DocumentQM

HORIZON

QualityManagementManual of SAPDevelopment

SAP AG Neurottstrae 16 69189 Walldorf Germany

Quality Management Manual of SAP DevelopmentMay 2000

Copyright 2000 SAP AG. All rights reserved.

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Contents

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Overview ............................................................................................................................................................ 1

Area of validity for theHORIZON QM system ........................................................................................................................................................................... 1

Delimitation to the Support & Service QM system .................................................................................................................................. 1

Content of this manual ......................................................................................................................................................................... 1

Overview of development processes ...................................................................................................................................................... 1

Definition of SAP Labs .......................................................................................................................................................................... 2

mySAP.com .......................................................................................................................................................................................... 2

Development structure ......................................................................................................................................................................... 3

Quality organization ............................................................................................................................................................................. 4

Development Requests ......................................................................................................................................... 5

Who creates development requests? ...................................................................................................................................................... 5

Planning .............................................................................................................................................................. 7

Product planning .................................................................................................................................................................................. 7

Project planning ................................................................................................................................................................................... 7

Development ....................................................................................................................................................... 9

Creating releases ................................................................................................................................................................................. 9

Development principlesSAP corporate culture ........................................................................................................................................................................... 9

Basic goals ........................................................................................................................................................................................... 9

Product development phases ................................................................................................................................................................ 9

Planning ............................................................................................................................................................................................ 10

Specification ...................................................................................................................................................................................... 10

Design ............................................................................................................................................................................................... 10

Implementation ................................................................................................................................................................................. 10

Tests and pilots ................................................................................................................................................................................... 10

Problem Handling and Maintenance ..................................................................................................................... 11

Development support ......................................................................................................................................................................... 11

Implementation andintegration in the standard system ...................................................................................................................................................... 12

Closing problems ................................................................................................................................................................................ 12

Legal/technical changes ..................................................................................................................................................................... 12

iv

Product Development with Partners .................................................................................................................... 13

Product Development with Partners .................................................................................................................................................... 14

Certification of interfaces to non-SAP systems ...................................................................................................................................... 14

Support Processes ............................................................................................................................................. 15

Personnel Development at SAP ........................................................................................................................................................... 15

QM Organization ................................................................................................................................................................................ 15

Internal audits and process improvements ........................................................................................................................................... 15

Organization of customer audits ......................................................................................................................................................... 16

Management Review .......................................................................................................................................................................... 16

Management of QM documents .......................................................................................................................................................... 16

Organization of QMdocumentation and quality records ..................................................................................................................................................... 16

You can find this and other current literature on our home page in themedia centers for each subject at:

http://www.sap.com

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Quality Management Manual of SAP DevelopmentQuality Management Manual of SAP Development

OverviewArea of validity for theHORIZON QM system

The HORIZON QM system is valid for development at the SAP Group, that is,development at SAP AG and at the independent SAP Labs organizations.

Delimitation to the Support &Service QM system

SAP aims for customer satisfaction. It is therefore concerned with constantly im-proving and extending not just development, but also the services and support itprovides. In 1998, the Service and Support area built its own QM system, Excel-lence in Support & Service. This system is separate from the HORIZON develop-ment QM system. The processes Final Assembly and Delivery of R/3, Active Custom-er Service for R/3 Services, Cooperation between SAP and R/3 Service Partners, SAPUniversity, Personnel Development at SAP and The SAP Training Department are nowthe responsibility of the Excellence in Support & Service QM system. The ProblemHandling and Maintenance process lies between Development and Service. Thisdocument contains references to the parts of this process that are relevant to de-velopment.

Content of this manualThe QM manual provides an overview of the processes that take place in develop-ment areas within the SAP Group. The focus is on the overall picture. The QMManual answers the following questions: What ideas form the basis of the devel-opment process? What types of cooperation does SAP promote? How do we en-sure that our products satisfy the requirements of the many different customerswho use our software in differing ways in various industries worldwide? How dowe ensure the quality standards they require? How are the various processes con-nected?

Overview of developmentprocesses

The following graphic shows the development processes of the SAP Group thatare documented in process descriptions, and interfaces to those processes that arerelevant to both development and service.

