outsource sap

Bonn � Boston

Yosh Eisbart

Outsourcing SAP® Operations

284.book Seite 3 Donnerstag, 27. August 2009 5:49 17

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Contents at a Glance

Section 1: Strategy

1 Who — Determining Whether Outsourcing is Right for Your Organization ............................................................... 35

2 Why — Potential Reasons why Outsourcing Might Make Sense for Your Organization ................................................ 49

3 What is SAP Outsourcing? The Various Flavors .................... 67

4 When — Timing and Transition ........................................... 91

Section 2: Application — The Final “W” — How

5 Implementations and Upgrades ........................................... 107

6 Production Support ............................................................. 139

7 Global Delivery ................................................................... 171

8 Engagement Construct ........................................................ 183

9 Selecting a Partner .............................................................. 203

Section 3: Best Practices, Insights, and Lessons Learned

10 Large Enterprise .................................................................. 243

11 The Midmarket Space .......................................................... 257

12 The Value of IT Standardization ........................................... 275

13 The Role of the Integration Manager ................................... 303

14 Service Level Agreements .................................................... 317

15 Conclusion .......................................................................... 331


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Contents

Foreword by Bridgette Chambers, ASUG CEO ................................... 15Preface ............................................................................................. 19Introduction ..................................................................................... 27

Section 1: Strategy

1 Who — Determining Whether Outsourcing is Right for Your Organization ................................................... 35

1.1 Corporate Culture and Executive Influence ..................... 371.2 SAP Components Best-Suited for Outsourcing ................ 38

1.2.1 SAP Operations .................................................. 381.2.2 Project Work and SAP Staff Augmentation ......... 39

1.3 SAP Components not Best-Suited for Outsourcing .......... 411.3.1 Data Sensitivity, Security, and Compliance ......... 411.3.2 Home-Grown SAP Environments ........................ 411.3.3 Services Providers/Service Level Agreements ...... 42

1.4 Limits of Full-Time Employee Hiring/Quick Hit Temporary Project Work ................................................. 43

1.5 Organization Size ............................................................ 431.5.1 Small Enterprise (SME) ....................................... 441.5.2 Upper Midsize Enterprise (UME) ........................ 441.5.3 The Fortune 500 ................................................ 45

1.6 SAP as Software: Its Complexity, Integration, and Inherent Challenges ........................................................ 46

1.7 Summary: The Perfect Organization Best-Suited for SAP Outsourcing ............................................................ 47

2 Why — Potential Reasons why Outsourcing Might Make Sense for Your Organization .............................. 49

2.1 Cost ................................................................................ 492.2 Objectivity ...................................................................... 502.3 Expertise ........................................................................ 51

2.3.1 Shadowing (Premeditated Osmosis) ................... 53


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2.3.2 Emotional Component ....................................... 542.4 Inherent Standardization Advantage ............................... 542.5 Specific SAP Initiatives .................................................... 57

2.5.1 Assessments ....................................................... 572.5.2 Optimization ...................................................... 582.5.3 Audits ................................................................ 602.5.4 “GO — No GO” Gate Review ............................. 612.5.5 “Bulldog” Services — SAP Project Management

Oversight ........................................................... 622.6 Focus on Internal Core Capabilities ................................. 632.7 Reasons Why NOT to Outsource your SAP Operations .... 652.8 Summary ........................................................................ 66

3 What is SAP Outsourcing? The Various Flavors .......... 67

3.1 Baseline: The Various Flavors of SAP Outsourcing ........... 673.1.1 Onsite Resources ................................................ 683.1.2 Offsite Resources ............................................... 693.1.3 Nearshore Resources .......................................... 693.1.4 Rightshoring ....................................................... 713.1.5 Offshore Resources ............................................ 713.1.6 Hybrid Resources ............................................... 723.1.7 Collocation ......................................................... 773.1.8 Partners-in-Projects ............................................ 78

3.2 Specific SAP Outsourcing Models .................................... 793.2.1 SAP NetWeaver Basis Operations ....................... 793.2.2 SAP Hosting ....................................................... 813.2.3 Custom Development ......................................... 853.2.4 SAP Centric Help Desk/Service Desk ................... 863.2.5 Implementation ................................................. 873.2.6 The Break/Fix to Global Delivery Services Pyramid 88

3.3 Summary ........................................................................ 90

4 When — Timing and Transition ................................... 91

4.1 Choosing the Proper Timeframe ...................................... 914.2 Timing for Post-Production Support Outsourcing ............ 924.3 SAP Methodologies’ Impact on Timing ........................... 95


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4.3.1 ASAP ................................................................. 964.3.2 Run SAP ............................................................. 98

4.4 Managing Change ........................................................... 994.5 Control Advisory Board ................................................... 103

Section 2: Application — The Final “W” — How

5 Implementations and Upgrades ................................... 107

5.1 ASAP (Focus) Methodology ............................................ 1075.2 Outsourcing by ASAP Phase ........................................... 111

5.2.1 Project Preparation ............................................ 1115.2.2 Blueprinting ....................................................... 1135.2.3 Realization ......................................................... 1155.2.4 Final Preparation ................................................ 1195.2.5 Go-Live and Support .......................................... 121

5.3 Using SAP Solution Manager during Implementations .... 1235.3.1 Maintenance Optimizer ..................................... 1245.3.2 Project Administration/Work Centers ................. 1275.3.3 Service Desk ...................................................... 1295.3.4 Upgrades ........................................................... 131

5.4 Using the Custom Development Management Cockpit (CDMC) for Upgrade Preparation .................................... 135

6 Production Support ...................................................... 139

6.1 SAP Production Support Models ..................................... 1396.1.1 Break/Fix Model ................................................ 1406.1.2 Production Support Plus .................................... 143

6.2 SAP’s Run SAP Methodology and its Advantages ............ 1446.2.1 Why is Run SAP Important for Organizations? .... 1456.2.2 Run SAP Advantages for your Production

Support Environment ......................................... 1466.3 SAP Enterprise Support ................................................... 1486.4 SAP Business Processes and Technical Areas that Work

Well for Outsourced Production Support ........................ 1516.5 Tools to Optimize your Production Support Center ......... 153

6.5.1 Central System Administration ........................... 1546.5.2 Central System Monitoring ................................. 158


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6.5.3 SAP Solution Manager and SAP NetWeaver BW Integrated Reporting .......................................... 160

6.6 Managing Work Effort .................................................... 1636.6.1 Managing the Work Effort Process ..................... 1636.6.2 Formalized Proven SAP Work Effort Processes .... 1646.6.3 Tracking Tools .................................................... 165

7 Global Delivery ............................................................. 171

7.1 The Basics ....................................................................... 1717.1.1 Advantages of Global Delivery ............................ 1727.1.2 Disadvantages .................................................... 173

7.2 Center of Excellence (COE) ............................................. 1757.3 The Rise of the Customer Competence Center and the

Center of Expertise ......................................................... 1787.4 Summary ........................................................................ 182

8 Engagement Construct ................................................ 183

8.1 Primary Models .............................................................. 1848.1.1 Offsite: “Three Wise Monkeys” .......................... 1848.1.2 Manager to Manager Integration Model ............. 1868.1.3 Hybrid ................................................................ 1908.1.4 Dynamic Resourcing ........................................... 1938.1.5 Pure Onsite ........................................................ 194

8.2 The Role of Key Management ......................................... 1968.2.1 Integration Manager (Internal or Outsourced

Resource) ........................................................... 1968.2.2 Offsite Delivery Manager (Outsourced Resource) 1978.2.3 Technical Architect (Typically Internal Resource) 1978.2.4 SAP NetWeaver Administrator (Internal or

Outsourced Resource) ........................................ 1988.2.5 Business Process Leadership (Internal Resources) 1988.2.6 Executive Sponsor (Internal Resource) ................ 1988.2.7 Project Governance (Both Internal and

Outsourced Resources) ....................................... 1998.3 Conclusion ...................................................................... 201


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9 Selecting a Partner ....................................................... 203

9.1 Understanding What You Need (not Want) .................... 2049.2 Overview of Various SAP Partner Types .......................... 2049.3 Establishing Baseline Criteria .......................................... 207

9.3.1 Common Baseline Criteria .................................. 2079.3.2 Baseline Criteria Unique per Initiative ................ 2089.3.3 Scoring Allocation .............................................. 211

