Welcome to the ASAP Implementation methodology In Details course overview presentation.

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This is the outline of the presentation: First well look at the objectives for the whole course. Well then look at what knowledge the

target audience requires to attain in order to be best preperaed for this course.

The fourth point will talk about the structure of all the individual lessons and how to consume them.

The last point will outline the learning path for all units that will lead to the web assessment The last point will outline the learning path for all units that will lead to the web assessment.

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After completing this course, you will be able to:y Understand the overall approach of the ASAP Implementation Methodology and explain the

new features of the methodology

y Outline the purpose, key activities, and deliverables for each work stream and phase of the roadmap

y Understand and apply the resources available to Project Managers and team leads to ensurey Understand and apply the resources available to Project Managers and team leads to ensure the consistency, quality and value of their deliverables.

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This course is intended to be an advanced training of the ASAP Core, focusing on the Project Management and project team lead point of view

We recommend the participants to attend courses listed on this slide that provide knowledge needed to understand key concepts presented in this class. At minimum the attendees should:

y Have good knowledge of project management concepts from Project Management Institute Project Management Body Of Knowledge (PMI PMBOK)j g y g ( )

y Understand the purpose and capabilities of SAP Solution Manager,y Understand concepts of organizational change managementy Have good grasp of value management and value delivery conceptsy Have understanding of the ASAP methodology that will be further enhanced through out this

course

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The ASA 380 training is focusing on the following target groups, SAP Project Managers and SAP Team Leads.

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The intention is to deliver the ASA380 course modularized and fitting to the needs of project managers and team leads based upon ASAP project phases and work streams

y Each unit contains: An overview description of the work stream in ASAP Methodology, its purpose and main

deliverables

A more detailed description of the work stream deliverables per phase and related A more detailed description of the work stream deliverables per phase and related integration points

Additional information and links related to the work stream content

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The chart above graphically shows the flow of the course units. We will start with ASAP methodology introduction that will level set the knowledge for the participants. Following will be unit introducing the Run phase.

The remaining units represent individual work streams of the ASAP Implementation methodology. gy

During the course we will follow each work stream, outline key concepts, describe key deliverables and discuss their flow during the project lifecycle. In each unit we will highlight interrelationship between the work streams and dependencies between the deliverables.

It is recommended to start with the overview sessions shown in blue and then continue with Project Management topics before continuing to the individual project work streams.

After completion of all course units you should have acquired the knowledge to take certification in Managing SAP Implementation Projects based upon the ASAP Methodology.

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Welcome to the ASAP Implementation Methodology In Detail training. In this unit well focus on providing an overview of the ASAP methodology, introduce ASAP

Business Add-on concept and provide more details about the methodology taxonomy as well as discuss the technical infrastructure used to provide access to the ASAP and business add-ons to the various user groups.

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The learning objectives of this unit are toy Build understanding of ASAP methodology including the background for the recent

enhancements of the implementation approach and the benefits this brings

y Provide overview of the key enhancements of the ASAP methodology including the introduction of the ASAP Business Add-on concept

y Discuss the ASAP methodology structure and taxonomyy Discuss the ASAP methodology structure and taxonomyy Explain the technical environment used to deliver the ASAP methodology and ASAP

Business Add-ons to the users

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First lets take a look at the main reasons driving the changes to the ASAP Methodology for Implementation.

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This slide nicely summarizes the key reasons that drove the enhancements of the ASAP Methodology.

y In any implementation project the business sponsor and users look for one or multiple results or consider following aspects:

y Faster time to valuey Delivery quality consistentlyy Delivery quality consistentlyy Providing visibility of business value through out the entire lifecycley Ability to scale the methodology approach to the scope and size of the projecty Lower cost of implementation, more favorable ROI

The updated ASAP methodology is addressing all of these concerns with the updated content, process guidance, accelerators and tools provided to the project teams.

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Second area that was analyzed during the re-design of the methodology was how well it supports the new way of implementing SAP solutions. This time the view point was more technical how well does the methodology support implementation of Best Practices, Own Practices and Best Insight the key pillars of SAP technology portfolio.

When we analyzed both areas outlined on this and previous slide we knew there is need for radical change of the implementation approach to better support our customer needs.

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The result of the ASAP methodology update is a methodology that provides:y Modular, streamlined roadmap enabling delivery of various project sizes e.g. scalability to

fit different project sizes

y The roadmap provides content rich accelerators, templates and guides that facilitate content re-use and provide proven practices for project teams

y Project Management content in ASAP is fully aligned with industry standards described iny Project Management content in ASAP is fully aligned with industry standards described in Project Management Institute Project Management Body of Knowledge and provides accelerators to simplify project launch, lower project risk and assure repeatable process

y The roadmap has built in work streams focusing on value delivery and consistent quality through the entire lifecycle

y Business Process Management and SOA implementation content has been included in the roadmap

y Clear guidelines for managing the business processes and IT infrastructure were addedy The ASAP roadmap now covers entire solution lifecycle including pre-project activities as

well as the Run phase

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Lets now take a look in more details at the changes we outlined on previous slide.

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One of the key improvements in the ASAP methodology is that it provides content and guidance not only for project manager and project team leads, but with this release of ASAP the roadmap serves wide range of users and interest groups.

The business process owners and solution architects are able to take advantage of the business process management content in ASAP to drive the business process design, implementation and continuous improvement of their solution based on standard SAP software or application

iticomposition.

CIO and IT organization will benefit from having the IT project and IT operations deliverables integrated into the ASAP methodology in the form of Technical Solution Management work stream that is fully aligned with the application lifecycle management approach and Run SAP methodology. In fact the IT team will be completing project deliverables that will be later re-used for setup of solution operations.

Project managers and project team leads have access to rich accelerators, templates and guides that help setup proper project management environment that is fully aligned with PMIs standards and practices that have been extended to support SAP implementation projects.

And lastly the entire project team and business unit owners will have better transparency of business value through out the entire implementation project with the value management content that is fully integrated into the business process management work stream of the ASAP methodology.

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Another way to look at the enhancements is to look at the individual content areas that have been significantly improved. Here are the key improvements of the methodology:

y The new roadmap covers entire lifecycle of the project from Project Preparation through Go Live Support to Run phase.

y While the fundamentals of ASAP have been kept in place the new roadmap has implemented number of significant updates to align the roadmap with the value based solution delivery, the g p g p y,methodology includes detailed guidance for business process management, business process modeling and SOA.

y The expanded coverage for use of SAP Solution Manager in the projects helps project teams harness the power of this toolset for use in project as well as during the solution operation and support.

y In addition to these enhancements the new roadmap implements links to relevant SAP services which project team with guidance of SAP services available to address project needsservices which project team with guidance of SAP services available to address project needs during the implementation.

y And lastly the roadmap provides significant number of updates to the traditional ASAP content and accelerators in areas like blueprinting, configuration, testing, organizational change management, training and others.

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The ASAP Methodology itself is delivered as a roadmap that users can navigate using the tree hierarchy on the left side of the display. This look and feel is consistent between the environments that roadmap is delivered in. We will talk about these environments little later in this unit.

If you have used ASAP roadmap before the look and feel will be very familiar to you. To the right of the navigation tree the screen is split into two major sections.

The top part provides more detailed description of the selected node (phase, work stream, deliverables or sub-deliverable). You will find description of what purpose the selected deliverable has in project, input and outputs for the deliverable and other useful information helping team members understand the purpose and process of how to complete the deliverable.