Individual customers and representatives of Customer Competence Centers (CCC),User Groups and SAP employees can enter their product ideas and requirements

Figure 1: Processes in development with interfaces to service

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Quality Management Manual of SAP Development

in Product Planning for the next release using the Development Requests process.The development projects are then planned and monitored throughout the devel-opment period (that is, until the development deadline for that release) in ProjectPlanning. The Development process is central to all internal processes. It describesthe standard processes for creating SAP products. The Product Development withPartners process explains SAPs partner strategy in development and the condi-tions for realizing this strategy in joint projects. The product then reaches the cus-tomer through the Final Assembly and Delivery process in the Excellence in Supportand Service QM system. The Problem Handling and Maintenance process describeshow customer feedback, in the shape of customer requests and problem messag-es, is integrated into the various processes. Development support and mainte-nance are the focal points of this process, from a development point of view. Thisprocess results in general information for customers and instructions for correct-ing the error in the shape of notes for installed software releases.

Definition of SAP Labs The company headquarters, which includes the Executive Board and develop-ment headquarters, is located in Walldorf, Germany. SAP also develops softwareat other locations. These organizational units are known as SAP Labs. There arefour types of SAP Labs: research laboratories, development centers, ABAP Facto-ries and test centers. SAP Labs can also be a combination of these four types. Thereare currently SAP Labs in Bangalore (India), Moscow (Russia), Palo Alto (USA),Sophia Antipolis/Nice (France) and Tokyo (Japan), some of which are still beingset up.

mySAP.com is a comprehensive, open application environment for e-commerce.With portals, Industry Solutions, Internet applications and services, and XML tech-nology mySAP.com paves the way for companies to enter the economic area ofthe Internet.

mySAP.com

Figure 2: SAP Global Development

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Quality Management Manual of SAP Development

mySAP.com refers both to SAPs Internet strategy and the mySAP.com product,which covers the entire range of SAP solutions.

As a result, the existing SAP products have become components of an integratedsolution that can be modeled and modified based on customers specific needs.

Additional, industry-specific components enhance the available, generic businessprocesses. The industry-specific functions are based on the R/3 System, and areshipped either as an integral part of the standard system, or as industry-specificcomponents in addition to the standard applications.

Edition 1 comprises all the software solutions that SAP offers for implementingbusiness scenarios. Besides the wide-ranging functionality, the emphases ofmySAP.com are ist ease of use and an attraactive design that empower even occa-sional users to run their applications quickly and easily.

All Edition 1 components can be accessed through the mySAP.com Workplaceand are optimally integrated with each other through a variety of interfaces.

An overall delivery strategy has been defined for mySAP.com Edition 1 in addi-tion to the existing product delivery strategy. The many different components thatform mySAP.com Edition1 will continue to keep their existing release strategy,which has proven reliable since 1997. For example, the release strategy for theSAP R/3 System remains unchanged. New solutions like the mySAP.com Work-place will assume this strategy. The components contained in Edition 1 have theirown, separate version states. Separate release upgrades and separate SupportPackages to maintain the components are offered. Components that are installedtogether, such as SAP Financials, SAP Logistics and SAP Human Resources, willbe upgraded together.

Development structureThe development areas for the mySAP.com components basically subdivide intodevelopment departments. The product-specific area of responsibility of a devel-opment department is known as the program. The following graphic shows thebasic structure of a typical development department:

Figure 3: Basic structureof a development department

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Quality Management Manual of SAP Development

Quality organization The Global Quality Management (GQM) and Global Release Management (GRM) cen-tral areas are responsible for organizing and coordinating all activities for globaldevelopment quality and release management. Their tasks include:

q Maintaining and further developing the HORIZON QM system for develop-ment

q Organizing internal and external audits

q Preparing the Management Review

q Central project planning

q Determining key figures for quality

q Maintaining development and maintenance systems

In addition to this, there are decentralized QM teams, who are responsible for theQM measures that accompany development in each development department.The GQM area is concerned with strategic aims, whereas the decentralized QMteams concentrate on the software product or the subproduct.

The following graphic summarizes the various priorities of quality managementat SAP:

Figure 4: Integration of quality teams in development

This document contains a brief overview of development processes at SAP.