9.4 The Selection Process Lifecycle ....................................... 2139.4.1 Request for Information (RFI) ............................. 2149.4.2 Vendor Summit .................................................. 2149.4.3 Request for Proposal (RFP) ................................. 2169.4.4 Oral Presentations ............................................. 2169.4.5 SOW/Final Negotiations .................................... 2179.4.6 Partner(s) Selection ............................................ 217

9.5 The RFX — Structured Deliverables Used in the Selection of a Partner ..................................................... 2189.5.1 The Request for Information (RFI) ...................... 2189.5.2 The Request for Proposal (RFP) .......................... 2209.5.3 The Statement of Work (SOW) ........................... 2239.5.4 Contract Negotiation ......................................... 225

9.6 SAP Accreditations ......................................................... 2269.6.1 SAP Services Partner .......................................... 2279.6.2 Business Process Outsourcing (BPO) .................. 2289.6.3 SAP BusinessObjects .......................................... 2289.6.4 Channel ............................................................. 2289.6.5 Education Partners ............................................. 2299.6.6 SAP Hosting ....................................................... 2299.6.7 Software Solution Partners (Powered by

SAP NetWeaver) ................................................ 2309.7 Screening Process ........................................................... 2319.8 Alternative Sourcing Models ........................................... 234

9.8.1 Contract-to-Hire ................................................ 2349.8.2 Build-Operate-Transfer (BOT) ............................ 2359.8.3 Vendor Management Systems ............................ 2359.8.4 Acquisition Strategies ......................................... 2389.8.5 Direct Hire ......................................................... 238

9.9 Exit Strategy ................................................................... 239


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Section 3: Best Practices, Insights, and Lessons Learned

10 Large Enterprise ........................................................... 243

10.1 Unique Large Enterprise advantages and their Maximization .................................................................. 24310.1.1 Deep Pockets ..................................................... 24410.1.2 Deliverable-Based and Fixed Pricing ................... 24610.1.3 Building Relationships ........................................ 247

10.2 The Role of SAP in the Large Enterprise World ................ 24810.3 Strong SAP Alignment ..................................................... 25010.4 Bleeding-Edge SAP Technology ....................................... 25110.5 Large Enterprise Consultant Modeling ............................ 253

10.5.1 Build-Operate-Transfer (BOT) ............................. 25310.5.2 Global Center of Excellence ................................ 254

10.6 Summary ........................................................................ 255

11 The Midmarket Space .................................................. 257

11.1 Unique Midmarket Challenges ........................................ 25811.1.1 Limited Resources .............................................. 25811.1.2 Limited Funds .................................................... 25911.1.3 Midmarket Multi-Tasking ................................... 26011.1.4 Lack of Market Appeal ....................................... 26111.1.5 Lack of Executive Management Focus ................ 26211.1.6 Unfamiliarity/Inexperience ................................. 263

11.2 The SAP Super-Super User Alternative ............................ 26311.3 Stretching your SAP Dollar: Outsourcing Options ............ 265

11.3.1 Application Management Services ...................... 26611.3.2 Full Service Application SAP Outsourcing ........... 269

11.4 Summary ........................................................................ 273

12 The Value of IT Standardization ................................... 275

12.1 Why bother with standardization? .................................. 27612.2 Implementing Strong IT Practices — IT Process

Frameworks, Industry Standards, and Other Tools ........... 27712.3 A Simple, Common Sense Approach to IT Process

Standardization and Improvement .................................. 283


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12.3.1 Adopt an IT Service Management Framework and Start Speaking a Common Language ............ 283

12.3.2 Initiate a Project to Adopt a Common Approach to IT Service Management and Document Key Processes ........................................................... 284

12.3.3 Assess your Organizational Process Maturity Level .................................................................. 285

12.3.4 Determine Process Maturity Goals ..................... 28612.3.5 Identify Improvement Initiatives and Define

an Implementation Master Plan ......................... 28712.3.6 Launch Improvement Projects and Execute ........ 28712.3.7 Compare Results Against Original Objectives

and Start Again .................................................. 29012.4 Standardization in SAP Environments ............................. 29012.5 IT Processes — Where to Start ........................................ 292

12.5.1 IT Processes — Context Diagram ........................ 29312.5.2 IT Process Documentation ................................. 294

12.6 Other Tools for IT Process Standardization ...................... 29712.7 Summary ........................................................................ 300

13 The Role of the Integration Manager .......................... 303

13.1 The Integration Manager: A Definition ........................... 30413.2 An Integration Manager’s Persona: Characteristics and

Attributes ....................................................................... 30613.3 The Role of the Integration Manager and the

Relationship to the Control Advisory Board .................... 30713.4 Necessity versus Nicety ................................................... 31113.5 The Integration Manager from your Offsite Partner ......... 31313.6 The Integration Manager’s Counterpart: The Offsite

Delivery Support Manager .............................................. 31513.7 Summary ........................................................................ 315

14 Service Level Agreements ............................................. 317

14.1 Establishing SLAs ............................................................ 31814.1.1 Primary Components .......................................... 31814.1.2 Defining the Correct SLA Amount ...................... 322

14.2 SLA Supporting Tools ..................................................... 323


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14.3 SLA Guidelines and Determining Factors ......................... 32514.3.1 SAP Landscape ................................................... 32514.3.2 SAP Technologies ............................................... 32714.3.3 SAP Business Scenarios ....................................... 32714.3.4 Type of Initiative ................................................ 328

14.4 Summary ........................................................................ 329

15 Conclusion .................................................................... 331

Appendices ......................................................................... 337

A Sample Request For Information Document .............................. 339B Sample Request for Proposal ..................................................... 347C Sample Statement of Work ........................................................ 361D SAP Screening Process ............................................................... 369E The Author ................................................................................ 371

Index ................................................................................................ 373


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“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction, and skillful execution; it represents the wise choice of many alternatives.”— William A. Foster

5 Implementations and Upgrades

Although not previously used a great deal for true implementation pur-poses, leveraging BPO for project work is becoming more and morecommon, and with organizations looking at cost-cutting measures, thisdelivery alternative is now coming front and center. Typically, however,higher risks are associated and experienced when implementation workis not performed by a completely onsite project team. This section willdiscuss how SAP outsourcing can be best utilized for implementationpurposes — its challenges, benefits, and so on. This section will alsohighlight several client examples where this approach was taken.

5.1 ASAP (Focus) Methodology

SAP has its own implementation methodology, which was developedspecifically for successfully and efficiently delivering SAP projects,similar to other leading project management methodologies such as:

� IBM’s “Fastlane” project methodology

� Deloitte’s “Project Management Methodology (PMM4)”

� Accenture’s “Method One”

� Capgemini’s “Software Development Methodology (SDM/SDM2)”

� Project Management Institute’s “Project Framework(s)”

SAP’s methodology is Accelerated SAP (ASAP). SAP also recently addeda newer ASAP methodology variant known as ASAP Focus. This project


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methodology — originating with the release of SAP’s R/3 version in thelate 1990s — focuses on a structured five-phase development roadmap(see Figure 5.1).

The ASAP phases The following is a high-level breakdown of each of the five roadmapphases (along with ongoing continuous improvement), along with theirrespective purposes.

1. Project PreparationIn the project preparation phase, the SAP project is initiated and plan-ning is started in earnest. Key implementation team members areincluded in this process to devise an action plan and identify properresourcing needs. Although the project team at this point is small, keypersonnel such as the project manager are included.

2. Business BlueprintMoving from planning to the beginning of execution, the analysisactivities are performed in the business blueprint phase, paving a

Figure 5.1 SAP’s Project Roadmap: ASAP

Program, Project, Riskand Quality Management

Organization ChangeManagement and Training

Business ProcessRequirements, Design,Configuration and Testing

Project P

reparation

Business B

lueprint

Realization

Final Preparation

Developments

Security, Job Roles andSystem Authorizations

Lifecycle DataManagement

Technical SolutionManagement

SAP Safeguarding

Go-live and Support


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5.1

clear path toward implementation. As the name of the phase suggests,blueprinting is performed to lay the foundation of what core projectactivities must be executed, including configuration, development,migration, integration, decommissioning/retirement of systems, andtraining. The final deliverable of this phase is a contract (or blueprint)with the business and key stakeholders clearly defining what the SAPenvrionment will ultimately look like and its functionality.

3. RealizationDuring the realization phase, the blueprint is brought to fruition. Allof the necessary execution is performed based on the requirementsdefined within the blueprint. This is typically the longest stage,including development (and functional configuration), and rigorousstages of testing (i.e., unit testing, string testing, integration testing,regression testing, user acceptance testing, etc.). All hands are on-deckand the activities are typically performed by “heads-down” develop-ers, testers, and configuration specialists.