The bottom part provides access to accelerators, templates, samples and guide books that are provided to accelerate completion of the deliverable. You can always take advantage of the provided accelerators to speed-up completion of the required tasks. In addition to accelerators you will find listing of project roles involved in completion of selected deliverable. This is useful as a starting point for project teams building responsibility assignment matrix (or RACI matrix). The project roles also come with role description that project manager can use to identify the right resources for specific project roles.

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While the roadmap navigation did not change significantly, here is one area that has changed quite a bit. The roadmap tree has been significantly streamlined to allow better use in smaller and mid-size projects while allowing the roadmap to scale for larger implementations as well. In the example above we show tree structure of previous version of ASAP that when fully expanded had over 1400 nodes. The new roadmap has been streamlined to only about 400 nodes while we added the new Run phase.

Th d i f ll d li bl b d hi h f ilit t ti f j t W k The roadmap is now fully deliverable based which facilitates creation of project Work Breakdown Structure (WBS). The project and program managers use with WBS structure to initiate, plan, manage, control and close project and programs.

The ASAP 7 roadmap has following levels:y Phase overview of the phases will be discussed in the next chapter of this unit.y Work Stream work streams represent key work areas in the project like project

management, OCM, Business process management or Technical Solution Management. Nextmanagement, OCM, Business process management or Technical Solution Management. Next chapter of this unit provides overview of the work streams

y Deliverable represents the actual project outcome that is needed to either implement the solution or move project forward. Deliverables are used by project team to measure the progress of the project and to track whether the team is on track.

y Sub-deliverable these are used only in cases where deliverable is too large or complex to describe and needs to be broken down to sub-deliverables. This construct is also used for deliverables that need to be split amongst different project team members to facilitate the

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deliverables that need to be split amongst different project team members to facilitate the distribution of work.

Until now we have talked about the core ASAP methodology that is applicable to most SAP implementation projects. While core ASAP provides guidance for project teams it has ability to be extended with modular content called ASAP Business Add-ons.

y These modular enhancements extend core ASAP with solution or industry specific methodology and business implementation content.

y The ASAP Business add-ons can be switched on/off depending on project needs and scope. p g p j pASAP Business Add-ons use core ASAP as basis solid platform with standard set of deliverables.

The modular structure of core ASAP and ASAP Business Add-ons enables SAP to keep the roadmap streamlined while delivering specific solutions geared at addressing customer needs. We can use this concept to deliver pre-configured packages, service content, process content, etc. in very flexible way.

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The ASAP Business add-ons deliver not only ASAP methodology enhancements like solution or industry specific accelerators, templates and guides, but also provide business implementation content. Majority of ASAP Business Add-ons provide SAP Solution Manager project template with business process hierarchy, implementation documentation, test cases, configuration guides to speed-up the implementation process. Selected ASAP Business Add-ons also deliver business

d l i f f d t b th t b d l d i SAP E t i M d li b IDSprocess models in form of database that can be deployed in SAP Enterprise Modeling by IDS Scheer in customer projects that have access to this toolset.

An example of HR business add-on package is shown on this slide:y The add-on combines solution specific methodology content (accelerators, white papers)

shown on the left side and business process content displayed on the right side (delivered in Solution Manager)

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In this chapter we will look at the roadmap from different angles we will introduce the ASAP roadmap phases and then we will review the ASAP methodology work streams. The phases and work streams represent a matrix in which all the project deliverables are placed each deliverable belongs to a phase and a work stream in the roadmap.

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Lets now look at the individual phases of the ASAP Implementation Roadmap. The are:y Phase 1: Project Preparation

During this phase the team goes through initial planning and preparation for SAP project. Focus of this phase is on setup of proper project management procedures, launch of project and definition of project standards and tools.

y Phase 2: Business BlueprintThe purpose of this phase is to achieve a common understanding of how the company intends to run SAP to support their business. The result is the Business Blueprint, a detailed documentation of theSAP to support their business. The result is the Business Blueprint, a detailed documentation of the results gathered during requirements workshops. ASAP provides very detailed guidance for preparation and execution of blueprinting workshops including recommended acceleration techniques like prototyping, use of Best Practices, etc.

y Phase 3: RealizationThe purpose of this phase is to implement all the business process requirements based on the Business Blueprint. The realization phase includes all the activities to stand up the designed solution and test it prior to moving into the next phase that leads to project go live.

y Phase 4: Final PreparationThe purpose of this phase is to complete the final preparation (including performance testing end userThe purpose of this phase is to complete the final preparation (including performance testing, end user training, system management and cutover activities) to finalize your readiness to go live. On successful completion of this phase, you are ready to run your business in your live SAP System.

y Phase 5: Go Live SupportThe purpose of this phase is to move from a project-oriented, pre-production environment to live production operation. This is transitional phase and majority of consulting resources depart the project after successful project go live. The goal of this phase is to formally close the project and transition the solution from project organization to IT operations.

y Phase 6: RunThe primary goal of this phase is to ensure the reliable operations of the implemented solution While

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The primary goal of this phase is to ensure the reliable operations of the implemented solution. While large number of operational standards have been put in place during the project the IT operations team may need to fine tune some to specific needs of the operations of the solution.

Each phase has a prescribed set of deliverables that are produced during the duration of the phase and serve as the input to follow-up phases.

Second way to look at the roadmap is to approach it by work stream or a grouping of related deliverables. The ASAP methodology is structured around the key project work streams that are outlined in the picture below. For each work stream, the methodology lists the number of deliverables that are to be produced in each phase of the project.

The deliverables in later phases leverage or build upon deliverables completed in earlier stages. For example high level Business Process Map produced in Project Preparation serves as an input f Bl i t h h th i f th fi d d d d t b ifor Blueprint phase where the map is further refined and expanded to business process requirements and business process / scenario design.

The ASAP methodology for implementation projects represents a standardized work breakdown structure that provides the foundation for defining implementation project work in a deliverable-oriented, hierarchical manner and managing the project work to completion. We have seen this structure earlier on slide 12.

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The roadmap contains additional information that are useful during different stages of the project. One of such information are project roles that are assigned to deliverable and sub-deliverable levels of the hierarchy.

Project roles help project team understand the job profile of project team members that are to be part of completing a deliverable or project work product.

Each project role comes with brief role description to help match project resources to roles by p j p p p j yresponsibilities and tasks the role is to perform in a project.

Note that one person could play multiple project roles in typical project environment.

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In addition to roles each level of the roadmap hierarchy has assignment of solution flavor. The solution flavor distinguishes the relevance of individual nodes for specific solution implementation.

All core ASAP nodes carry flavor Core ASAP and all ASAP Business Add-ons assign their specific solution or industry flavor to nodes that are applicable for implementation of that solution. Also all the additions and extensions of the core ASAP that the ASAP Business Add-

b i k d ith th l ti fl f th ASAP B i Addon brings are marked with the solution flavor of the ASAP Business Add-on.

This helps in identification of add-on specific content and is useful especially in cases where one or more add-ons are used in a project.

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The last attribute that is assigned to a node is Subject Area. Subject areas assign the deliverables into logical groups and help filtering the content of the roadmap.

While large number of subject areas match the roadmap work streams there are few subject areas that are related to topics like SOA or Run SAP that help call out deliverables for these areas even when they do not have their own work stream and are bundled into work streams like Business Process Management or Technical Solution Management.