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Quality Management Manual of SAP Development

Development RequestsNew products and planned developments are planned in stages. Customers andSAP employees can directly influence release planning. Development requeststherefore represent an important input into the product planning process at SAP.

The main aims of the process are as follows:

q Development request authors receive a precisely defined procedure model(based on the tools developed for this process), which describes how to createdevelopment requests and find out about their current processing status. Thisprocess description increases awareness of the whole process and of the crite-ria on which SAP bases its decisions regarding inclusion of development re-quests in product planning. This is intended to raise customer acceptance ofSAPs decisions.

q SAP subsidiaries and regions have the option to use the Regional DemandMaps to position development requests that they consider of particular im-portance, thereby including them in product planning.

Who creates developmentrequests?

Customers, User Groups, representatives of Customer Competence Centers, sub-sidiaries, other development departments or individual employees can all senddevelopment requests to SAP.

The following graphic shows how development requests are processed:

Figure 5: Processing development requests

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Quality Management Manual of SAP Development

The main steps in development request processing are as follows:

q Creating

q Screening

q Prioritizing

q Processing by SAP development.

The author of the development request can get feedback from every stage aftercreating.

In screening, employees from various SAP organizational units view internal andexternal development requests after translation if appropriate. They then addany other information required, bundle the requests with other development re-quests on similar subjects and prepare them for further processing. Responsibili-ties in the regions may be regulated in different ways. Responsibilities for certainprocessing steps may also differ, corresponding to the assignment of a develop-ment request to a particular component or specific industry. The aim of screeningis to be able to give a final reply to as many development requests as possible atthis early stage.

Prioritization selects, from the screened development requests, those that are mosturgent for customers or for the SAP regions. All development requests not select-ed at this point are rejected.

Only development requests selected during the prioritization process are forwardedto processing in development. Development checks these development requestsand makes the final decision on whether to accept or reject them. This decision isalways made in the context of the next planned release.

Decisions on the further processing of a development request can be made onseveral levels: if the Program Director (PD) responsible cannot make a decision,for example, because it would affect other areas too much, the PD meeting makesthe decision on the development request. However, if the PD meeting is unable tocome to a decision, then the development request is passed to the Product Plan-ning meeting (PP meeting). The PP meeting is a management committee concernedwith product planning and development management in general. This procedureenables SAP to ensure that every development request is comprehensively checkedand that information is quickly and easily available for the author of the request.

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Quality Management Manual of SAP Development

PlanningSAPs product planning requirements are growing, due to SAPs continuinggrowth, the increasing number of cross-application projects and the introductionof mySAP.com with new components. The various industries for which we pro-vide comprehensive solutions in an international environment have diverse func-tional requirements. Users today expect systems that are error-free, easy to learnand use and that have quick response times. At the same time, they expect thesystem technology and architecture to be further developed and the system itselfto be easy to maintain.

Product planningIn this context, the product planning process aims to:q Ensure a structured, coordinated and clearly defined flow for product plan-

ning.

q Direct software development by setting strategic goals and so ensure that prod-uct development is in agreement with SAPs business strategy.

q Clarify what development capacities are available and how they are used, inorder to meet the requirement of making optimum use of available capacity.

q Promote communication between the development departments about de-velopment aims; larger development projects require deadline and contentcoordination and departments should work synergically and re-use materialwhere possible, as well as avoiding duplicate developments and integrationgaps.

Product planning establishes SAPs strategic conditions and focal points for de-velopment. Product planning precedes project planning and development.

Product planning is the basis for budgeting, which is used to allocate develop-ment resources to development departments.

This decision-making process results in outline planning, which uses key wordsto describe the content of the new release and serves as a basis for writing thedevelopment news.