4. Final PreparationA check list of the final activites prior to go-live is performed. Withina comprehensive cut-over plan, critical technical and business activi-ties are executed in the proper order. End-user readiness is assessed(including any additional training and end-user testing) and the final“go/no-go decision” is made.

5. Go-Live and SupportIn this stage, the official transition from implementation to post-pro-duction has been made and the project team begins to transfer over-sight responsibility to some form of a post-production support teamor COE (even if the project team itself takes over this role).

6. Continuous ImprovementAlthough not an official stage within ASAP methodology, this shoulddefinitely (and hopefully) be the longest stage in any SAP environ-ment. As a diamond grows more brilliant with polishing, so tooshould your SAP environment with continued “care and feeding” (inthis case, via error resolution and enhancement). Additional enhance-ments and refinement of existing functionality are part of this ongo-ing phase. In many cases, this stage is supported by a dedicated post-production support mechanism.


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SAP tools included One key difference between some of the purely theoretically methodol-ogies and ASAP is that SAP’s implementation approach also incorporatesSAP tools such as SAP Solution Composer, roadmaps, and SAP SolutionManager.

� SAP Solution ComposerThis tool is typically leveraged at the beginning of an implementationto build a client’s business requirements based on SAP solutions.

� SAP RoadmapsAnother SAP attempt to provide a predefined set of roadmaps specificto given implementations. These roadmaps span across different SAPtechnologies.

� SAP Solution ManagerSolution Manager is a multi-functional tool that can facilitate imple-mentations in a variety of ways, including project documentation,configuration, and testing. (Solution Manager’s project administra-tion tool will be discussed in greater detail a little later.)

One key advantage in leveraging SAP’s integrated suite of tools (such asthose described) during an implementation is accelerated delivery.Because SAP outsourcing projects generally follow the same high-levelactivities (i.e., define SAP business process scope, identify needed SAPcustom development objects, define integrated and dependent pro-cesses, etc.) for driving implementations, there is no need to reinventthe wheel. These tools provide the framework for repeatable activities.Furthermore, working with these tools allows customers to leveragecountless hours of SAP innovation for maximizing project efficiencies.

Also, when working with an SAP outsourcing provider, using standardSAP delivery products during your project provides multiple additionaladvantages. Key advantages are “common language” and “common pro-cess.” Due to the fact that SAP as a product can be implemented in mul-tiple ways, using these tools with your outsourced SAP provider lets youestablish the proper construct and shared approach. Of course, interpre-tation and varied approaches can still exist; however, leveraging thesetools allows for at least a strong foundation.


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5.2

5.2 Outsourcing by ASAP Phase

Digging deeper within each respective phase, there are unique SAP out-sourcing requirements that may be engaged. For example, typicallymore “soldier” type resources are needed during the development andtesting phases than earlier during high level project planning. Therefore,the composition of your SAP outsourcing needs — and, in turn, theirrespective SAP consulting skill sets — will typically vary from phase tophase. What follows is a breakdown by ASAP phase and the typicalrespective SAP outsourcing resource requirements.

5.2.1 Project Preparation

During this initial ASAP methodology phase, senior level resources areengaged. Prior to the deep-dive analysis and subsequent developmentactivities within the blueprinting and realization phases, strategy andoverall project roadmapping must be put into place. Key senior leader-ship and functional expertise are represented to identify the properplanning and resource needs for the duration of the implementation.

Key resources during project preparation

The following are several of the key resources that should be engagedduring this phase and the corresponding value they bring:

� SAP project managerDue to the SAP project manager’s overarching responsibility, hisinvolvement in this stage is obvious. Regardless of project size, everyASAP-driven SAP project must include this role, whether it is a dedi-cated individual for larger initiatives/organizations or a shared role insmaller, more limited bandwidth/resources/budget environments.

� SAP technical infrastructure lead/managerDepending on the size of the given initiative, this role (and severalothers, as follows) is included in this phase as the representativeresponsible for all of the deliverables and resources responsible forthe underlying SAP environment (which often goes unappreciatedand is taken for granted). This lead covers the NetWeaver stack and itsrelated technologies and skill sets (i.e., NetWeaver Basis, SolutionManager, security, business intelligence, networking, database, oper-ating system, storage, etc). During this phase, this representative


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begins planning for the proper resource pool responsible for support-ing the implementation (via system installation and optimization, sys-tem migration, legacy system retirement, day-to-day project needssuch as SAP transports, etc.) as well as cursory non-SAP infrastructureactivities (whether directly or indirectly part of the role’s responsibil-ity).

� SAP offsite global delivery managerIf an organization plans to leverage an offsite delivery mechanism insome capacity (ranging from a smaller targeted resource pool to com-plete offsite delivery), the SAP offsite global delivery manager needsto be involved in this phase. Responsible for allocating the properresources corresponding to the respective project phase, this positionensures that there is an agreed-on understanding of offsite requiredsupport and plans accordingly. Also, if there are any project-specificrequirements for delivering a project remotely from a logistical and/or administrative perspective (such as telecommunications, videoconferencing, time zone challenges, client expectations, etc.), the off-site global delivery manager plans and prepares accordingly.

� SAP custom development lead/managerDepending on the number of SAP customer development objects andthe size of the implementation team, this role is included in the SAPproject management team to champion, oversee, and deliver all SAPcustom development objects. SAP custom developments can includeall new SAP developed programming and/or technical configurationfor interfaces, data conversion, reports, enhancements (e.g., newmodule pool creation, user-exits, etc.), Smartforms and SAP script,Java/portal, XI/PI, and MDM. If the implementation chooses to lever-age an offsite delivery mechanism, the custom development managerand the offsite global delivery manager will spend a lot of timetogether!

� SAP functional configuration lead(s)/manager(s)Because most SAP implementations are business process-driven (ofcourse, there are also technical implementations focused on purelytechnical upgrades and the like but in the end, all projects are meantto support the business lines), key knowledge on how to implementSAP’s functional configuration is paramount. The SAP functional con-


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figuration lead(s) are responsible for identifying specific areas of con-cern in the upcoming project and plan accordingly. Similar to the cus-tom development lead, if much of the functional configuration is tobe performed offsite, this manager will work with the global deliveryteam to ensure that the proper resources are selected and correctlyallocated.

� Key functional configuration specialistsFinally, specific functional configuration “gurus” might be needed inthe planning stages if their area is complex or mission-critical. Forinstance, if the given SAP project is an upgrade to SAP ERP with thenew G/L, a financials configuration new G/L specialist might want/need to be engaged in this initial phase to support the project manag-ers in high-level resource planning. Key functional configuration spe-cialists do not necessarily need to be involved in the entire projectpreparation stage; their involvement only needs to be enough to pro-vide valuable subject matter expertise not possessed by project man-agement.

5.2.2 Blueprinting

Within the ASAP methodology, the “devil” lies in the blueprintingphase. After building the proper roadmap consisting of a timeline, activ-ities, and resources during the project preparation phase, pen is put topaper and hardcore analysis begins. It is also during this timeframe thatany new analysis gathered that impacts the original project plan is raisedand the plan is modified accordingly (if justified). The key resourceswe’ll describe in this section focus on this very important stage and areresponsible for raising any red-flags.

Senior level planners and project managers fade slightly into the back-ground at this point, making room for those responsible for executingthe plan. Business analysts, functional configuration specialists, techni-cal architects, and the like all descend on the project to perform as muchanalysis as possible.

Key resources during blueprinting

The following are several of the key resources that should be engagedduring this phase and the corresponding value they bring. The outsourc-ing component and team composition depends a lot on some of the key


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SAP initiative factors described previously in the book; however, keyfactors that influence the make up of the outsourcing team include thecomplexity of the SAP initiative, the extent of the business process/func-tional requirements, and (of course) cost.

� Senior project managementAlthough the majority of the efforts during this ASAP phase is per-formed by more of the “soldiers” than of the “generals,” seniorproject management is still involved to ensure that the projectremains on course. Key project management identified during theproject preparation phase such as the senior project manager, seniorfunctional configuration manager, and the senior technical managerall remain involved, managing the project closely to both budget andtimeline.

