in a systematic way

Planning the assigned activities in more detail if needed

Completing assigned work within timeline and quality expectations

Reporting to:

Project Manager

Corresponding Supplier Role:

Project Team Lead

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Customer Business Process Architecture Roles

Customer Business Process Architecture Roles SME SME Enterprise Architecture (formal) SME BP Owner SME Technical
SME SME Enterprise Architecture (formal) SME BP Owner SME Technical Business Architecture Architecture (
SME
SME
Enterprise
Architecture
(formal)
SME
BP Owner
SME
Technical
Business
Architecture
Architecture
( technical )
Business
Process
Expert
SME
Application
Manager
Solution
Architect

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Customer Solution Expert

(Business Solution Architect)

Customer Solution Expert (Business Solution Architect) ▪ Perspective:   – Solution Expertise covering

Perspective:

 

Solution Expertise covering all Scenes of the application lifecycle (design, implementation, configuration, quality assurance, application support, enhancement)

Responsibilities:

 

Responsible for translating the business requirements into a specification, depending on the platform chosen for the software project. This is interface between projects and business partners.

Responsible for understanding current and future processes

Tasks:

 

Review of business processes and corresponding mapping into IT architecture, create documents of business requirements, analyze and define requirements for customer-specific development needs or integration requirements

Design architecture based on process requirements, application and system landscape

Map and validate performance indicators

Support implementation phase and assist with the development of project requirements, scope and acceptance testing

Generate business cases and assists in defining project benefits/costs and participates in project reviews

Reporting to:

 

Project Managers

Team Lead / LoB Managers (different departments)

Corresponding supplier Role:

Business Solution Architect

Team Managers (different departments)

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Customer Technical Manager (IT)

(Technology Architect)

Perspective:

Manager (IT) (Technology Architect) ▪ Perspective: – Responsible for the "Business of IT" from

Responsible for the "Business of IT" from Setting its Strategy to Managing its Operations based on standardized practices and KPIs

Responsibilities:

Responsible for providing an overall view for technological strategy focus and ongoing technological development

Tasks:

Owns and drives implementation of technological strategies

Responsible for the cost effectiveness and value contribution of the IT Organization

Anticipates future technical direction for company

Defines and implements the IT-Process across all related components

Develop and review scope of technological work

Provide leadership and guidance to the technical resource team

Consult and mentor technical resources concerning methods, procedures, and standards to be used during design, development, and unit testing phases of system development projects

Reporting to:

Program Manager

Project Manager

Board of architects

Corresponding supplier role:

Integration Management Lead, Technological Architecture team lead

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Customer Business Process Owner

Perspective

Customer Business Process Owner ▪ Perspective – Accountability for Value Realization of Processes, Management and

– Accountability for Value Realization of Processes, Management and "Dashboard” perspective

Responsibilities:

Primary responsibility is in LoB Role

The central point-of-contact for a specific business process with an end-to-end responsibility for the whole Process Management Lifecycle to ensure a best-in-class process.

Tasks:

Act in his/her primary LoB Role

Define process goals based on the companies' strategy and business objectives

Drive continuous improvement derived from performance deviation regarding company needs

Ensure compliance (e.g. to SOX)

Provide results reporting

Reporting to:

Program/Project Sponsor, Board of Architects

Corresponding supplier Role:

Business Solution Architect

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Customer Business Process Expert

Perspective:

Responsibility for the optimization of processes throughout their lifecycles (from Analysis thru Design, Implementation, Execution and Innovation)

Responsibilities:

Execution and Innovation) ▪ Responsibilities: – The BPXer can most simply and accurately be defined as

The BPXer can most simply and accurately be defined as a person with the ability to quickly understand business needs and translate that understanding into a form that leads to the creation and/or composition of better solutions.

Process experts are the people who lead the team executing the process and using the software that keeps track of it. These are the people who know the ins and outs of the existing solutions and can point to specific shortcomings and strengths in the way things are automated.