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Now that we have covered the roadmap structure and taxonomy, lets take a look at how the ASAP methodology and ASAP Business Add-ons get delivered to partners and customers of SAP.

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The ASAP for Implementation Methodology Roadmap and Business Add-Ons are available via two different delivery channels.

Firs one is SAP Solution Manager the content is delivered as a roadmap in transaction RMMAIN and ASAP Business Add-ons deliver business content as project templates. The project templates and roadmaps are used in setup of the project in transaction SOLAR_PROJECT_ADMIN as a starting point for the project definition. The updated content i d li d t t d t ithi th ST ICO C t t S i P k th t SAPis delivered to customers and partners within the ST-ICO Content Service Packages that SAP releases on regular basis.

The HTML version of ASAP and the Business Add Ons are available for viewing by all users via the SAP Service Marketplace. Customers and partners are able to view and download the content without having to download any additional software.

Lets now briefly highlight a few features that are important for ASAP methodology and ASAP Business Add-on users when using SAP Solution Manager and the HTML-version of the ASAP Roadmap available at the SAP Service Marketplace.

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Lets take a brief look at the SAP Solution Manager that supports implementation. The SAP Education courses like SMI310 and SMI210 discuss the SAP Solution Manager functionality in detail. We will briefly introduce the SAP Solution Manager and its role in project in the framework of ASAP.

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SAP Solution Manager supports the SAP implementation. It helps you to prepare, structure, and execute your implementation. It provides a portfolio of methodologies, tools and services to ease an SAP implementation. The slide shows you in which phases of an implementation SAP Solution Manager can support you.

[Info for Speaker: click now for animation] Project Administration and Project Definition supports you in the initial project set up during project preparation and enables you to carry out

major administrative tasks such as the definition of project standards during the entire project. SAP Solution Manager provides you also with Issue Tracking, Monitoring and Reporting capabilities that can be used during the entire project.

In SAP Solution Manager, you can as well centrally define and manage your System Landscape. This is relevant for your implementation or template projects since it allows the interaction and navigation into a related system landscape, for example during configuration and testing.

[Info for Speaker: click now for animation] The definition and documentation of your project scope in the Business Blueprint phase is accelerated through the Business Process

Repository providing the latest available implementation content and the integrated use of the underlying SAP Knowledge Warehouse TheRepository providing the latest available implementation content and the integrated use of the underlying SAP Knowledge Warehouse. The purpose of the Business Blueprint is to document the scope of business scenarios, business processes and process steps of your implementation project in detail from a business and technical perspective.

[Info for Speaker: click now for animation] During Realization, you have to configure the business requirements specified in the Business Blueprint phase in the related system landscape.

The SAP Solution Manager, as central platform for your project team, provides the access to the related Project Implementation Guides and the integrated use of other customizing technologies such as Business Configuration Sets and customizing distribution and synchronization. It also allows you to document and manage your custom development. Testing functions in SAP Solution Manager support test coordinators to centrally create test cases and test plans reflecting sequence and integration tests. Testers can centrally execute their test packages, also leveraging existing test technologies for automated testing such as CATT which stands for Computer Aided Test Tool and eCATT, which stands for extended Computer Aided Test Tool.

[Info for Speaker: click now for animation] I th Fi l P ti h h t l t th ti f G Li d id d t ti d t i i t E d Thi In the Final Preparation phase you have to complete the preparation for Go Live and provide documentation and trainings to End-users. This

can be managed with SAP Solution Manager where you store End-user documentation as well as training material and create role specific learning maps.

[Info for Speaker: click now for animation] During the Go Live & Support phase you do the cutover to productive operation. Therefore you need to create a solution in SAP Solution

Manager and transfer your project into it. The solution in the Solution Directory is the basis for operating your IT solution. [Info for Speaker: click now for animation] The primary goal of the Run phase is to ensure the normal operations of the business processes and the solution landscape in order to meet the

business requirements. To do this, you need to establish procedures in advance to administrate and monitor the solution and put in place a support organization with the right skills and knowledge. SAP Solution Manager can help you with that by providing a central platform for system administration and the capability to monitor your business processes and systems, including an appropriate infrastructure to provide End-User Support. End-User Support in SAP Solution Manager comprises of Service Desk with Incident and Problem Management support

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across all operations. Parts of Problem Management are also covered by Change Management, which enables changes to be planned, controlled, and carried out with minimal risk through the use of standardized processes in SAP Solution Manager.

The secondary goal of this phase is to optimize and improve the solution and its operation in order to reduce Total Cost of Ownership or avoid additional cost. In general, this phase consists of reactive and proactive activities. These activities include the daily operations of the solution after implementing the solution, like for example Custom Code Operations.

Custom Code Operations deals with the implementation of sustainable processes in order to optimize custom developments and to assure their successful operations. The technical tools that are needed in order to optimize and operate custom developments are presented on top of SAP Solution Manager.

Before we move to the HTML extract in SAP Service Marketplace, let us highlight one additional feature important for use of ASAP Business Add-ons in SAP Solution Manager. We mentioned that add-ons carry their own flavor and indeed the flavor filter can be used to include specific Business Add-ons in SAP Solution Manager project.

This is done on two levels first on in setup of Solution Manager project in transaction SOLAR_PROJECT_ADMIN where user can select particular roadmap flavors as active for the

j t d i l d t hi j t t l t t ti i t f th i i l t ti j tproject and include matching project templates as starting point for their implementation project.

Second place where you can select flavors is while browsing the roadmap in transaction RMMAIN.

In both places one or multiple ASAP Business Add-Ons can be selected for customizing the content as needed.

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SAP provides an on-line version of the ASAP roadmap including ASAP Business Add-ons on SAP Service Marketplace. The feature set of this environment is geared to consumption of the roadmap content and compared to SAP Solution Manager is fairly limited. In addition to browsing and navigation through the roadmap this environment provides access to roadmap accelerators, templates, samples, role descriptions and subject areas. Users can select view of the roadmap based on their preference and look at the core ASAP or any of the provided ASAP Business Add-onsBusiness Add ons.

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In order to select the view use the Select View link at the top of the screen. In the newly opened dialog make your selection and confirm with the Filter button. Once the selection is confirmed the navigation tree on the left side will refresh based on the users selection.

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In this section we want to share few links to web sites where you can learn more about the ASAP methodology and collaborate with like minded people.

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As we mentioned earlier in this unit the SAP Service Marketplace provides access to the HTML version of the ASAP methodology. In addition to the ASAP methodology pages users can find more details about ASAP Business Add-ons and download the roadmap.

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ASAP methodology has also established presence on the BPX community site where you can find out more details about the ASAP methodology, participate in the discussion forums, read or publish blogs, provide feedback to ASAP methodology and ASAP Business Add-on teams.

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SAP published SAP Modeling Handbook as a wiki in the BPX community that is open to all registered users or guest users of the BPX site. The modeling handbook provides detailed guidance for business process modeling and helps project teams understand how to approach modeling activities.

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While we talk about the ASAP methodology in this particular training we need to emphasize that it is not only about the new methodology. In fact the methodology is part of what we call the new driving license to work in the Real World BPM in an SAP Environment. The drivers license is a combination of new skills and resources that are supported by the methodology, tools, governance, training and collaborative community. Each part of this landscape is critical for your success in implementing SAP solutions and managing them.

I th t it f thi t i i ill di d i t th t f th th d l d In the next units of this training we will dive deeper into the aspects of the methodology and discuss the individual methodology work streams in more detail. While we do that we want you to keep in mind that in order to be successful in this new environment you need to consider all parts of this new drivers license and methodology can be seen as the drivers manual.