� Technical architect(s)Deep technical analytical firepower is typically required during thisstage to both clearly understand the existing technical landscape (as-is) and the ultimate future state (to-be). During the blueprinting phase,these technical experts such as NetWeaver Basis architects, XI/PIarchitects, and EAI architects (including EDI, middleware, interfacingand data conversion, and transformation gurus) all investigate whatactivities need to be performed to get the organization into theproper new environment. These resources might investigate hostingpossibilities, migration scenarios, and so on.

� Lead developer(s)These individuals work primarily with their SAP functional counter-parts to define — at a very granular level — what SAP developmentactivities must be performed. These ABAP, Java/portal, workflow,and programming specialists create technical specifications, clearlyarticulating what new custom SAP programs and enhancements willbe delivered as part of the final product. Lead by the senior technicalmanager, this group of “heads-down” programmers will ensure thatthe business process-desired functionality is possible both from atimeframe and SAP programmatic capability perspective.

� Lead configuration specialist(s)Responsible for understanding and, in turn, defining the organiza-tion’s ultimate business processes, this role (or group, depending on


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project scope) works to bring the organization into the desired futurestate. If the project scope is also focused around business processreengineering, these lead SAP configuration specialists understandthe existing business processes and also determine whether industrybest practices as delivered by SAP’s standard functionality are theright client fit. Responsible for all SAP functional specifications, thisgroup works with their SAP programming counterparts to definewhat is possible with SAP and if desired, how to get there.

� Business analystsImplementing SAP software without intimate client organizationknowledge is futile. Every business has specific organizational pro-cesses (whether best practice/ideal or not) that make their environ-ment unique. It is organizational business analysts who hold thisknowledge. As part of the blueprinting phase, business analysts (pergiven relevant project functional area) act as the champions, oracles,and protectors of their business area. This group (almost always clientrepresentatives) work with the SAP functional configuration team todefine the as-is state and what is their ideal to-be state. No one under-stands the organization’s business better than this team; therefore,they play a crucial role in the design of the project blueprint.

5.2.3 Realization

This stage is where the rubber meets the road and where heroes aremade. Although this statement is a bit (though only slightly) dramatic,the project team executes what has been defined within the blueprint(constructed in the previous phase). If every implementation followedwhat was directed in blueprinting, all projects would run successfullyand SAP projects could run on auto-pilot. Unfortunately, this is neverthe case. Thus, the role of the project team during the realization phaseis to react appropriately to bring the project back on course.

Key resources during realization

It is during this phase that most of the “heads-down” outsourced SAPresources are engaged, which typically work offsite. During realization,due to the nature of delivery, SAP outsourced resources are focused onexecution; therefore, their involvement — although great — can bedelivered remotely.


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The major exception to this statement exists during the testing phases ofrealization. During this critical delivery stage, outsourced resources ifoffsite, should ideally be deployed onsite. The testing procedures andactivities performed during realization cannot be only tedious but alsochallenging (as the point of testing is to detect errors). Therefore, duringrealization, these outsourced SAP resources should ideally be physicallylocated with their customer business process counterparts to expeditethis critical stage.

Figure 5.2 Deliverables During Realization

Forms

Reports Workflow

InterfacePrograms

EnhancementPrograms

Portal/KMDevelopment

Misc.Development

Integration Scenario Configuration

Developments

Established ArchivingManagement

Lifecycle DataManagement

Data ConversionPrograms

Program, Project,Risk and QualityManagement

PhaseStartup

Executing andControllingResults

Final Configurationand DevelopmentCycle Plan

PreliminaryGo-live Plan

PhaseSign-off

End User TrainingSchedule and Logistics

End User Training Documentation –Content, Data and System Environment

Organization ChangeManagement andTraining

OCM – OrganizationalAlignment and RiskAssessment Results

OrganizationalChange TransitionProcedure

Project TeamSkills Development(Realization Phase)

End User Trainingand Documentation –Plans and Templates

Configured andConfirmed Baseline

Confirmed Configuration andDevelopment – Cycle [n]

Business ProcessRequirements, Design,Configuration and Testing

System User Roles,Authorizations and Security

Portal UserManagement

SolutionSecurity

Security, Job Roles andSystem Authorizations

QualityAssuranceEnvironment

Technical Operationsand Handover Strategy

ProductionInfrastructureReadiness

ProductionEnvironmentDesign & Setup

SystemTest Plans

Technical SolutionManagement

Portal User Interfaceand Personalization

PortalContent

Portal ContentStructure

Content and IntegrationDevelopment

Content Managementand User Interface

Final IntegrationTest Plans

Approved Final Integration Test


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� Project managementSimilar to the earlier ASAP phases, project management is involved inthis phase to oversee overall implementation progress. However,because the realization phase tends to be both the longest and thelargest in manpower, project management must be heavily involvedin all components (”moving parts”) during this critical timeframe.Scope creep, failure to meet timelines, resource issues, and other typ-ical project challenges all must be addressed quickly and resolveddecisively.

� Training manager/coordinatorDuring the realization phase, new types of resources are brought intothe project team, focusing on cursory but important activities. Onesuch resource type relates to training. During the very beginning ofthis phase, the training manager/coordinator is responsible for devel-oping a training curriculum for a multitude of users. These usergroups may include project team members, super users, and endusers. Moving from setting the curriculum to delivery, the trainingmanager works with trainers to develop specific courses and to ulti-mately present the given material. All of these activities are per-formed together with the business to ensure that their perspective isproperly represented.

� Testing manager/coordinatorThe testing manager/coordinator has the thankless but critical role ofensuring that all of the proper testing is defined, performed, evalu-ated, and documented. With multiple testing phases (integration,end-user, user acceptance, regression, to name but a few) intended fordifferent purposes and user communities, this pivotal position workslong hours ensuring that everyone responsible for resolving issues fol-lows through. Similar to the training manager, the testing manager’sfocus shifts from definition during the early stages of the realizationphase to execution (and reporting) toward the end of this stage.

� Quality assurance/testersThese outsourced resources are crucial to the realization phase.Because testing must be part of any successful SAP initiative, these


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skill sets and corresponding resources provide all of the necessarytesting support services. In some cases, the testing activities —although extremely important — are mundane and repetitive. There-fore, these types of realization responsibilities are ideal for your out-sourcing provider: common activities of low complexity.

� Change managementA successfully implemented new SAP system is worthless withoutend-user acceptance and adoption; thus, this is where change man-agement comes into play. This team is responsible for working withthe training and testing teams, as well as with internal marketing, topromote the new SAP functionality and ensure that the organizationis properly positioned to embrace the end product. Change manage-ment activities such as training and testing coordination begin at theearly stages of the realization phase and continue through this phasevia communication sessions with the end-user community (and exec-utive management). Communication could include “lunch andlearns,” executive management embracement sessions, “all hands ondeck” informative meetings, and so on.

� Developers/configurators/business analystsContinuing their efforts from the blueprinting stage, all of the SAPdevelopers, technical analysts, SAP functional configuration consult-ants, business analysts, and so on, now focus on translating the blue-print requirements into reality. This group is always the largest work-force within the realization phase and is the group that shoulders themost responsibility. This group also is the most visible throughout allof the phases across all ASAP project team members.

� Global delivery/application management systems servicesIf your implementation is leveraging offsite delivery, then this groupof developers, configuration specialists, and administrators need tobe heavily involved in the realization phase. Working in tandem withtheir onsite counterparts, this team performs the execution activitieswith direction from the offsite global delivery manager described pre-viously.

� End usersAlthough not an outsourced SAP group, an organization’s end usersare a key project team population that provides tremendous value


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and input during the realization phase. Specifically, this group partic-ipates extensively within the testing and training components of therealization phase. Playing both a more active participant role (duringthe testing phases), and a more passive observer role (during train-ing), end users are integrated into the realization phase toward thelater stages of the phase.

� Integration managerOne position that is widely overlooked and misunderstood is theintegration manager. (This role is so important that an entire chapter— Chapter 13 — is dedicated to this topic.) Although not truly a rolewithin the ASAP methodology, or a function within full-lifecycleimplementations, the integration manager should be included in therealization phase because ultimately, the responsibility of supportingthe system will fall into his domain. Every organization must grapplewith how to support its productive SAP environment and one of themost effective first steps is involving the integration manager duringthe project build.

5.2.4 Final Preparation

Ready. Set. Wait!

At this point within the ASAP methodology lifecycle, the productiveenvironment is poised for “prime-time,” and the new SAP functionalityis close to be becoming a reality. As the phase indicates, final prepara-tions are made to ensure that go-live is as painless as possible. Rigorouscutover activities are performed, the “war room” is assembled, and latenight pizza is ordered.