Project planningOnce the framework has been established, project planning creates a completeproject plan for the functional release and for pilot shipments. All developmentplans are created, maintained and consolidated in a central R/3 system at SAP.The project documentation is also stored in a central system and is therefore ac-cessible for all developers. A uniform product structure is used for planning alldevelopments in the standard systems. Planning data includes deadlines, totaloverhead, work remaining and other specialized data that the subareas require.The following graphic shows the process for creating release plans:

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Quality Management Manual of SAP Development

Figure 6: Creating a project plan

The established outline conditions are matched with the current project plan inindividual development group planning meetings. New work packages are en-tered in the project system. Project planning produces, along with internal docu-ments, important information for subsidiaries and customers, known as Develop-ment News. These documents describe particularly significant new functions in afuture release. The following graphic contains the most important key words:

Figure 7: Project planning key words

The employee responsible for planning updates the project data relevant for their areaat least once a month. Central project planning creates reports for the ExecutiveBoard and the Program Directors based on this data. Service areas also use thecentral information in the project system to find out about progress on the project.

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Quality Management Manual of SAP Development

DevelopmentCreating releasesNew functions of a mySAP.com component reach the customer in the shape of a

new release. The central process for creating releases is Development.

A new release is created by bundling several development projects of various siz-es and with different aims. These projects can include anything from small im-provements and additions to existing functions, porting or integration of externalsoftware packages, through complex functions affecting several application are-as, to new components and application areas, that are sometimes created togetherwith development partners.

Development principlesSAP corporate culture

SAP corporate culture, which obviously includes development, is based on thefollowing principles:

Complete customer orientation

High levels of responsibility for employees

Team-oriented approach

Open information flow and open communication

Continuous training and information for employees about both internal andexternal developments

Basic goalsTo increase developers efficiency, SAP has set the goal of performing each devel-opment step once only in accordance with the principle Do it once, do it right.

Developers seek to improve not only the systems functions, but also its usability,by considering the end users point of view. Simple processes should be simplyrepresented Keep it simple.

This principle also applies to technical information about the system. The useralways needs to know what their options are to be able to do their work. SAPsupports this with the principle Think like the end user.

Product development phasesDevelopment takes place in several phases, described in the Software Develop-ment Life Cycle (SDLC).

Figure 8: Procedure model

SDLC Overwiev

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Quality Management Manual of SAP Development

Note that the Final Assembly and Delivery area is described by the Excellence inSupport and Service QM system.

Projects do not all have to go through these phases equally. The duration of indi-vidual development phases and the degree of detail of the corresponding devel-opment documentation can vary from project to project.

The employee responsible for each planned development selects and initiates thevarious phases. Iterative cycles between the individual project phases are alsopossible.

The close of development and the first shipment (First Customer Shipment) arebinding deadlines for all planned developments that belong to one release.

Planning The detailed planning for a development project is carried out in the project plan-ning phase. The aim here is to use the resources available as efficiently as possibleand to concentrate on the most urgent requirements from the customers point ofview.

Specification The aim of the specification phase is to ensure clarification of the developmentrequests, with the help of product management and development. What func-tions are included or omitted? What context has to be taken into account? Theresult is the specification document, which reflects market requirements. It is sub-ject to a review by experts from product management, development and consult-ing. For special planned developments, customers may also participate as reviewexperts.

Design The aim of the design phase is to draft the data and function structures required. Italso includes a check of whether existing software modules could be used in thesolution. The result built on the specification is a first draft of the data andprocess model and drafts of interfaces to other areas. Reviews before implementa-tion starts are compulsory for planned developments that have been publicized inDevelopment News. Reviews are often also used for other developments to ensureclarity and consensus.

Implementation The aim of the implementation phase is to create the product itself. The productconsists of the programs, documentation, implementation aids (ImplementationGuides and Customizing) and installation and upgrade tools. During implemen-tation, test specifications and test procedures are also created, which are then usedto control the test and enable automated testing. This phase also includes a func-tion test by the developer responsible (developer test) and integration test thatfollows it (Module Integration Test), which is carried out developers and QMemployees.

Tests and pilots The aim of the test phase is to make a product available that is ready to go live, byusing a systematic and coordinated test procedure. This test procedure includesthe Acceptance Test, the First Customer Shipment, the First Productive Customerand the Subsidiary Acceptance Test.

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Quality Management Manual of SAP Development

Problem Handling and MaintenanceThe Problem Handling and Maintenance process lies between development and Serv-ice. The process steps for entering problems, preliminary checks, notes searchesand problem analysis take place in SAP Support and Service. The correspondingprocesses are described in the Excellence in Support & Service QM system.