Tasks:

Drive improvement projects

Identify customer (internal or external) requirements (Analyze phase)

Analyze and document as-is process and process interfaces (Analyze phase)

Discover process gaps (Analyze phase)

Derive improvement potentials (Design)

Establish process performance measurement system to be able to constantly control and report end-to-end process performance (Design)

Contribute to process community

Develop and maintain best process management approach for Business and IT (PML)

Provide expertise in change management, process management and project management

Develop process standards and evaluate tools as needed

and support other roles

Reporting to:

Business Process Owners, Board of Architects

Corresponding Supplier Role:

Business Solution Architect

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Customer Technical SME

Responsibilities:

Customer Technical SME ▪ Responsibilities: – Responsible for management and support of the various environments

Responsible for management and support of the various environments (hardware and software components) during the implementation of project and consulting with members of the project team to analyze operational procedures, defining technical components of a business solution with responsibility for the technical architecture of the solution

Tasks:

Data Migration and Interfaces with other systems.

Reporting configuration and deployment of components.

Set up and maintenance of security rights and access permissions.

Contributing to technical strategy, policy and procedure.

Development and operation of technical testing programmes.

Production of technical documentation to agreed quality standards.

Reporting on progress/issues to Project Team

Install and upgrade server and application software of project together with co-operation with supplier

Assist technical resources with database design

Provide assistance to members of project with software-related issues or problems

Reporting to:

Project Manager

Project Team Lead / LoB Managers

Corresponding supplier role:

Team Leads

Applications consultant

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Customer System Administrator /

Technical Infrastructure

Perspective:

Administrator / Technical Infrastructure ▪ Perspective: – End user of IT operations responsible for all technical

End user of IT operations responsible for all technical aspects of implementation and operations

Responsibilities:

Responsible for management and support of the various environments (hardware and software components) during the entire lifecycle of technical solutions.

Consults with technical and solution experts to identify necessary the operational procedures and technical components needed for of a business solution. Responsibility for the technical architecture of the solution

Tasks:

Identify appropriate software/hardware components based on business solutions requirements

Provide application software change control across the different environments

Provide technical system support across all phases of solution landscape planning and system operations

Identify, analyze, and resolve technical problems with applications

Install and upgrade server and application software in collaboration with suppliers

Data Migration and Interfaces with other systems

Development and operation of technical testing procedures

Reporting configuration and deployment of components.

Reporting to:

Project Managers

Team Lead / LoB Managers (different departments)

Corresponding supplier Role:

Business Solution Architect

Team Managers (different departments)

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Customer Test Coordinator

Responsibilities:

Responsible for the execution of the project test plan.

Tasks:

Preparing of testing scenarios

Validating and reporting system defects

Obtaining final users acceptance and sign-off test results

Monitoring and controlling test process quality and results

Coordination and administration of all test activities

Conception and execution of non functional tests (e.g. performance)

Issue and error handling and reporting

Reporting to:

Project Manager

Project Team Managers

Corresponding supplier role:

Test Manager

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Customer Team Members

Responsibilities:

Customer Team Members ▪ Responsibilities: – They are employees of the business units (departments/divisions) who are

They are employees of the business units (departments/divisions) who are identified and made available to the project for their subject/functional area

– Their responsibility is to accurately represent their business units’ needs to the Project Team,

Responsible for validation of the deliverables that describe the product or service that the project will produce.

Tasks:

Their have specialist knowledge or expertise, represent their own of the business units

Bring specialist knowledge and advice to the others members of team

They will also have to complete the work assigned to them by the Team Managers.

Report back to the team on their assignments

Contribute fully to the project, sharing knowledge and expertise

Provide functional expertise in an administrative process

Work with users to ensure the project meets business needs training staff as needed

Documentation and analysis of current and future processes/systems

Identification and mapping of information needs

Defining requirements for reporting and interfacing

Testing the product or service the project is developing, using and evaluating it while providing feedback to the Project Team/ Team Managers.

Reporting to:

Project Team Managers

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Customer Education Coordinator

Responsibilities:

Responsible for developing the training program

Tasks:

Responsible for developing the training program ▪ Tasks: – Preparing and designing training scenarios and content

Preparing and designing training scenarios and content

Preparing supporting documentations

Provide team and end user training during implementation of project on the new system

Service during the initial implementation and possibly on an ongoing basis

Reporting to:

Project Manager

Project Team Managers

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Service Desk

Responsibilities:

Service Desk is a customer IT function that supports several IT operating processes, depending on the nature of the task. The function

should be knowledgeable about the business IT operations processes, used tools and the IT organization responsibilities within operations support .