Stories from the Trenches: ASAP final preparation and the “war room”

During the final preparation phase just prior to go-live, projects bear downand prepare for the worst but hope for the best. An SAP time-honored tradi-tion known as the “war room” is created at this time. It acts as the centralheadquarters and “nerve center” for all post-go live issues. Depending on thescope and breadth of the project, this command center is open 24 hours aday, seven days a week to support those now productive in the SAP environ-ment.


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Key resourcesduring finalpreparation


� Cutover managerAll eyes and ears remain fixated on this very crucial SAP position.During the project preparation phase, perhaps no other positionholds as much clout and pressure as the cutover manager (except formaybe the project’s champion[s]). During final preparation, thecutover manager is responsible for documenting all of the key cutoversteps that must be taken during go-live; ensure that all of theresources are available and able to deliver; work together with theproduction support team to devise roles and responsibilities; and stillmaintain patience, control, and coordination. In smaller projectteams, this role is sometimes performed by another team membersuch as the project manager, integration manager, technical manager,or strong key resource.

� Project managerAlmost out of the woods, so to speak, the project manager stillremains ultimately responsible for the successful delivery of theimplementation. Although the cutover manager alleviates some of thepressure, it’s still the project manager’s head if things turn bad.

Key project team members across the implementation — including businessprocess functional configuration experts, super users, business analysts, andso on — are part of this task force meant to resolve issues during an agreed on“limited warranty” timeframe.

On a personal anecdotal note: While working in Brussels on a global SAP tem-plate implementation in the late 1990s, our international team was com-prised of nationalities from around the globe. Because the project was basedin Europe, many of the project team members were European. As go-liveapproached and the war room was to be assembled, the project managementteam comprised of Germans, English, Americans, Italians, French, Belgians,and so on, felt uncomfortable calling the war room the war room. After muchdiscussion, our production support center was instead named “go-live head-quarters.”


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� SAP NetWeaver Basis administrationMany technical activities around the NetWeaver stack are of high crit-icality (and visibility) during cutover. During this phase, keyNetWeaver Basis administrators need to be heavily involved in criti-cal activities such as SAP transports, SAP “box” optimization, andprinter configuration and troubleshooting.

� Production support/COE managerDepending on the long-term production support model chosen, keyproduction support representatives should be included in the finalpreparation process and most organizations choose to hold theproject team responsible for a specified “warranty period” after go-live. Integrating those responsible for maintaining the system duringthis phase (or, ideally, even earlier) assists in a smoother transitionand more effective long-term support. At a minimum, the productionsupport/COE manager should be included at this time to understandcertain intimate details of the project, areas of potential challenge,and build relationships with key business analysts as well as projectteam members.

� Integration managerSimilar to the production support manager’s role, the integrationmanager should be involved in the project to post-production transi-tion. His role during this phase is mostly that of an observer attempt-ing to gain as much knowledge and insight into what was imple-mented, via active observation and information absorption.

5.2.5 Go-Live and Support

Everything has now come to this point: go-live. The success or failure ofthe project up until now will be judged based on how smoothly go-livegoes. Therefore, the team assembled for go-live support is crucial toorganizational acceptance. Even issues arise, if they are resolved quicklyand competently, the perception of success is saved. On the other hand,even if there are only a handful of issues but they are not resolved suffi-ciently enough per organizational opinion, the perception of successcould be hindered


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From an SAP outsourcing perspective, this might actually be the phaseor hand-off that incorporates the most outsourcing. In many cases, cus-tomers view outsourcing as production support. Although this is notaccurate, in some customer situations, it might be the case.

Even if the initial production support is being handled by your implemen-tation team (which could still be comprised of some outsourcing re-sources), this might still present an excellent opportunity to engage an out-sourcing provider for your production support services (see Chapter 6).

Key resourcesduring go-live

and support


� Security administratorsThose who have participated in an SAP implementation and post-pro-duction support mechanism understand the amount of effort spenton SAP security. Most initial post go-live production issues are secu-rity-related, involving lack of proper SAP authorizations for endusers. Therefore, having SAP security administrators available to trou-bleshoot and resolve end-user authorization issues is crucial to timelyand effective post-production issue resolution. This role (or roles)works with business analysts to identify what additional SAP authori-zation is required while at the same time limiting unnecessary access.

� Integration managerAfter go-live, responsibilities for the integration manager shouldincrease dramatically. Activities previously performed by the projectteam leads and project manager now become the responsibility of theintegration manager. There is much more to come on the subject thisposition and its corresponding duties, in Chapter 13.

� Project managerPerforming all of the necessary activities involved in project closureand transitioning responsibility to the appointed production supportmechanism, the project manager then moves on to yet another high-paced, high-intensity implementation.

� Production support resourcesA topic for a dedicated chapter, the production support resources(whether internal or external) now are responsible for “keeping thelights on,” so to speak. Ranging from break/fix issues all the way up to


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new initiatives (potentially including project-related initiatives), thislong-term support mechanism takes over and continues to improveon what has been originally implemented during the project. If yourorganization chooses to leverage an SAP outsourcing provider forthese support services, their involvement both strategically and tacti-cally is mandatory.

5.3 Using SAP Solution Manager during Implementations

With SAP’s strong promotion of SAP Solution Manager as both a robusttool with a wide rage of uses and a (from now on) mandatory compo-nent for all SAP platforms, it is no wonder that Solution Manager is nowalso promoted as a value-added implementation tool. Three specific Solu-tion Manager features — one directly and two indirectly promoted bySAP — are excellent tools that can greatly assist productivity and long-term success during projects. All of these features — Project Administra-tion/Work Centers, Maintenance Optimizer, and Service Desk, will bediscussed in this section.

Touched upon earlier in the book, the use of SAP standard implementa-tion tools such as those in Solution Manager is an excellent way to max-imize your organization’s interaction with your outsourcing provider.Regardless of whether you are the customer or the vendor, all organiza-tions have different methods of how to drive an SAP implementation.Even though ASAP methodology is pervasive, its execution can varyfrom client to client. Therefore, the use of a common and widelyaccepted SAP project management tool is an excellent way to maximizeyour outsourcing relationship (and related end product).

Figure 5.3 shows a very high-level value Solution Manager proposition,including some of the functionality described in the features that follow.


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5.3.1 Maintenance Optimizer

Mandatory tool Of all of the Solution Manager features, Maintenance Optimizer is theleast glamorous. However, due to SAP’s following mandate, it is withoutquestion the most widely utilized. Per the announcement on SAP Serv-ice Marketplace:

”All corrective software packages, including support packages (stacks) forSAP NetWeaver 2004s and subsequent versions, as well as all applica-tions that are based on this software, will be available exclusively throughthe Maintenance Optimizer in SAP Solution Manager as of April 2,2007.”

Thus, moving forward, for all implementation-related work (as well asongoing SAP operations); Maintenance Optimizer will be the “modusoperandi” for keeping your SAP software platform running smoothly(pun intended.) Furthermore, any corrective SAP-created software(whether recommended configuration or core ABAP/Java code correc-

Figure 5.3 SAP Solution Manager Value Proposition

All TrainingInformation

AllMaintenance

Activities

All ServicePlanning,

Delivery, andFollow-up

Information

All Business ProcessesAll Systems

All Monitoring DataAll Service Level Information

All TestInformation

All CustomerDevelopmentsand FunctionalEnhancements

The EntireDocumentation

All ChangeInformation

All Incidentand ProblemInformation

SAPSOLUTIONMANAGER


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tion) will now only be available via Maintenance Optimizer (via SAPService Marketplace).

(For those interested in navigating to Maintenance Optimizer, followthis path: Transaction SPRO � SAP Reference IMG � SAP Solution

Manager Implementation Guide � SAP Solution Manager � Basic Set-

tings � Maintenance Optimizer� Set Up Work Center for Change

Request Management — see also Figure 5.4.)

For those who take all of the background SAP NetWeaver activities forgranted, this will be transparent. However, Basis administrators whokeep SAP environments running smoothly will either already be inti-mately aware of Maintenance Optimizer or will be learning/using it inthe very near future.

Figure 5.4 Maintenance Optimizer via Transaction SPRO


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Who must useMaintenance

Optimizer?

Maintenance Optimizer and its benefits can be used for all SAP applica-tions, including earlier versions of core SAP such as SAP ERP 2004 andSAP R/3 Enterprise. However, if SAP support packages, patches, hotpacks, and so on, for industry solutions are based on later SAP versions,they must now be downloaded through the Maintenance Optimizer.