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Welcome to the ASAP Implementation Methodology In Details training. In this unit well focus on the Project Management work stream in the different phases of an

SAP implementation project and specially on the Initiation and Planning deliverables of the project and project phases.

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The learning objectives of this unit are to:y Understand the the overall approach towards the deliverables for Initiation and Planning of

project phases in context of the ASAP Implementation Methodology

Outline the purpose, key activities, outcomes and integration points important to the deliverables related to Initiation and Planning of project phases

Get a better understanding of how to apply ASAP Methodology for the deliverables related to Get a better understanding of how to apply ASAP Methodology for the deliverables related to Initiation and Planning of project phases.

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This training is divided in 3 chapters The first chapter gives an overview of the Project Management Initiation and Planning, its

place in the ASAP methodology and main deliverables.

The following chapters, 2 and 3, describe the Initiation and Planning deliverables within each phase of the ASAP methodology.

So let us move on to the overview chapter So, let us move on to the overview chapter.

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Before we start looking at the deliverables per phase, we need to gain a better understanding of the structure, or rather, the work approach for project management in the ASAP Methodology for an SAP implementation project.

The purpose of project management work stream is to provide essential methodology for the

requirements planning for and execution/controlling of an SAP software implementation project. mouse click This is of course applicable for all phases of an implementation project. For now, well not go into the Run phase as it is covered in separate unit. The work with Project management deliverables is executed repetetivly throughout all the

phases of the project and we have choosen to structure the PM work in 3 main area:

Initiation and Planning,

Execution, Monitoring and controlling of Results

and Closing Now, as you can see for each of these areas we have deliverables which are repeated in each

phase of the project.

This unit will focus on the Initiation and planning of project management deliverables for an

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This unit will focus on the Initiation and planning of project management deliverables for an SAP implementation project.

Lets continue and have a look at the sub-deliverables for the different phases.

In chapter 2 we describe the Project Management deliverables related to Initiation and Planning during the Project Preparation phase of the ASAP methodology.

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The purpose of the phase start-up deliverable is to coordinate the setup of an appropriately sized team and to prepare the team for the activities within the phase. This deliverable ensures the involvement and commitment of the team and other key resources to the project schedule. It also examines the approach for the specific project phase.

The phase start-up deliverable is re-visited in the other phases of the project but the amount of sub-deliverables is less.

Now, lets look at the details of phase start-up.

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The phase start-up involves:y Identifying, allocating, and coordinating resources for the team and phase activitiesy Creating, expanding, and updating the project schedule for the phasey Preparing for and conducting a phase kickoff meeting and starting the phase project work

Having completed all these deliverables succesfully provides the project with the right skillset needed for the execution of this phase.

Lets continue with the project initiation deliverable.

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The purpose of the project initiation is to formally recognize that a new project exists. It supports the decision to accept the project, align stakeholders such as clients, customers, and SAP management around a project and its scope, provide updated information for planning, and obtain a commitment to proceed.

It ensures alignment between SAP, the customers strategic direction, and the satisfaction of operational requirements.

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The business case identifies expected benefits and balances them against the strategic direction and costs. It provides the economic justification for the proposed project and documents how and when the investment will be profitable for the customer. Information included in the business case is the essential business reason for this project, the costs, and the benefits.

The project charter is developed by reviewing documents from the pre-project negotiation process and through interactive meetings with the customer to facilitate an understanding of the projects goals business case external assumptions and constraints The project charter clearlyproject s goals, business case, external assumptions, and constraints. The project charter clearly and explicitly defines the objectives of the proposed project, analyzes all possible benefits, and quantifies benefits in financial terms. This information and supporting documents align key stakeholders around the strategic intent of the project.

The scope statement facilitates an initial understanding of the project scope and associated project-related assumptions and constraints. The project scope statement evolves through the initiation and planning of the project and clearly and explicitly defines the deliverables of the proposed project. This information and supporting documents align key stakeholders around what the project is going to deliver.

The project manager expands and updates the project schedule. At a minimum, the schedule should include the following components:y Phase deliverables and tasks y Estimated work effort and duration y Task dependencies such as predecessors and successors y Scheduled start and finish dates for each task, based on dependencies

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y Task constraints such as must-start-on date, must-finish-on date, and so on y Resources assigned to each task

Lets continue with the next main deliverable The project Management Plan

The purpose of the project management plan definition deliverable is to develop the project management plan and the subsidiary plans on the basis of the project scope defined in the project charter. This includes the development of the project schedule, the budget, and appropriate updates to the business case.

The project management plan is a comprehensive document (or collection of documents) that includes the schedule, cost information, monitoring/controlling plans for each of the ten k l d f th j t t b d f k l d (PMBOK) d thknowledge areas of the project management body of knowledge (PMBOK), and other information, such as Project Standards.

It should be noted, that the project management plan is complemented by the deliverable Execution, Monitoring and Controlling of Results and its various sub-deliverables that provide the details and templates that will be used throughout the implementation project when the Project Management plan is executed and outcomes are reported back to the project stakeholders. The details about project management deliverables related to Execution, Monitoring and Controlling are provided in another eBook about ASAP Methodology detailsMonitoring and Controlling are provided in another eBook about ASAP Methodology details.

Were now going to look at these deliverables more in detail.

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The Project Management Plan provides information on how the project will be executed, monitored and controlled, and closed. The project management plan can be either on summary level or detailed, and can be composed of one or more subsidiary plans and other components, each detailed to the extent required by the project.

The project management plan provides rules and guidelines that have to be observed by all participants in the project to ensure the success of the project and should therefore be available t ll j t ti i t f fto all project participants for reference.

Were now moving on to view these 10 subsidiary plans in more detail.

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Integrated change control provides a method of controlling and monitoring project changes. Change is defined as any activity that alters the scope, schedule, deliverables, value, or costs of the project. The integrated change control procedure outlines the process for requesting, evaluating, deciding on, and tracking possible changes to the project scope and all related activities and deliverables. It might be of benefit to pay attention to the SAP Standards for Change Management (WBS 6.4.) which to some extend might be incorporated into the projects integrated change control proceduresintegrated change control procedures.

The issue management procedure provides a method of managing and resolving project issues. An issue is a situation, action, problem, or question arising during the project, that the project team cannot resolve themselves. Also for this procedure a SAP Standard from the Run Phase might be used as a starting point, see Incident management (WBS 6.3.1.)

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The scope management plan outlines the processes required to ensure that the project includes all of the work required, and only the work required, to complete the project.

The time management plan outlines the processes required to ensure timely completion of the project.

The cost management plan outlines the processes required to plan, estimate, budget, and control project costs.p j

The quality management plan outlines the specific organization, processes, and materials needed to ensure quality on the project. The Project Q-Gate process and scorecard are part of the definition work related to the quality management plan.

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The human resource management plan outlines the processes required to staff, organize, and manage the project team.

The communication management plan outlines the processes required to ensure timely generation, distribution, storage, and retrieval of project information.

The purpose of the risk management plan is to define how the risk process is structured and performed throughout the delivery of the ASAP methodology phases. p g y gy p

The project contract inventory contains all contractual agreements with product and service providers for the project.

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Project standards provide a consistent means of executing and governing project work in an efficient and effective manner. Their key objective is to identify, define, approve, and communicate standards related to project execution.