– For Incident Management, it is the single point of contact (“SPOC”) for end user and key users if incidents arise

Tasks:

Assist in the distribution and configuration of workstations for users

Provide support for network problems, firewall problems, security problems, and access issues.

Provide help desk support during and after the implementation of the new project

Tickets in IT support tool are created and the relevant data are documented, 1st level support is usually provided, On demand incidents are dispatched for further processing and incidents are monitored, especially very high priority issues are tracked actively

Maintaining and usage of FAQ and other knowledge data bases for 1st level user support

Reporting to:

Service Desk manager

Program/Project Manager

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<Industry> as Customer in Project

Depending on organizational structure of the customer and the nature of the project we can describe the various roles in the project team and specifies the area of responsibility.

Project roles/resources usually will have been identified as part of the planning processes (see; Phase 1 Project Preparation).

The resources/roles will normally change during the project and team structure will be adjusted at each

phase to meet the evolving nature of the project.

We can distinguish many different roles in addressing a full business solution. Some of these will form the core full-time project team but others will be part-time specialists or representatives of various groups (departments/divisions in <Industry>) interested in the project.

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Organizational Structure of <Customer> example

Human

Resources

Department

Legal

Department

Internal

Audit

Department

Budget and

Accounting

Department Administrati on and Logistic

Department Marketing

and

Communicat

ion

PUBLIC

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General Assembly of

Bank Council

Managing Board

Retail

Banking

Accounting

and

Operation

Department Lending Department

Private

Banking & Wealth Managment

Corporate

banking

IT and

Information

Systems

Department

s Risk

Manag.and

Trans.Supp

ort Department

Branches

Finance &

Operations

Department

Treasury

Department

Cash and

Payments

System

Department

Structured

Finance

Department

M&A

Advisory

Financial

Department

Market

Department

81

Sample Project Organization

Sample Project Organization Steering Committee: Executive Sponsor Business Owners IT Owners Representatives (SAP)

Steering Committee:

Executive Sponsor

Business Owners

IT Owners

Representatives (SAP)

IT Owners

Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor

Executive Sponsor

Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor
Executive Sponsor

Business Owners

Customer Stakeholders by functional

area in scope

Project Management Office

Customer PM

SAP PM

in scope Project Management Office Customer PM SAP PM Functional Team Development Global Delivery OCM Team
in scope Project Management Office Customer PM SAP PM Functional Team Development Global Delivery OCM Team
in scope Project Management Office Customer PM SAP PM Functional Team Development Global Delivery OCM Team
in scope Project Management Office Customer PM SAP PM Functional Team Development Global Delivery OCM Team
Functional Team Development Global Delivery OCM Team Integration Technical Solution Manager Leads Team Leads
Functional Team
Development
Global Delivery
OCM Team
Integration
Technical
Solution Manager
Leads
Team Leads
Center (GDC)
Leads
Team Leads
Team Leads
(Methods & Tools)
Customer Lead
Customer Lead
Offshore
Customer Lead
Customer Lead
Customer Lead
Customer Lead
SAP Lead
SAP Lead
SAP PM
SAP Lead
SAP Lead
SAP Lead
SAP Lead
Integration
Basis /
Customer
Communication
Training
Customer Subject
Testing
NetWeaver
SAP Consultant
Developer
Matter Expert
Data
Security &
Org Change
Migration
Administration
Management
Java Developer
Customer Subject
SAP Consultant
Matter Expert
Cutover
Support Desk
ABAP Developer
Customer
Customer
Enterprise
SAP Support Roles
Business System
Business System
Portal
Name other SAP team
Analyst or
Analyst or
members who provide limited
System Analyst
System Analyst
or remote support (e.g., FPA,
XI Middleware
BI
PDM, Safeguarding, etc.)
Legend
UI Designer
Customer
Vendor
Open Project Roles
GDC On-site
Coordinator

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Steering Committee Responsibility

Plan / communicate 
Plan /
communicate

Translate business strategy into an executable realistic plan

Create a vision that motivates “Why change?”