Figure 9: Processing customer messages

Development supportThe maintenance process that is a part of this process begins when a programerror in the shipped software product is discovered during problem processing.Local Support and Regional Support forward the error to Development Supportfor the appropriate development department. The Development Support employeeresponsible analyses the error and carries out the correction in the relevant correc-tion system the developer responsible may assist in this. The correspondingcorrection request contains the correction description and the documentation forthe individual steps (correction, subsequent test, and so on) and the transportrequest contains the list of objects affected. The exact procedure depends on thesystem or release in question. The correction and transport system supports thecorrection process and protects the objects affected, for example, from simultane-ous changes (configuration management). The correction test is carried out in ac-cordance with the double verification principle, that is, at least one other employeemust participate.

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Quality Management Manual of SAP Development

Implementation andintegration in the standard

system

In exceptional cases, the correction may be made in the customer system first. Itthen needs to be integrated into the standard systems. These standard systems arethe functional releases and correction releases currently being processed and thecorresponding Support Packages.

You can find further information on the content and timeframes of functional re-leases, correction releases and Support Packages in SAPs release strategy.

Closing problems Before closing the problem message, you must ensure that all the informationrequired is available (notes, problem classification, information for participants/people affected, if required). You must also check that there are no underlyingcauses of the problem that need to be solved to prevent this problem, or a similarone, from occurring again. Initiate the actions required to remove the cause of theproblem, if required.

Legal/technical changes Maintenance also makes changes in (Basis) technology or implemented legal re-quirements available to customers.

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Quality Management Manual of SAP Development

Product Development with PartnersPart of SAPs strategy is product development with partners on various levelsand with different focal points. The precondition for successful product develop-ment with partners is that both parties benefit (a win-win situation). In this way,SAP gains industry knowledge, new markets and additional resources. The risksand financial outlay of developing new products are shared. SAP partners sharein the market success of SAPs products and gain direct access to SAP knowledgeand hardware and software solutions.

Figure 10: SAP partners

SAP differentiates between these types of partner:

q Development partners

q Consulting partners

- Global logo partners

- National logo partners

- Implementation partners

q Hardware partners

q Technology partners

q Systemresellers/service partners

q Providers of complementary software

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Quality Management Manual of SAP Development

Product Development withPartners

Product development with partners contains particular rules that are not valid for allplanned developments at SAP. Among the most important are timely agreementsin financing, marketing and maintenance commitments. Development projectswith partners can only be realized if they have a sponsor from the ExecutiveBoard or the PP meeting who supports the project.

Once a partner has been selected, all participants agree a cooperation model, whichestablishes the parties rights and duties. The cooperation model includes a gener-al agreement on the aims of cooperation, the distribution of tasks, project organi-zation, the financing model (including sharing product revenues), the participantsrights, questions relating to liabilities and guarantees, agreements on third partiesand agreements on the duration of the cooperation and deadlines.

Before development begins, SAP (with the participation of the SAP legal depart-ment) signs a cooperation agreement with the partner selected. The cooperationagreement is valid until the cooperation contract is concluded. This legally bind-ing agreement defines the project type, the cooperation model and other commer-cial and legal details.

Certification of interfaces tonon-SAP systems

SAP offers other IT providers interfaces and standardized certifiable integrationscenarios on business process level. In this way SAP would like to extend therange of functions available to its customers, with shortened installation timesand integrated implementation projects. The reduced overhead for consulting andhotline support is advantageous to both sides.

The other providers benefit from SAPs sales support and gain entry to the SAPmarket. They also improve their own market position by becoming SAP logo part-ners.

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Quality Management Manual of SAP Development

Support ProcessesPersonnel Development atSAP

Learning is a lifelong process, both for SAP employees and for the company itself.This is why SAP provides a comprehensive range of education and training courses,which includes an induction for new employees. The Personnel Development atSAP process regulates the procedures that ensure that every employee, from thestart of their employment at SAP, constantly receives training relevant to theirtasks. This process is valid for all SAP employees.