Project standards are elaborated throughout the project initiation and planning phases. During the project preparation phase a subset of the project standards must be defined, approved, and communicated to the project team. Communication of project standards should be included in

j t b di i ti d h t t tiproject on-boarding communications and phase start-up meetings.

Please note that the applicable standards for the project can be documented in the Project Management Plan.

Lets continue and dive into the details

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The purpose of the SAP Solution Manager usage guidelines deliverable is to define and set up a structured way for the SAP Solution Manager application management solution to support a standard SAP implementation project to the best effect during all implementation project phases.

The purpose of business process modeling standards is to have a standard approach for executing process modeling. SAP provides a standard modeling handbook, which delivers the rules for process-oriented analysis and design.

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To enable SAP to deliver services for custom projects especially, a minimum amount of documentation is required. The Initial Development Management Standard describes the required content of documentation as well as the tools and formats to be used to deliver it.

The document in SAP Services Deployment Plan provides an overview of the various regularly-occurring standard system administration tasks and associated tools.

The purpose of the software system configuration standards deliverable is to establish standards p p y gfor SAP software system configuration for those who perform initial configuration setup. Software system configuration standards must provide guidelines for software installation as well as specifications for the initial system administration and system monitoring configurations.

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Enhancement and modification standards provide a holistic view of custom development from the operations perspective, not from the development itself. The topics and methodology described in this deliverable are oriented purely to the ABAP programming language.

Upgrade standard provides guidance for holistic and effective quality management of an upgrade project end to end, from its earliest stages of evaluation until after a successful cutover of the productive system. It explains the basic concept of the standards, describes the seven key f f d j t d li t d l i th ti iti ithi th diff t hfocus areas of upgrade projects, and lists and explains the activities within the different phases of a standard SAP upgrade project.

The purpose of change request and transport management standards is to set up and configure the change and transport system (CTS) scenario within fully-controlled change request management.

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This deliverable describes the SAP standards for test management, which provide SAPs best-practice approach for end-to-end test management.

The purpose of this deliverable is to start defining the services and standards for the time after the implementation project closes and operational activities become the main tasks.

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This enterprise services design governance process ensures that all enterprise services are defined according to certain rules that ensure consistency, standards compliance, harmonization of business semantics, and reuse across all SAP solutions

The purpose of the composite application design and development standards is to set up the standards to be followed when designing, developing, and deploying composite applications

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In chapter 3 we describe the Project Management deliverables related to Initiation and Planning during the Blueprint and following phases of the ASAP methodology.

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As said previously, the phase start-up contains less deliverables than in the preparation phase and for the Project Management Plan we have only a reoccuring update to handle for the rest of the phases.

Let take a look.

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The purpose of the phase start-up deliverable is to coordinate the setup of an appropriately sized team and to prepare the team for the activities within the phase.

This deliverable ensures the involvement and commitment of the team and other key resources to the project, or rather, to this phase. What is important to notice is that the effort and time spent on these deliverables depends very much on the outcome of previous phase.

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The purpose of the project management plan update deliverable is to update the project management plan and the subsidiary plans on the basis of the project scope defined in the project charter. This includes the refinement of the project schedule, refinement of the budget, and appropriate updates to the business case to reflect the detailed scope

So the Project Management Plan Update deliverable includes updates to the following documents:

y Project management plan and subsidiary plansy Project scheduley Project budgety Business casey Blueprint document (requirements specification)

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This concludes our unit about Project Management deliverables related to Initiation and Planning of ASAP Implementation project phases.

Thank you for your attention.

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Hello and welcome to the ASAP Implementation Methodology In Details training. In this session we dissect the ASAP 7.1 methodology with a focus on the Project Managment

Workstream and within this specifically focus upon deliverables concerning the Execution, Monitoring & Controlling and Closing of project phases.

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The ASAP roadmap was and is used by many groups of people involved in the delivery of the SAP product.

The learning objectives of this eBook are toy Understand the overall approach towards the deliverables for Execution, Monitoring &

Controlling and Closing of project phases in context of the ASAP Implementation Methodology.gy

y Outline the purpose, key activities, outcomes, roles and integration points important to the deliverables related to Execution, Monitoring & Controlling and Closing of project phases

y Manage the application of ASAP Methodology for the deliverables related to Execution, Monitoring & Controlling and Closing of project phases

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In this unit we start with giving an overview of overall purpose and key deliverables of Execution, Monitoring & Controlling (abbreviated as EMC) and Closing of project phases in the ASAP Methodology.

The following chapters discuss the EMC- and Closing-related deliverables, key activities, outcomes and integration points on a more detailed level per project phase.

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Before we start looking at the deliverables per phase, we need to gain a better understanding of the structure, or rather, the work approach for project management in the ASAP Methodology for an SAP implementation project.

The purpose of project management work stream is to provide essential methodology for the

requirements planning for and execution/controlling of an SAP software implementation project. < li k> This is of course applicable for all phases of an implementation project. For now, well not go into the Run phase as it is covered in separate unit. The work with Project management deliverables is executed repetetivly throughout all the

phases of the project and we have choosen to structure the PM work in 3 main area:

Initiation and Planning, Execution, Monitoring and controlling of Results and Closing

Now, as you can see for each of these areas we have deliverables which are repeated in each

phase of the project.

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This unit will focus on the deliverables regarding Execution, Monitoring and Controlling as well

as the Closing of SAP implementation project phases.

Chapter 2 discusses the EMC-related deliverables, key activities, outcomes and integration points to be accomplished during the Project Preparation Phase.

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The purpose of the Execution, Monitoring and Controlling (EMC) deliverables in the Project Preparation Phase is to define the detailed project management procedures, aligned to the project management plan. These procedures will guide the project manager and the project teams during the project when accomplishing the work defined in the project scope statement.

In this chapter we will in detail describe the support provided in the ASAP Methodology to produce the sub-deliverables neccessary for professional execution, monitoring and controlling

f j t dof project progress and success.

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Throughout the project, a number of project performance reports need to be produced for different purposes and audiences, as defined in the project communication plan. Templates provided in this deliverable shall help to effectively compile correct and timely status reports.

The project budget outlines all costs associated with the project, including labor, hardware, software, contracting fees, and facilities. Processes to monitor and control the development of project costs should be defined.

The communication matrix documents the project teams approach to communication and needs to be subsequently updated during the project. It captures the analysis completed as part of communications planning and serves as a tool to guide the project teams communication throughout the project.

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The purpose of both Change Request Management and Issue Management are to capture potential changes to the project scope and issues to the project early and in a structured, actionable and controllable manner. For this it is recommended to deploy from the early implementation phases on SAP Operational Standards for Change and Incident/Issue Management found as part of the Run Phase methodology.

The ASAP Methodology provides templates as accelerators in the case of working without the f SAP S l ti M d id li k i th li k d d T b t th l t SAPuse of SAP Solution Manager and provides links via the linked nodes-Tab to the relevant SAP

Operational Standards being provides as part of the methodology for the Run Phase.

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The purpose of the work breakdown structure (WBS) is to provide a deliverable-oriented, hierarchical decomposition of the work to be executed by the project team to complete the project. It is the basis for the organization and coordination of the project. The WBS dictionary explains each work item in more detail. Communicating the WBS and WBS dictionary to all project members helps achieving overall integration and timely delivery of work items.

y From the WBS the project schedule is derived. It defines the work to be performed, the d i t d ti it t i d f th j t d th h f thresources and associated time commitments required for the project, and the phases of the

project. An important part of the first overall project schedule is the Blueprint Workshop Schedule. Rough planning for the later phases should be conducted but will be updated more in detail later during the project as part of a rolling wave scheduling approach.

