nobel oil services (uk) - · pdf filesap project overview 21st of april 2016 nobel oil...
TRANSCRIPT
SAP Project Overview21st of April 2016
Nobel Oil Services (UK)
NOBEL OIL
2
Agenda
№ Discussion point Slides
1 SAP Project scope: organizational and functional 3
2 SAP Project organizational structure 4 – 5
3 System architecture 6
4 SAP Project Master schedule and main deliverables 7
5 SAP support structure 8 – 9
6 Corporate SAP system VS legacy IT systems 10
7 Key success factors 11 – 12
8 Success story on Nobel Oil group of companies 13
9 Lessons learned – recommendations for beginners in SAP 14
10 SAP Active Global Support during the Project 15
3
Branch Office of Nobel
Oil Ltd. In Azerbaijan
Global Energy Solutions ProKon SOCAR-AQS LLAMREI-DMCC
Business Process Project Scope
Financial Accounting,
TaxesManagement Accounting Budget Control Sales
Project ManagementProcurement, Stock
Management
Human Capital Management
(incl. Payroll and
Performance Management)
Document Management
Reporting, Obligatory and Management
Organizational Project Scope
SAP Project: organizational and functional scope
IMPORTANT NOTE: 176 business processes and 170 print and report forms have been automated in the functional scope of the project
4
SAP Project: organizational structure overview
Board of
Directors
Nobel Oil group of companies
Project Steering
Committee
Project Sponsor
Project Manager
Project
Administrator
Team Leader
(Finance)
Team Leader
(Supply Chain)
Team Members
(Finance)
Team Members
(Supply Chain)
Management of
Consultant
Management of
Consultant
Project
Manager
Team Leader
(Finance)
Team Leader
(Supply Chain)
Consultants
(Finance)
Consultants
(Supply Chain)
Consultant
6 other project
streams…
Project governance, regular
communication, escalation of
possible open issues on all levels
Business Architect
(Supply Chain)
Change Manager
Business Process Owner
(Finance)
Business Process Owner
(Supply Chain)
Business Architect
(Finance)
5
SAP Project: organizational structure in details
Project Manager – 1 on all 5 companies
Project Administrator – 1 on all 5 companies
Change Manager – 1 on all 5 companies
PMO
Finance
Document Management
Human Capital
Project Management
Supply Chain
Business Process Owner: 1 on all 5 companies
Team Leader: 1 on all 5 companies
Team members: more than 10 working on day
to day project activities from all companies
IT
Head of IT: 1 on all 5 companies
Leader from IT: 1 on all 5 companies
Members of IT group: more than 5 working
on day to day project activities from all
companies
IMPORTANT NOTE: more than 50 people from NBO group of companies were actively involved in day to day activities of the Project
Business Process Owner: 1 on all 5 companies
Team Leader: 1 on all 5 companies
Team members: more than 10 working on day
to day project activities from all companies
Business Process Owner: 1 on all 5 companies
Team Leader: 1 on all 5 companies
Team members: more than 10 working on day
to day project activities from all companies
Business Process Owner: 1 on all 5 companies
Team Leader: 1 on all 5 companies
Team members: more than 10 working on day
to day project activities from all companies Business Process Owner: 1 on all 5 companies
Team Leader: 1 on all 5 companies
Team members: more than 10 working on day
to day project activities from all companies
6
System architecture. Overview
Top management reporting with SAP BI
Document management with OpenText
7
SAP Project Master Schedule and key deliverables
Stage 1. Project preparation
June July August September October November December January February March April May June July
2015 2016
Stage 2. Blueprinting
Stage 3. Implementation
21st of April 2016
Stage 4. Prepare and start Go-Live
Stage 5. Go-Live Support
• Project office
• Project organizational
structure/roles
• Project team staffing
• Project charter
• Project governance
• Project schedule
• Kick-off presentation
• Overview seminars
• BPML approve
• AS IS business processes
analysis
• TO BE business processes
development including
scheme development
• Blueprints approve
• Temporary data center
configuration
• System configuration
• System demonstration
• System testing
• Data migration tools
development and testing
• Roles and authorizations
system configuration
• Permanent SAP data center
configuration
• Migration from temporary
data center to permanent
• Integration/user
acceptance testing
• Data migration
• User manuals
development
• Trainings
• Technical system
landscape
preparation
• Development of
post go-live
support structure
and processes
• Issue an order for
Go-Live
• On-going management of
open issues
• Change management
after go-live
• SAP development