SAP applications that require Maintenance Optimizer are as follows:

� SAP Business Suite 7.0

� SAP CRM 2005 and CRM 2007

� SAP ERP (5.0 and 6.0)

� SAP SCM 2005 and SCM 2007

� SAP SRM 2005 and SRM 2007

� SAP NetWeaver 2004s

� SAP Solution Manager 4.0 and 7.p

SAP applications that do not require Maintenance Optimizer are as fol-lows:

� SAP APO 3.1

� SAP BW 3.0B

� SAP BW 3.1 Content

� SAP CRM 3.0

� SAP CRM 3.1

� SAP CRM 4.0

� SAP ERP 2004

� SAP NetWeaver'04

� SAP R/3 4.6C

� SAP R/3 4.6C (HR)

� SAP R/3 4.7x110

� SAP R/3 4.7x110 (HR)

� SAP R/3 4.7x200

� SAP R/3 4.7x200 (HR)

� SAP SCM 4.0


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� SAP SCM 4.1

� SAP Solution Manager 3.2

� SAP SRM 2.0

� SAP SRM 3.0

� SAP SRM 4.0

5.3.2 Project Administration/Work Centers

SAP Solution Manager provides the tools and content needed to imple-ment SAP solutions efficiently from both a technical and a functionalperspective. All of this is integrated into SAP’s ASAP project methodol-ogy. To fully support an organization’s SAP implementations, SolutionManager provides implementation roadmaps via its Project Administra-tion/Work Center feature.

Very few project management tools can better facilitate driving SAPprojects with outsourcing providers than SAP Solution Manager’sProject Administration (PA) component. This standard and commonASAP-integrated approach provides an excellent framework for manag-ing SAP projects with your outsourcing partner.

PA is used most heavily during the business blueprinting and realizationphases. Depending on whether you are performing analysis and datagathering activities or executing and developing functionality, differentPA functionality is used differently.

Business process repository

For example during blueprinting, PA’s business process repository func-tionality is used to capture your organization’s business process require-ments, documentation, and scoping documents. (Think of it as SAP’sown business process document management repository.) This enablesyou to create your blueprint.

However, during realization, the use of PA is slightly different; in thisphase, it can be used to capture configuration guides for standard busi-ness scenarios, project-specific implementation documentation, custom-ized project-specific development, and so on. It can also be used forproject-related testing services.


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Furthermore, one of the added benefits of working with PA is its tightintegration with the SAP implementation guide (IMG) for the creation ofSAP customization and configuration. By configuring a given businessprocess within Solution Manager, you are able to directly link back toyour core SAP environment for easy project-specific configuration.

Documentationvalue

Finally, most projects suffer from poor project documentation and evenworse, poor relevant, ongoing operational documentation. By using PAas a project documentation tool (as well as for continued operations),your organization will be much better positioned. The bottom line isthat SAP Solution Manager PA provides long-term value. Furthermore,making this step mandatory when utilizing an SAP outsourcing providerensures that your organization is presented with the proper documenta-tion as part of the overall outsourcing delivered package.

Testing Another potential use of SAP Solution Manager during implementationsis via the testing functionality within Work Centers (see Figure 5.6). Thisintegrated, SAP-provided testing suite enables your organization to inte-grate testing into your implementation in relation to the work centers

Figure 5.5 Example of Standard SAP Business Processes


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created within PA. Again, if utilized, this tight integration of businessprocess and testing functionality enables your organization to leverageSolution Manager for multiple critical steps within the lifecycle in oneintegrated tool.

5.3.3 Service Desk

Although Service Desk was discussed briefly in Section 5.4 (related topost-production ongoing change management), it should also be men-tioned when discussing implementations. Geared more toward ongoingpost-production support, Service Desk can also be used as a valuabletool during project work to capture and track issues during system build(see Figure 5.7).

Figure 5.6 Work Center Testing Functionality


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Benefits duringrealization

During the realization phase — specifically regarding the constructionand subsequent testing phases (regardless of whether you are using SAPtesting functionality) — Service Desk can be used by the followingproject team members:

� DevelopersSAP programmers can define the test plans and test scripts requiredper their respective developments areas. Also during unit, string, andintegration testing, SAP developers can capture any bugs and relatedfixes either identified within their own code or within standard SAPcode.

� Functional configuration resourcesSimilar to the development testing activities described, SAP func-tional configuration resources can define, document, and capture alltesting phases specific to their given functional area.

� Testing resourcesIf an organization designates a specific testing team responsible forchecking all project-related developments, this team can either work

Figure 5.7 Service Desk Screenshot


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with project team members to define the testing scenarios and thenperform the testing or simply perform the testing after test scriptshave been provided.

� User-acceptance testing resourcesLeveraging Solution Manager’s Work Center testing during user-related testing is also a beneficial scenario. This is a very importanttesting process both from a results and end-user “buy-in” perspective.Using Solution Manager testing functionality prepares the end userfor SAP usage and builds the foundation for greater adoption and, inturn, acceptance (embracement).

5.3.4 Upgrades

AcceleratorsDue to the number of organizations that will need to migrate from anolder SAP platform to a more recent version, SAP Solution Manager pro-vides multiple tools meant to ease the upgrade process. Specifically,Solution Manager provides what are called “upgrade roadmaps” —focused by SAP product — to speed up the migration process and lessenthe pain.

Figure 5.8 shows the upgrade roadmap from within Solution Manager.

SAPanese — Upgrade versus reimplementation

In the most technical sense, an upgrade within the SAP world denotes anactual SAP product versioning installation to a more recent release. Commonexamples include upgrading SAP’s core ERP product from an earlier releasesuch an SAP R/3 version to SAP ERP 6.0 or an SAP BW 3.5 release to SAPNetWeaver BW 7.0.

However, in some cases, organizations looking to get to SAP’s “latest andgreatest,” perform a reimplementation instead, for various reasons (new start,highly customized legacy SAP environment, etc.). This reimplementationactivity can be confusing for multiple reasons. Because organizations alreadyhave a productive SAP environment, a true upgrade approach seems to be theobvious approach. However, as mentioned, this might not always be true.Therefore, when dealing with a potential upgrade, be very clear as to what isgoing to be performed technically; it might not always be what you think.


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Within each of these roadmaps are “accelerators” specific to the givenupgrade product that support a more detailed business process. Theseaccelerators cover over 90 % of all defined application processes and36 % of all industry scenarios in 18 industry segments! For example,within the SAP ERP 6.0 roadmap, common business processes includingfinancials, logistics, manufacturing, and so on are captured via desig-nated accelerators. Table 5.1 shows some of the many valuable accelera-tors by source and target release. These types of upgrade “plug andplays” not only allow your organization to more rapidly upgrade yourSAP environment, they also allow you greater visibility and autonomywith your SAP outsourcing provider.

Figure 5.8 Upgrade Roadmap within SAP Solution Manager

Source — Release Target — Release Accelerators

SAP R/3 3.1i — SAP ERP 5.0 SAP ERP 6.0 110 (21 unique)

SAP Learning Solution 2.0 and 3.0 SAP Learning Solution 6.0

42 (15 unique)

SAP SEM 3.0 — 4.0 SAP SEM 6.0 49 (13 unique)

FSCM 2.0 and 3.0 FSCM 6.0 44 (16 unique)

Table 5.1 Upgrade Accelerators


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The Solution Manager roadmap assists in facilitating the upgrade pro-cess through the entire lifecycle. Various components are available dur-ing each of the phases. For example, during project preparation, theproject administration functionality is highlighted, enabling your orga-nization to create the new upgrade project easily, including business-rich accelerators. During realization, instead of having to evaluate all ofthe needed upgrade delta configuration steps, Solution Manager’supgrade roadmap provides recommended upgrade and IMG configura-tion specific to your environment.

Project team training

Another feature within the upgrade roadmap relates to project teamtraining. Often underestimated and/or neglected, training the end-usercommunity is typically either left to the last minute or left to anyremaining budget.

Leveraging Solution Manager’s Learning Map Builder, you are able tocreate training material based on your upgrade materials created duringblueprinting. This relatively intuitive functionality allows your organiza-tion to create role-specific learning maps. This upgrade feature can comein handy if you are low on additional funding for formalized training.