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The purpose of Team Member Evaluations and Appraisals is, as part of the human resources management of the project, to discuss performance development opportunities and objectives for the individual while on the project both for SAP-internal resources as well as external resources from sub-contractors and the customer. This information needs to be recorded for reference and reviewed during a final meeting before the team member leaves the project.

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There are numerous references and integration points to be aware of when working upon defining the EMC-sub deliverables during the Project Preparation phase.

For exampley Basic knowledge about the activities and deliverables from 1.1.2.2. Project Charter and

1.1.2.3. Scope Statement are of benefit.

y The WBS 1 1 4 Execution Monitoring and Controlling of Results is closely interlinked withy The WBS 1.1.4 Execution, Monitoring and Controlling of Results is closely interlinked with the previous deliverable 1.1.3. Project Management Plan definition and in this deliverable the aim should be to clearly document this interrelation.

y The sub-deliverable Project Schedule and Blueprint Workshop schedule (WBS 1.1.4.6.) should be worked upon considering already the early Blueprint phase deliverable Detailed Phase Schedule (WBS 2.1.1.2.)

y The sub-deliverable Communication Matrix (WBS 1.1.4.8.) has touch-points with the OCM-d (WBS 1 2 3 ) d th OCM d li bl C i ti A ti it d i throadmap (WBS 1.2.3.) and the OCM deliverable Communication Activites during the

Realization Phase.

y Information provided in the SAP Operations Standards for Incident and Change Management during the Run Phase should be taken regard to when working with the definition of the management of issue and change request log updates (WBS 1.1.4.3. and 1.1.4.4.)

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Chapter 3 discusses the EMC-related deliverables, key activities, outcomes and integration points to be accomplished during Blueprint to Go Live Support Phases.

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The purpose of the Execution, Monitoring and Controlling (EMC) deliverables in the phases Blueprint to Go Live Support is to guide the project manager in assuring that project teams, while accomplishing the work defined in the project scope statement, act according to the detailed project management procedures defined for EMC during the Project Preparation Phase.

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During each Phase of the project, the project manager and the project team will perform multiple actions to execute the project management plan developed during the project preparation phase while accomplishing the work defined in the project scope statement. The project manager is responsible for ensuring that the management plans are applied at the appropriate level of control using the guidelines and procedures defined and agreed upon to during the project preparation phase, see WBS 1.1.4. and 1.1.5.

Th t f th EMC lt The outcome of the EMC-results are:y Project performance reportsy Requests for change y Change control log updates y Approved change requests y Issue log updates y Deliverables acceptance documents py Scope statement updates y Scope verification matrix updates y Project schedule updates y Project budget updates y Risk register updates y Communication matrix updates

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y Team member evaluations (non-SAP resources) y Team member appraisals (SAP resources)

Chapter 4 discusses the deliverables, key activities, outcomes and integration points related to closing of ASAP Phases and the closing of the project towards the end of the Go Live Support Phase.

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The purpose of Phase Closure and Sign-Off deliverable is to ensure a tracking, quality assurance and sign-off for all deliverables from all work streams when moving from one project phase to the next.

Also, the Q-Gate Scorecard paired with a defined phase closure process and the SAP Project Review Service facilitates the customer involvement in the preparation of this sometimes emotionally loaded project deliverable.

Four sub-deliverables are to be repeated towards the end of each phase; during Blueprint the SAP Technical Feasibility Check is optionally available to insure the customer about correct project delivery.

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The purpose of the four repeatedly produced sub-deliverables in the phase closure and sign-off deliverable are to:y Verify that deliverables from this phase are complete and accurate, and review any critical

outstanding issuesy Identify lessons learned during the phase to incorporate into the next phase or to prepare for

formal project closure at the end of the Go Live Support Phase The Project Quality Gate is defined during the Project Preparation as part of the Quality

Management Plan and reviewed at the following critical stages (or milestones) in the project lifecycle: y Project Preparation Phase Completed y Business Blueprint Phase Completed y Baseline Configuration of Realization Completed

i l fi i f li i l d ( l i il )y Final Configuration of Realization Completed (Solution Built) y Realization Completed (Integration Tests of Realization Completed)y Final Preparation Completed (Go Live Readiness)y Project Complete (Project Closure)

A project review service is recommended and provides a proactive quality assurance review, with an impartial analysis of all aspects of the project across all project management disciplines enabling early detection of project issues with actionable recommendations

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disciplines enabling early detection of project issues with actionable recommendations. When sign-off is obtained following the Quality Gate procedures and documented in the Quality

Gate Scorecard, the project can proceed to the next phase.

The SAP technical feasibility check makes sure the expertise required for the implementation and operation of SAP software is in place. Its purpose is to identify and review the functional and technical risks that may impact the project and is available as part of the SAP Safeguarding Services.

The outcome of this deliverable is:y A service plan proactively matching appropriate SAP service offerings to the specific needs of p p y g pp p g p

the business and over time.

y A risk management plan that defines the engagement plan and deliverables of SAP services and their participation in the joint risk management for the planned solution

y Detailed recommendations for all identified risks

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Thank you very much for your time and attention.

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Welcome to the ASAP Implementation Methodology In Details training. In this unit well focus on the Organizational Change Management work streams in the different

phases of an SAP implementation project.

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We will focus on the following learning objectives: Understanding the overall approach for Organizational Change Management, which we will call

OCM throughout this presentation.

We will outline the key purpose, key activities, deliverables and the integration points involved We will also discuss how the OCM deliverables fit into the ASAP methodology

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Here is the agenda for the OCM areas we will cover today. OCM Work Streams in the ASAP Methodologyy Purposey Key Deliverablesy And OCM in each of the ASAP Phases, Project Preparation, Blueprint, Realization, Final

Preparation, and Go-live Support.

We will provide some additional information as we complete this module.

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Just to simplify things OCM is about 2 main goals: Resistance and Readiness for Change. First, resistance, as this iceberg represents, always has underlying factors that must be

addressed. What we most commonly see is the reactions, but below the surface, resistance can take many forms. Beneath these resistances are the causes for resistance. Once you drill down into resistance and begin to understand the causes, you can develop approaches and techniques that should help to reduce, minimize or hopefully eliminate the cause and the associated

i tresistance.

Second, readiness for change. The challenge is How do we move people up this ladder? How do we get people to go from Informed to Action? The collective efforts, process and activities of the OCM team help answer these questions. Moving from informed to Action is a process and requires information, motivation, interaction and time to complete. People naturally resist change, but with the proper information, motivation and time most people will move forward and ultimately embrace the change. Over time they will make the change part of the new NormalNormal .

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A recent benchmarking partners study showed that 62 % of the top issues on ERP projects are PEOPLE related, with change management the top issue by far. In contrast, Process, Technology and Knowledge made up less than half of the top issues.

It has been recognized by a number of studies over the past 10 years that OCM is an critical success factor in large complex projects like SAP implementations.

Now lets look at the details of where OCM fits in the ASAP methodologygy

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There are several important OCM work streams that occur during an ASAP implementation. Specifically, Launch / Setup, Stakeholder Management, Communications, Organizatinal Alignment, Performance Management and OCM monitoring. Each of these work streams has a number of activies and outputs.