program – further
program stages
IMPORTANT NOTE: SAP CIS Quality Assurance control during all project
8
Support procedure. Overview
Incident registration in Solution Manager
Incident routing for solving
Finding solution for solving incident – 1st line
Finding solution for solving incident – 2nd line
System users –
employees of Nobel Oil group of companies
Incident coordinator –
employee of Nobel Oil group of companies
External consultants –
INLINE GROUP
External consultants –
SAP CIS or other companies
Head of Support group –
employee of Nobel Oil group of companies
Support group –
employees of Nobel Oil group of companies If not solved then it forwards to 2nd line
If could not be solved by INLINE then it forwards
to SAP CIS or other companies
IMPORTANT NOTE: all incidents are registered in SAP Solution Manager with daily monitoring and reporting to Project
Management team
If solved then it forwards to Users
SUPPORT PROCEDURE OVERVIEW RESPONSIBLE PERSON
Before incident registration
end user should address issue to key users (active
participants of SAP Project)
9
Support group. Organizational structure
IMPORTANT NOTE: SAP Solution Manager covers all incidents in all companies of Nobel Oil group of companies (not only
SAP Project companies)
10
Corporate SAP system VS legacy IT systems
# Corporate SAP System Current IT systems Comments
1. 176 business processes 74 business processes Client had only 40% somehow automated (74 from 176) and they were
NOT unified among all companies in Nobel Oil group
2. 170 print and report forms 42 print and reports forms Client had only 25% somehow automated (42 from 176) and they were
NOT unified among all companies in Nobel Oil group and editable
(Word, Excel, etc.)
3. > than 10 000 unique material records approx. 2 500 material records in IT
system, the rest were in unstructured
files
Client had only 25% with limited number of characteristics and a lot of
dublicates
4. 550 unique suppliers and customers 150 unique suppliers and customers
in IT sysetmhe, the rest were in
unstructured files
Client had only 25% with limited number of characteristics and a lot of
dublicates
5. >200 active users <50 active users All users in corporate SAP System operate in one IT space and use
centralized unified master data
6. Accounting and Fianance management
(group of business processes)
Automated partly in 2 companies
from 5
Only 1 company had IT system with integration of some specific
processes between Supply Chain and Finance and Accounting
7. Supply Chain Management
(group of business processes)
Automated partly in 2 companies
from 5
Only 1 company had IT system with integration of some specific
processes between Supply Chain and Finance and Accounting
8. Human Capital Management
(group of business processes)
Automated partly in 2 companies
from 5
Only 1 company had IT system with integration of some specific
processes between Human Resources and Finance and Accounting
9. Document management
(group of business processes)
not automated In corporate SAP System OpenText (Document managemant system) is
fully integrated with SAP ERP (Finance, Supply Chain, Project
Management, Human Capital Management)
10. Project Management
(group of business processes)
not automated In corporate SAP System Project Managemant is fully integrated with
Finance, Supply Chain Management
11. Performance Management
(group of business processes)
not automated Performance Management methodoly was an input to SAP system, but
during the project methodology was updated to SAP Best Practice
requirements
12. Top management corporate reporting not automated During the project consultants developed a methodology for company
performance indicators (for each business stream, for each company
and corporate overview)
13. Incident management system not automated During the project consultants developed a methodology and technology
based on SAP Solution Manager and now all incidents in IT are managed
centralized in one place
11
Key success factors (1/2)
# Customer efforts Positive effect on the project Positive effect on
Scope Time Budget Quality
1 The choice of a reliable partner INLINE GROUP was chosen as a winner in tender after
1,5 years of negotiations
yes yes yes yes
2 Functional scope was initially clearly defined and fixed in Business
Process Master List (BPML)
Team Leaders and Business Process Owners from the very
beginning better managed their expectations
yes yes yes yes
3 Orientation on result, stick to deadlines and initial project scope The key project goal was set as System Go-Live from 01st
of April 2016 for all project streams and companies. All
efforts of Project Management were focused on this main
goal.