The aims of education and training are:

For employees to achieve the level of professional and technical qualificationsrequired

To convey the standards and values of the team and integrate new membersinto it

To convey SAPs corporate goals and philosophy

SAP employees can participate in SAP customer courses, SAP University coursesor courses run by external providers from further education institutes. Each em-ployees further education and training requirements are established during theappraisal interview, which takes place at least once a year. Every employee shouldcarefully examine the range of courses and seminars on offer and suggest thosethat they find suitable.

In addition to receiving further education and training, each new employee re-ceives, as part of the induction program, a sponsor, who, as a professional withSAP experience, helps them when they start their new job. The sponsor specifical-ly explains the working environment at SAP and is the primary contact person forall questions.

QM OrganizationThe QM Organization process regulates internal and customer audits, the Man-agement Review and the organization of QM documentation and quality records.

Internal audits and processimprovements

In an environment that is constantly changing, development procedures must al-ways be suited to the current situation. The audit establishes the difference be-tween the process descriptions and the actual processes, and steps to reduce thisdifference are agreed.

The following graphic shows the basic flow:

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Quality Management Manual of SAP Development

Figure 11: Cyclical process improvement

The options here are to improve the process, to adapt the process description or toagree an adequate application of the process. The Audit Framework Plan establish-es, on an annual basis, who is to carry out which audits in which areas.

Organization of customeraudits

Efficient customer audits require careful planning, coordinated between SAP andthe customer. To this end, SAP has created recommendations that are described inthe QM Organization process.

Management Review Every year the Management Review summarizes the results of the internal andexternal audits, evaluates them and derives steps that need to be taken from them.The SAP development QM manager directs the HORIZON QM system Manage-ment Review. The Management Review evaluates the effectiveness of the QM sys-tem and how closely it conforms to the DIN EN ISO 9001.

Management of QM documents QM documents describe processes and procedures. They have a prescriptive char-acter.

Organization of QMdocumentation and quality

records

One employee is named as the person responsible for each QM document. Theseresponsibilities include writing the document, checking it and making sure it iskept up to date. All QM documents are archived centrally and can be accessed inelectronic form by all employees.

New or updated QM documents are released by the agreement of the person re-sponsible for each document and central Quality Management.

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Quality Management Manual of SAP Development

Figure 12: SAP development QM documentation

Quality records have a descriptive character. They result from the developmentand service processes. Their creation, accessibility and storage is regulated by theprocess descriptions.

Appendix-1

Appendix

Appendix 1 HORIZON

DIN EN ISO 9001

HORIZONThe HORIZON project represents SAPs formal implementation of a QM systemat the beginning of 1994. HORIZON officially established the structure and docu-mentation of internal development processes. Our goals were, and remain, free-dom from bureaucracy, tool-supported integration into the development and serv-ice working environment and logical bottom-up organization.

The DIN EN ISO 9001 certification of the development area was the first impor-tant milestone to be reached, in December 1994. In 1995, the QM system was ex-tended to include the service area. In 1998, the service area built its own QM sys-tem, in order to keep up with increasing globalization and the related differencesin the demands made of development and service.

The DUIN EN ISO 9001 standard, section 4 contains twenty quality elemets, whicha QM system must contain to conform to the standard. The following table allo-cates the SAP development process descriptions to the DIN EN ISO 9001 elements:

Appendix

Appendix-2

Appendix

Table 1: HORIZON processes and QM elements for DIN EN ISO 9001

Further requirements Apart from the DIN EN ISO 9001 requirements, there are a number of other sets ofregulations that establish industry-specific or subject-area-specific requirementsfor businesses. Examples of such regulations are the Good Manufacturing Practices(GMP) of the American Food and Drug Administration or the German Principlesof IT-supported Adequate and Orderly Accounting (Grundstze ordnungsgemer DV-gesttzter Buchfhrungssysteme (GoBS)).

The resulting requirements for software providers are addressed by HORIZON,SAP developments QM system.

Appendix-3

Appendix

Appendix 2 Related DocumentsRelated documentsList of process descriptions:

Development Requests

Product Planning

Development Project Planning

Development

Product Development with Partners

Certification and Validation of Interfaces

Problem Handling and Maintenance

QM Organization

Personnel Development at SAP (QM system Excellence in Support & Service )

Appendix-4

Appendix