You can see the main ASAP phases here and the key OCM activities and deliverables associated with each phase. Our approach in this course is to break down each phase and discuss the OCM

ti iti h h i llactivities shown here in yellow.

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Next we will look at project preparation...

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The first ASAP phase where OCM begins to be involved is Project Preparation. In this phase the OCM work streams that are active are: Launch / Setup, Stakeholder Management, and Performance Management.

As you can see the main OCM activities are: y Creating the OCM chartery Identifying the Key stakeholders and stakeholder groupsy Identifying the Key stakeholders and stakeholder groupsy Developing an OCM roadmap or plany Project team building activities

The main integration points here are with PMO activities and deliverables One of the most important aspects of the OCM work on a project Start Early. The

effectiveness of OCM diminishes the later the OCM activities start in the project lifecycle.

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The OCM charter is really an expanded scoping document that helps set expectations for all parties. The charter should define the mission, goals, objectives and critical success factors for the OCM team. Several inputs provide the guidance for developing these elements with the Statement of Work (SOW) and Business case being two of the most important.

This charter document should be intergrated with the overall project charter and help define the scope, activities, and relationships required for the OCM team to be successful. The ASAP

th d l id OCM Ch Ch t id t h l ith thmethodology provides an OCM Change Charter guide to help with the process.

The OCM charter development should be a collaborative effort with the PMO

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The OCM team should be an execution arm of the PMO, not just a sub-team They help the PMO to:y Manage up (Steering committee, Sponsors)y Manage Out (Locations, sites in the field)

The OCM team will work with the Integration Manager to make sure they are in-touch with the

whole scope of the changes

The OCM team will also help the PMO manage up. Working withy the steering committee and

the executive sponsors

This supports the stakeholder management activities which are a key part of the OCM tasks

The OCM team will also work with the affected teams in the field, this is the start of leveraging

these teams and building a change agent network

This sets up the needed channels for communication

Organizational impact assessments

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Organizational impact assessments

And ultimately Business Readiness Team Coordination As you can see, placing the OCM team as an execution arm of the PMO significantly improves

the leverage of both teams.

Stakeholder identification is key task that helps insure all the affected individuals or groups will be managed in terms of communications, business readiness, impact assessments, and many of the other future tasks for the OCM team.

We will be looking for User groups, process areas, departments, and others both inside and outside the company. This is an analysis and data gathering effort that will require access to resources that know the organization, history, and culture well. Several tools are provided and th t t i h i li t f t k h ld th t ill fi l tthe output is a comprehensive list of stakeholders that everyone will comfirm as complete.

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The roadmap is a project plan. These roadmaps can take many forms and can be a different levels of detail depending on the needs of the project.

Higher complexity, project length and number of resources will require a more complex plan (MS Project vs Powerpoint). There might be a need to have several roadmaps at different levels of detail for different purposes. For example, a high level roadmap may be needed for communications and information briefings. Not all the levels of detail will be required. But for

j t t ki d t t ill b bl d d t il d j t l ith MSproject tracking and status you will probably need a very detailed project plan on par with MS project.

Also this plan must be integrated with the overall project plan. Many of the key OCM activities will need to be timed to other project events. As the overall project plan timing changes the timing of OCM activities will also need to change.

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Project team building should always be considered when the project team is:y Newy Largey Very diverse

Or the project is:y Largey Complexy Long runningy Significantly seperated by distance

Team building exercises should focus on the planned working teams and not just a single large group exercise.group exercise.

Timing of these activites should match with the on-boarding plan for the project. These need to occur when the bulk of the project team is inplace, but before too much time passes...

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Here is where we see the OCM tasks from Project Preparation integrating with other work streams. We find that the OCM work will always integrate into the Key PMO activities. In the project preparation phase, in particular, there will be a significant amount of coordination and teamwork between the PMO and OCM teams.

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Some key points to remember OCM Charter must be an integrated element of the overall project charter. Stakeholder identification should be done with the PMO team to avoid missing any critical

individuals or groups.

The OCM roadmap should be at the same level of details at the overall project plan and should be included or at least a sub plan to the main project planbe included or at least a sub-plan to the main project plan.

Team building activities should be included and planned when they will get them most benefit for the project team members

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Next we will look at blueprint...

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The next ASAP phase is Blueprint. In the this phase the OCM work streams that are active are: Stakeholder Management, and Communications.

As you can see the main OCM activities are: y Stakeholder Analysisy Change Impact Analysisy Communication Plany Value Argumentation

The main integration points here is with the Value Realization team in the Value Argumentation activities

One of the most important hidden activities of the OCM team is stakeholder management. This active work to support the PMO can be a major success factor in the project lifecycle.

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Stakeholder analysis (and the following, stakeholder management) should be of critical concern to the PMO for the on-going success of the project. This is the soft stuff that can undermine and derail a project if it is not understood and managed well.

This activity should be a coordinated effort with the PMO. Both the PMO and the OCM team can often bring important information and perspective to this activity. Several tools are provided and the end result will be the beginning of a stakeholder management plan that will be

k d th ht th lif f th j tworked thought the life of the project.

This plan is typically not made public and contains sensitive infromation, so a degree of confidentialtiy is required. On-going execution and active mangement of the plan is critical for its success.

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This change impact analysis is done at a high level and provides an important input for several key activites in the training work stream. The stakeholder analysis, the current and future desired business process are necessary inputs. This analysis is not intended to be taken to a detailed level at this point in the project. A later task in Realization will take this analysis to the next level and provide input to the role mapping activity.

This analysis will provide input to stakeholder management activities, training needs analysis, l t ti d th OCM t kvalue argumentation and other OCM tasks.

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This communication plan should include details on the What, Who, Where, Where, When, How, Key message and desired result for each planned communication.

The goal of communications is to gain buy-in, trust and interest, not just a status reporting broadcast. Communications is more than just email or news letters. This plan will include meetings, workshops and other means to get the message out and gain acceptance.

There are several tools provided and the outcome is a detailed plan that will guide the p p gcommunication activities for the OCM team.

One of the most important aspects of each communication is WHO will deliver the message. The OCM team can be the speach writers or draft the messages, but WHO delivers the

message is critical to its successful adoption.

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These inputs should provide you with all the important information you need to craft key messages and themes that will help drive the desired results for your communications. The best inputs is the Business Case, which should include key element like pain points and value drivers. The value realization team should provide the key inputs needed to drive this activity. The end result will be key messge input to the communication plan activities.

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Integration with the PMO tasks and Training tasks will be common in for many of the OCM tasks.

Additional integration points include the training team effort around learning needs and strategy and the Business Process Management teams work around Value Management.

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Some key points to remember Stakeholder Analysis should be done with the PMO team, they can often provide additional

insights, perspectives, and solutions to key stakeholder challenges.

Change impact analysis should be at a high level and not driven to a large level of detail. A later task will take the change impact analysis to the needed level of detail for the follow-on deliverables

Communications plan should contain a lot of details about the communication, not just the timing. Knowing the key messages, who will send them and the intended result is important in managing and sharing the plan.

The value argumentation from the OCM perspective is really about the key messages for impact and persuasion.

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Next we will look at realization...

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The next ASAP phase is Realization. In the this phase the OCM work streams that are active are: Communications and Organizational Alignment

As you can see the main OCM activities are: y Role Mappingy Sounding Boards (a feedback collection activity)y Communication Activities

Role mapping is one of the more complex and important tasks the OCM team works on in the Realization Phase.