SAP E-Recruiting 2.0 and 3.0 SAP E-Recruiting 6.0 45 (16 unique)

SAP cProjects 2.0 — 3.1 SAP cProjects 4.0 51 (41 unique)

ISA WAC 4.0 XECO 5.0 43 (16 unique)

SAP XXS 5.0 SAP XXS 6.0 39 (14 unique)

Source — Release Target — Release Accelerators

Table 5.1 Upgrade Accelerators (cont.)

Real-life question: Can I leverage SAP Solution Manager’s upgrade func-tionality without Solution Manager?

For organizations that do not currently leverage Solution Manager, otheroptions exist. The Upgrade Roadmap is available as a standalone HTML ver-sion so that anyone can use it, even without SAP Solution Manager. Althoughnot as powerful as a standalone (i.e., without true SAP integration), it none-theless provides the SAP ASAP methodology, including all of the steps in anupgrade project.


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SAP Solution Manager Roadmap packages multiple SAP products andfunctionality into a single tool. Those embarking on an upgrade,whether technical or functional, should definitely look into leveragingthis no-cost SAP-supplied package.

Again, when specifically dealing with SAP outsourcing, Solution Man-ager can act as the central hub for collaboration between your organiza-tion, your SAP outsourcing provider, and SAP. Because SAP stresses thistool and its functionality so strongly, it is now no longer a nice-to-havewhen working with partners but rather a required component. Whetherleveraging Solution Manager PA as a central repository for both clientsand customers for all upgrade activities or other valuable steps, SolutionManager should be part of your SAP outsourcing strategy.

However, according to Doreen Baseler of SAP AG in her article “How SolutionManager Can Smooth Your Next Upgrade Project,” automation is one of Solu-tion Manager’s key value propositions. She explains that “it won’t offer theautomated access to content and tools such as upgrade and implementationcontent for new solutions, or system landscape analysis linked to your road-map as project accelerators that you’ll find in conjunction with SAP SolutionManager.” She recommends that to truly maximize Solution Manager’spotential, one should install SAP Solution Manager along with the UpgradeRoadmap, especially because both are included with standard SAP mainte-nance costs.

Figure 5.9 The Solution Manager Epicenter

Solution Landscape

SAP Consulting

Partner

Support Organization (CCC)

Service Infrastructure

Application Management

SAP

SAP ServiceMarketplaceMarketplace

Experts

Customer

SAP Solution Manager

Knowl-edge


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5.4 Using the Custom Development Management Cockpit (CDMC) for Upgrade Preparation

Another useful tool outside of Solution Manager for upgrade initiativesis SAP’s Custom Development Management Cockpit (CDMC). Whenworking with your SAP outsourcing provider focused on an upgrade ini-tiative, there is tremendous value in leveraging such a standard, SAP-provided accelerator. First, it ensures that your provider does not “rein-vent the wheel,” and second, it provides a high level of visibility of theiractual activity. This SAP-provided tool provides great value for projectsattempting to better understand what potential issues might exist withincustom development in their SAP landscape.

Impact of custom development

Because most SAP installations make modifications to their SAP environ-ment in some form or another, it is important to understand very wellthe potential impact when migrating from an earlier SAP release toanother. Although some customers limit their modifications to organiza-tional custom reports, others perform extensive custom developments,including — in some cases — making core SAP program modifications.(The latter practice is highly discouraged for a plethora of reasons!)Although custom SAP development provides clients with solutions tai-lored specific to their needs, this functionality can cause challenges inlong-term maintenance and — for the purposes of this discussion —upgrades.

Because all organizations have some form of custom development, thiscan lead to an increase in your total cost of ownership (TCO). TCO isincreased because custom development requires additional mainte-nance. Furthermore, during upgrades, it can be difficult to identify theneed for some developments, in turn requiring unneeded analysis andresulting in wasted resource time.

The manual activities involved and corresponding work effort can betremendous. For example, having to upgrade to a higher SAP release orapplying support packages requires the labor-intensive exercise ofresearch, testing, and analysis. This process represents a considerableamount of effort.

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CDMC Features CDMC addresses the previously mentioned issues by providing a toolfocused on the task of handling ABAP custom development objects inSAP environments. SAP’s CDMC can:

� Analyze custom developments in your SAP system and identify obso-lete developments (clearing analysis)

� Identify the potential consequences of an upgrade on custom devel-opments (upgrade/change impact analysis)

Clearing analysis Two components of CDMC are focused on analysis activities. The first isknown as clearing analysis. This feature enables you to analyze all of thecustom objects and modifications made to SAP standard objects. Thisanalysis allows you to clearly identify used and unused custom objectsand modifications that might need to be upgraded as part of the migra-tion. Furthermore, it allows you to delete custom objects and modifica-tions no longer needed in the system. The clearing analysis process isreferred to as the clearing process.

Figure 5.10 Clearing Analysis Functionality Within CMDC


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5.4

Upgrade/change impact analysis

The second CDMC component is known as upgrade/change impact anal-ysis. It assists in the identification of potential impact areas a supportpackage or upgrade might run into on any custom developments in thesystem. This component focuses on non-SAP program provided customdevelopments.

The CDMC utility — which is delivered at no additional cost to custom-ers — provides a comprehensive canned analysis feature. This allowsorganizations to see development impacts on both sides of the fence:core SAP-modified developments and non-SAP delivered custom devel-opments.

Although it is not a silver bullet to fix all of the potential issues identifiedfrom the analysis, it does provide a good baseline and easy method ofproviding the information necessary for customer action. Both compo-nents include intuitive reporting features that provide detailed analysisready for action.

Figure 5.11 Upgrade/Change Impact Analysis Functionality Within CMDC


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Index

24x7x365 42, 272

A

ABAP 39, 185, 204ABAP short dumps 88Accelerators 131Accountability 236Acquisition 142, 238Administrator 198, 200AGILE 221ALE 80Analysis 246Application 21Application management 118Application Management Services (AMS)

266Applications development 296ASAP 91, 93, 96, 107, 119, 144, 221,

240Roadmap 73, 108

Assessments 57Asset and configuration management

296Audit 60Authorizations 39Availability management 297

B

Back and forth 53Background check 92Best of breed 173Best Practices 22, 241Big 4 205Blueprint 73BOT 235Break/fix 39, 88, 140, 142Build-Operate-Transfer (BOT) 235, 253Bulldog 62Business analyst 115, 118Business blueprint, ASAP 108, 113

Business consulting 205Business intelligence 59, 327Business Planning and Consolidation

40, 47Business process 209Business process leader 198, 200Business process outsourcing (BPO) 228Business process repository 127Business process standards 275

C

CAB 103Capability Maturity Model (CMM) 280Capability Maturity Model Integration

(CMMI) 278, 280Capacity management 297CDMC 135Center of Excellence (COE) 52, 66, 121,

175, 254Center of Expertise (COE) 178Central Performance History (CPH) 161Central System Administration (CSA)

152, 154, 156, 317Central System Monitoring 158Certification 82, 231

Run SAP 145, 146Change management 99, 118, 296, 297,

308Channel 228Clean break 54Clearing analysis 136CMDB 299COBIT 240, 275, 278, 279, 280COBIT Domain Framework 279Collocation 77Communication 55, 185Compliance 41, 236Configuration management 297, 299Configuration Management Database

(CMDB) 299Configurator 118


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374

Consultant resources 208Continuous improvement, ASAP 109Contract 225Contract-to-hire 234Control Advisory Board (CAB) 103, 307Control Objectives for Information and

related Technology (COBIT) 275, 278, 279

Corporate culture 36, 37, 92, 172Cost 36, 49, 66, 178, 207, 222, 236Cost structures 266Cost-benefit analysis 50Crystal Reports 327Culture alignment 70Custom development 59, 85, 135, 152Custom development lead/manager 112Custom Development Management

Cockpit 135Customer Competence Center (CCC)

171, 178Customer defection 82Customer support 83Customization 101Cutover manager 120

D

Data center operations 267Data management 296Data sensitivity 41Database application support 268Deliverable-based pricing 246Deliverables 59Developer 118Development Implementation Plan (DIP)

166DIP 166Direct hire 238Disaster recovery strategy 82Disk space 160Documentation 128, 247Dynamic resourcing 193

E

Ecosystem 226EDI 80Education partners 229Email integration 101Emotional component 54End-user 118End-user support 39Eng’s Principle 35Engagement construct 183Enhancements 39Executive influence 37Executive management 258, 262Executive sponsor 198, 200Exit strategy 239Experience 82, 207Expertise 51

F

Fastlane 107Final preparation, ASAP 109, 119Financial management 297Financial management of IT services