yes yes yes yes
4 Travel and vacation schedule of all project team members (from the
Client and Consultant) was approved from the very beginning of the
project, as well as project governance, communication strategy,
change management procedure and other PMO document were
analyzed in details and approved from the very beginning of the
Project
Better project planning, better management of
expectations, better commination, full openness of any
kind of project documentation for all stakeholders
- yes - -
5 Overview seminars on SAP functionality were organized by
Consultant for all project team at the beginning of the project
All team members from the very beginning learned SAP
terminology, interface, main functions and better
understood Consultants during AS IS analysis
yes yes - yes
Team Leaders and Business Process Owners from the very
beginning understood the most part of SAP Best Practice
scenarios and better managed their expectations
yes yes - yes
6 Use SAP Best Practice instead of custom developments Avoid core SAP software modifications for greater
supportability and lower costs
yes yes yes yes
12
Key success factors (2/2)
# Customer efforts Positive effect on the project Positive effect on
Scope Time Budget Quality
7 More than 25% of work time involvement in the Project of top
management from all 5 companies
90% of issues on the levell of top management were
solved during not more than 10 days
yes yes - yes
8 More than 50% of work time involvement in the Project of key
operational leaders and representatives from all departments
90% of issues on the levell of operational management
were solved during not more than 5 days
yes yes - yes
9 Remote access to SAP systems is organized for Consultants Consultants could work 24/7 - yes - yes
10 Approvals of project deliverables were efficient and went according
to project schedule without delays
From the very beginning in Project Charter matrix of
project deliverables with responsible people for agreement,
approvals and signing were approved
yes yes - yes
11 Project office was organized from the first day of the project for all
team members with all necessary infrustructure
Project office capacity made an opportunity to organize the
most part of meetings, trainings, etc.
- yes - yes
12 Employees of the Client not directly involved in the project but
future end users of
SAP system were always informed about SAP project progress and
key
project results
Make SAP Go-Live easier for all stakeholders - - - yes
13 Filling of data migration templates went on time and with needed
quality
Data migration tools and interfaces were tested and
approved in advance
yes yes - yes
14 SAP Quality Assuarance services as a quality gates on project
phases
Before closing each project phase SAP Active Global
Support team provided results of audit with the full list of
detailed recommendations to guarantee that
implementation goes according to SAP Best Practices
- - - yes
13
Success story on Nobel Oil group of companies
> 2.5x increase of level of automatization in Nobel Oil group of companies which makes the whole group and each company more efficient in all
levels of management.
> 4x increase in number of print and report forms which are automatically generated from the System, are not editable and guarantee reliability
and precision of numbers.
> 4x increase in number of active system users which turns companies of the Nobel Oil group to the next level of business process quality and
business process organization.
> 5x increase in number of records in master data catalogues, which now become centralized without duplicates and with all necessary and
actual characteristics. Centralized master data catalogues are the key elements for corporate reporting.
> 10x decrease in time of getting reliable data for the corporate reports.
During the Project Nobel Oil not only got the IT system but the wide range of business values which are not measurable at the current moment in
figures but have a huge business effect:
all main business process are reviewed, updated, unified, written in paper and aligned with world best practices;
one single source of reliable information for all stakeholders available any time any where is built;
people from different departments and companies inside the group became ten times closer to each, they have built much stronger relationships
not only in business processes in SAP system but in a real life also.
14
Lessons learned – recommendations for beginners in SAP
Choice of Partner (Consulting company) is a key element for success.
Maximum permanent involvement of top management during the whole Project makes the issue solving process more efficient.
Maximum (close to full time) employees participation during the whole Project makes results of the Project more predictable for all stakeholders, people
better manage expectations and at the end System Go-Live becomes easier because people are ready in advance and they clearly now what they get from the
System.
Maximum usage of SAP Best practice saves time, money and makes quality of results much higher in long term prospective neither custom developments
for each case which is specific for a company
Maximum business process standardization among different companies in a group makes group of companies and each company more efficient and SAP
project is a great chance to review and update own business process and procedures.
Maximum standardization of report and print forms makes group of companies and each company more efficient and at the end of the day saves time of
all project team members (from the Client and Consultant) for implementation and future support.
Hardware and System installation should be ready before Business blueprinting phase because during TO BE business process customization it’s better
to check how it will look like in the System.
SAP Active Global Support services before closing each project phase and during the whole implementation gives additional guarantee that phase
deliverables are archived according to SAP Best Practice with high quality.
15
SAP Active Global Support during the Project
SAP ActiveEmbedded
Prep for Prod
Exploitation
Business / Technical
Blueprinting
Technical Feasibility &
Functional Check
(TFFC - 28 days)
Implementation Continuous Support of Go-Live
Guarantee Support
Post Go-Live
Support
Project
Prep
QG #1
19.06
QG #2
18.09
QG #3
20.01
Blueprint Draft
ready
10.08
Unit Test
done
24.11
UAT
done
30.03
PROD Setup
done
01.01
20.06.15 18.09.1501.06.15 01.04.16
Go-Live
20.01.16
Technical Integration
Check
(TIC - … days)
SAP Enterprise Support
Technical
Performance
Optimization (TPO)
Business Process Performance
Optimization
(BPPO)
Unit Test Mistakes List
done
14.12
18.07.1601.07.16
Q2 End
01.07
NOW
SAP Security
Infosession
Business Process
Performance Optimization
(BPPO)
Thank You for Your Attention
16