Communicate importance to

the organization

Engage in critical decisions

Create / communicate guiding principles

Develop a risk mitigation plan

guiding principles  Develop a risk mitigation plan Execute  Allocate best and brightest  Balance
Execute
Execute

Allocate best and brightest

Balance running business with project demands

Get involved in high conflict areas for rapid resolution

Turn project meetings into decision making not status updates

Communicate consistently

Celebrate key milestones

Support / Measure 
Support /
Measure

Measure results and communicate success

Continually monitor key business process performances (adjust as needed)

Maintain investment plan to

leverage new capabilities

Support Roles
Support Roles

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Align objectives

Prioritize

Resources

Visibility / Active Involvement

83

Project Communication

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Project Communication

Communication Strategy

Goal: To raise awareness in the organization about your project’s mission, strategy, and goals, providing the basis for a stakeholder call-to-action.

Communication
Communication

Communication Matrix

A working document which contains more detail about each planned

communication activity for your project.

Effective and constant project communication is an essential factor for the success of the <Project>. Productive communication means to address the right information to the right people at the right time.

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Communication Plan

Project Meetings

 
       

Responsible for

Recipients of Meeting Minutes

Meeting

Frequency

Content of Meeting

Participants

Invitation

 

Meeting Minutes

Steering

Monthly

Strategic / High level Update; Request for Strategic Approval

- Steering Committee Members from <Client>, including SAP representatives as required and requested

- <Client>

-

Project

- Steering Committee Members

Committee

(2h)

Project

Management

Meeting

Manager

Office

 

Program & Project Mgmt. Meeting

Weekly

Update / Progress; Verify direction Project monitoring and progress tracking Issue resolution Escalation management

- Project Managers (<Client>, SAP)

- Project

- Project Management Office

- Meeting invitees

(1h)

Manager

-Project Manager

- Risk Management(<Client>)

(SAP)

 

(<Client>, SAP)

 

- Quality Assurance (<Client>)

- (Project

- OCM (<Client>)

Management

Office)

Regular Team

Every 2

Update status/ Progress of each track:

- Project Leads

- Project Leads

-

Assigned team

- Meeting invitees

Meeting

weeks

- Project Team

member

- Project Manager

Status, next steps Critical Issues Latest Info Open issues

 

(<Client>, SAP)

Individual

Depending

Detailed Status Next Steps Degree of WBS completion Critical Issues Risks

- Project Leads

- Project Lead

 

- Meeting invitees

Meetings for

on action

- Action Point Responsible

- Project Manager

action points

responsible

point time

frame

(<Client>, SAP)

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Reporting and Escalation Channels

Steering Committee

Project Sponsor

Project Management

Project Management SAP

Project Management <Client>

Escalation in line with the

defined Change Request

Procedures

Business Design

Board

Board of Architects

Quality Assurance

Risk Management

Board Board of Architects Quality Assurance Risk Management Project Team     Project Team Members SAP
Board Board of Architects Quality Assurance Risk Management Project Team     Project Team Members SAP
Board Board of Architects Quality Assurance Risk Management Project Team     Project Team Members SAP
Board Board of Architects Quality Assurance Risk Management Project Team     Project Team Members SAP

Project Team

 
   
 

Project Team Members SAP

Project Team Members SAP Project Team Members <Client>

Project Team Members <Client>

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Reporting to/Escalating to:

SAP affiliate company. All rights reserved. ǀ PUBLIC Reporting to/Escalating to: I n f o r

Information:

SAP affiliate company. All rights reserved. ǀ PUBLIC Reporting to/Escalating to: I n f o r

87

Agile Implementation Release Planning

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Release Planning Management Summary

Before planning a release it is necessary to know approximately when the customer team would like to release working software to the business (frequency and approximate dates).

The team also needs to know the relative priorities of the project backlog items that is based on input from

process owner.

Backlog items must be sequenced by relative priority (e.g. order 1 st , 2 nd , 3 rd …) and unique IDs per line item need to be established rather.

Backlog items are prioritized and sequenced by the customer with the input from the implementation team.

Effort estimates in “ideal person days” are converted into calendar time using known or estimated velocity. Velocity indicates amount of work effort the team can complete per day, per work week or per sprint.

It is often necessary to estimate a team’s initial velocity. We recommend to be conservative for first few sprints and calibrate the estimate over the course of first 1-3 sprints.

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Release Planning Roles and Responsibilities

IT Business Responsibility Responsibility Implementation Process Owners Team
IT
Business
Responsibility
Responsibility
Implementation
Process Owners
Team

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High-Level Release Plan

90

1. Demo Evaluation Workshops

Demo of

standard

processes