296Financial processes 59Financial stability 208Fixed pricing 246Fortune 500 45Full Lifecycle 73Full project outsource 31Full Service Application Outsourcing

269Full-time employees (FTEs) 43Functional configuration lead 112

G

Gate review 61Geographic location 82Global Delivery 171, 175Global delivery 31, 88, 89, 118Global delivery manager, offsite 112Global sourcing 30Global strategic accounts 250


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Index

375

Go-live and support, ASAP 109, 121Governance 199, 293Governance, Risk, and Compliance (GRC)

40

H

Help Desk 86Hire-to-Retire 59Home-grown SAP 41Hot packs 39Hours of operation 319Human resources management 296Hybrid 72Hybrid outsourcing 190

I

Implementation 87, 107Incident management 296, 297Industrial revolution 29Industry 209Industry solutions 191, 244Industry standards 277Information Systems Audit and Control

Association (ISACA) 279Infrastructure Library (ITIL) 275Insourcing 217, 238Integration assessment 58Integration manager 77, 93, 119, 121,

122, 186, 190, 196, 200, 303and CAB 307character 306definition 304offsite partner 313organizational size 312project management skills 310responsibilities 304

Internal capabilities 36Internal core capabilities 63Internal resources 264IT business process framework 275, 277IT governance 293, 296IT Governance Institute (ITGI) 279IT process documentation 294IT process framework 296

IT procurement and vendor management 296

IT service management (ITSM) 278, 284IT Service Management Framework 283IT services catalog 297ITIL 240, 275, 278, 284, 290, 299

J

J2EE components 160Java programming 39Job scheduling 38, 39, 80, 88Joint venture accounting 40

K

Key functional configuration specialist 113

Knowledge base 52Knowledge transfer 52, 75, 94

L

Language requirements 210Large enterprises 243, 248Lead configuration specialist 114Lead developer 114Learning Map Builder 133Level 1 support 152Level 2 support 152Location 210Long-term vision 36

M

Maintenance 39Maintenance Optimizer 124, 126Managed services partner 244Management 56Manager to manager, outsourcing 186Manufacturing Execution (ME) 51Market size 176Maturity level 281Method One 107Methodology 55Microsoft Project 165


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Index

376

Midmarket 257challenges 258

Modifications 88Multi-tasking 260

N

Nearshore 30, 69Networking services 267New general ledger (G/L) 51Number of clients 82

O

Objectivity 50Offshore 30, 71Offsite 69, 184Offsite delivery manager 197, 200Offsite delivery support manager 315Offsiteing 30On-demand 272Onsite 68, 194Operating system administration 267Optimization 58Oral presentations 216Order-to-Cash 59, 204Organizational acceptance 75, 94Organizational change management 296Outlooksoft 40Outsourcing 265

by ASAP phase 111definition 30, 31dynamic resourcing 193flavours 67history 29hybrid 190Manager to manager 186models 265onsite 194post-production support 92SAP 269specific models 79when? 91why not? 65

P

Partial project outsource 31Partner 203

criteria 207scoring 211selection process 213service specific 206types 204

Partners-in-Projects (PIP) 30, 78Password reset 39Performance 210Performance management 296PMBOK 282Pooled resources 271Post-production support 74Powered by SAP NetWeaver 230Practice 75, 94Problem management 296, 297Process flow 320Process maturity assessment 281Process maturity goals 286Process maturity level

assessing 285Process maturity model 280Production planning 59Production support 57, 122, 139, 175

tools 153Production support manager 121Production support plus 143Production-plus 89Project Administration (PA) 127, 166Project definition 143Project Framework(s) 107Project governance 199, 200Project management 117Project Management Body of Knowledge

(PMBOK) 278Project Management Methodology

(PMM4) 107Project management services 62Project manager 111, 120, 122Project plan 223Project portfolio and project manage-

ment 296Project preparation, ASAP 108, 111


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Index

377

Project team 222Project team training 133Project work 39Projects in Controlled

Environments (PRINCE) 287Prototyping 328Purchase-to-Pay 59

Q

QS9000 285Quality assurance 117, 221

R

Radio Frequency Identification 47Ramp-up 251Ramp-up time 172Realization, ASAP 109, 115Regulatory requirements 210Reimplementation 131Release management 296, 297Request for information (RFI) 203, 214,

218, 221Request for Proposal (PFP) 203, 216,

220, 322Resolution time 320Response time 320Responsibility transition 75, 94RFC 80RFX 218Rightshore 30, 71Risk 47, 174Risk management 296Roadmaps 145Run SAP 91, 98, 144, 221, 240, 290,

292SAP Enterprise Support 147

S

SAAS 44SAP accreditations 226SAP All-in-One 40SAP Best Practices 55, 145SAP business consulting 205

SAP Business Suite 62SAP BusinessObjects 40, 59, 90, 228,

327SAP Enterprise Support 147, 148SAP Global Trade Services 224SAP GRC Access Control 61SAP hosting 41, 42, 81, 141, 152, 229

sample 83SAP hosting partners 266SAP implementation guide (IMG) 128SAP industry solutions 191SAP integration 101SAP IT Service & Application Manage-

ment Framework 291SAP ITSAM 291SAP methodology 221SAP NetWeaver 59

administration 268SAP NetWeaver administrator 198, 200SAP NetWeaver Basis administration

121SAP NetWeaver Basis operations 38, 79SAP NetWeaver Business Warehouse

327SAP NetWeaver BW 160, 327SAP NetWeaver Master Data Manage-

ment (MDM) 40SAP NetWeaver operations 152SAP NetWeaver Process Integration 40SAP notes 39, 80SAP operations 38SAP Roadmaps 110SAP Service Marketplace 102SAP Services Partner 227SAP Solution Composer 110SAP Solution Manager 102, 110, 123,

153, 296BW reporting 160Central System Administration 317documentation 128Learning Map Builder 133Project Administration (PA) 127, 166Run SAP 145Service Desk 129Service Level Management 317Service level management 324


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Index

378

SAP Solution Manager (cont.)testing 128upgrade 131value proposition 124work centers 127

SAP standards for solution operations 145

SAP technology 209SAPanese 23SAPCCMSR 160SAPscript 86Scope 59, 319Scoring 211Screening 231SDLC methodology 96Security 41, 59, 159, 191Security administration 39, 56Security administrator 122Security management 296Selection process 213Senior project management 114Service continuity management 297Service Desk 57, 86, 102, 129, 327Service level 36, 82, 177, 320Service level agreement (SLA) 42, 299,

317and pricing 323establishing 318

Service Level Management (SLM) 296, 297, 324guidelines 325SAP business scenarios 327SAP landscape 325SAP technology 326supporting tools 323type of initiative 328

Service level reporting (SLR) 324Severity level 319Shadowing 53Shared services 254, 265Short-term vision 36Single point of responsibility 173Six Sigma 221, 285Size, organization 43Skillset(s) available 36Small enterprise 44

SmartForms 86Smooth transition 53Software as a service 44Software Development Methodology

(SDM/SDM2) 107Software Engineering Institute (SEI) 280Software solution partners 230Spaghetti logic 42Staff augmentation 31, 39Staffing 205Staffing solution 31Standardization 54, 275, 276, 283

SAP environments 290tools 297

Statement of work (SOW) 53, 217, 223Strategic planning 296Strategy 20, 33Streamlining 56Super user 263SWAT team 74System administration 92, 154System availability 83System backup and restore 39System Landscape Directory 61System monitoring 158System performance tuning 39System tuning 38

T

TCO 276Technical architect 114, 197, 200Technical infrastructure lead/manager

111Technical upgrade 87Terminology 284Terms and conditions 321Testing 128, 247Testing manager 117The five w’s 20Theory of Constraints (TOC) 282Ticket tracking tools 100, 101Time zone 70Timeframe 91Timing 91, 215Toolset 55


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Index

379

Training 75, 94Run SAP 145

Training manager 117Transaction

SM37 80SOLAR_EVAL 166SPRO 125

Transition 91Transports 39Try, then buy 235Type of work 36

U

Upgrade 107, 131, 133, 142preparation 135

Upgrade/change impact analysis 137Upper midsize enterprise 44User acceptance testing 74User profiles 39

V

Vendor Managed Systems (VMS) 235, 244

Vendor summit 214Vision 36Volume 36

W

Warehouse management 59Watch-and-Learn 53Web Intelligence 327Work centers 127Work effort 163

tracking tools 165Work history 233Workflow 101WRICEFP 72, 85

X

Xcelsius 327


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