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Role mapping in one of the more significant activities for the OCM team furing realization. This usually involves workshops and working sessions to gather all the details and make key decisions. Inputs required are: Roles from the Business Blueprint, Current Organizational Structure, Current Job Descriptions, To-be business processes and any organizational restrictions. Several tool are provided and the there are several outputs: Role Descriptions, Role to Position Matrix, Postition to Job Matrix, Transition matrix, and recommended organizational chartscharts.

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Sounding boards are a feedback gathering activity. The format is usually a workshop where a minimum of 20 people are gathered to collect feedback about the project and peceived progress. This activity requires high quality group facilitation skills to manage the group and keep the data gathering productive. The feedback is consolidated into a report and updates to the communication and stakeholder management plans.

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The Communiation Activities element covers a number of typical activities that are in progress for the Communication work stream. The work stream products can include: FAQ guides, Glossary, Newsletters, One Page Announcements/Flyers and other types of communication outputs. The Communication plan is the controlling factor for these activities and the timing of their production.

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Some key integration points with other work streams include: Again, Project Management and the ties to the overall project plan and controlling activities. Training roles that will apply to the training curriculum and courses as well as the security roles

that will be established as part of the solution implementation

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Some key points to remember Role mapping is an very useful activity that provides important inputs to several other groups. If

at all possible this activity should be a cooperative effort among all the groups involved. This will reduce conflicts and misalignments that will cause challenges later in the project.

Sounding Boards just one form of a feedback collection exercise. Depending on the needs or constraints of the project some other forms of feedback collection maybe required. p j y q

Communication activities are important for project success. And most important part in the communications is WHO is delivering the message.

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Next we will look at project preparation...

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The next ASAP phase is Final Preparation. In this phase the OCM work streams that are active are: Communications and OMC Monitoring.

As you can see the main OCM activities are: y Business Readiness Checky OCM Road Show

The business readiness preparation activities are actually an on-going work process during blueprint and realization.

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A business readiness check is one of the final activities in the OCM work stream. Prior to this final check the OCM roadmap (Plan) laid out the prior business readiness preparation activities, like Business Readiness Workshops, Team Formations, Busines Readiness site specific plans, and status reports on each plans procress.

This Business Readiness Check in important because it provied a key Go/No Go Test prior to cutover and go-live activities. Business readiness activites will vary based on the project

i trequirements.

These plans can include a wide variety of tasks, like Site Data Cleanup, Training Activities, Key Meetings and Announcements, Cutover Checklist responsibilites and details, and logistics preparations.

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The OCM Road Show is one of the major communication tasks/deliverables for the OCM team. This road show will be planned by the OCM team but will need to be delivered by the Key Sponsors and the key stakeholder leadership. This road show maybe the first time many of the people affected by the change actually see the system/solution for the first time, so it is important of the event to go well.

These events typically:y Give the end-users a concrete idea of what the SAP implementation will bring in terms of

changes and benefits

y Allowing end users to give feedback to the project team in a familiar atmosphere, which ensures higher-quality feedback

y Provide higher acceptance of the final solution for a smoother go-live

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Some key integration points with other work streams include: Again the main interaction is with the Project Management team and the ties to the overall

project plan and controlling activities.

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Some key points to remember Business Readiness Check should not be a surprise for the teams involved. The teams should

clearly know what is expected and be ready to show they meet the go-live requirements.

OCM Road Show is really just a significant communication activity that requires considerable preparation, planning and logistic support to execute. Again the most important people are the speakers.p

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Next we will look at go-live support...

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The next ASAP phase is Blueprint. In the this phase the OCM work streams that are active are: OCM Monitoring.

As you can see the main OCM activities are: y Lessons Learned Workshop y End User Acceptance Analysis

The End User Acceptance Survey is often missed in projects. This activity will provide some key insights to the long term success of the change.

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The lessons learned workshop allows the team to reflect on what went well and what did not. The workshop should not only capture mistakes and future corrections, but also the successes and victories that the team accomplished. Post-Live, there needs to be positive communications about the success of the project to allow people to feel that the change was worthwhile and an overall success.

Lessons learned are best captured shortly after go-live but shared at a later date or just prior to th t i il j t If ll th i ti b t h t t d ththe next similar project. If all the communications are about what went wrong and there are no positives, then this will tend to build a negative culture around these type of projects and may effect future results.

The best time for lesson learned feedback is just prior to the next project start.

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The end user acceptance survey is a frequently forgotten activity. This survey provides some important data on the long term viability of the solution and the acceptance of the change.

The timing for this activity can vary based on the project situation, from few days to weeks after go live. There is often value in taking several of these surveys in the months after go live as the reality of the change sets in. Reactions and perceptions can change as more details of the new solution are understood through actual use.

The level of complexity of this survey will vary based on the scope, locations and user based effected by the project.

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Some key integration points with other work streams include: Again, the Project Management team and the ties to the overall project plan and controlling

activities and the Training teams go forward with the knowledge support approach.

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Some key points to remember Lessons Learned Workshops can be scaled to meet the needs of the project. There could be one

or many depending the project.

End Use Acceptance Survey is frequently not considered on projects. The data gathered in this activity can be a key indicator of the project success and the future success of the change.

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To summarize, OCM is about: Reducing resistance Driving higher readiness for change Reducing the need or desire for adaptations or workarounds for the standard processes that have

been configured and implemented

And ultimately reducing follow-up costs by putting in place the necessary elements to make the change an integrated part of the process going forward

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And to wrap-up, some additional information...

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BPX is a public community on the SDN network supported by SAP. This link will take you to the OCM area in the BPX website.

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This concludes our unit about Organizational Change Management in the different phases of an ASAP Implementation project.

Thank you for your attention.

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Welcome to the ASAP Implementation Methodology In Details training. In this unit well focus on the Training Workstream in the different phases of an SAP

implementation project.

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The learning objectives of this eBook are to:y Understand the overall approach towards training the project team and the end users in

context of the ASAP Implementation Methodology.

y Outline the purpose, key activities, deliverables and integration points of the training deliverables in each phase of the methodology

y Manage the application of ASAP Methodology for the deliverables related to training they Manage the application of ASAP Methodology for the deliverables related to training the project team and end users

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Well start at a high level, discussing the purpose of the Training Work Stream, and some things to remember about the training deliverables that we will be discussing.

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As you can see, the ASAP Methodology contains a number of deliverables ensuring that training is successfully managed during an SAP implementation project. The purpose of the training work stream is to achieve training of two distinct groups involved in an SAP implementation: project teams and end users. Many of you are already aware of the deliverables around Project Team Training so although we will mention this group, we will spend the bulk of this presentation discussing the deliverables for training end users.

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Some things to remember:y SAP does not typically provide all the training services or deliverables you saw on the last

slide. Instead, our consultants focus on the key deliverables, and on helping the customer and/or implementation partner be sure the other deliverables are addressed by their teams.

y Engage a Learning Architect (part of the BTS consulting team) to assist

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First, lets start with the training deliverables for the Project Preparation phase.

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Two training deliverables in this phase address the two main audiences for training: project team and end users. The purpose of training in the Project Preparation phase is two-fold:

y To ensure that the identified project team has the skills and knowledge required to actively participate in the implementation from start to finish.

y To ensure that end user training not only supports the solution but brings the end user community to a point of competency at go-live so issues are minimal.y p p y g

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Project team training strategies are used to identify the most appropriate training for each member of the project team and to ensure that they have the appropriate knowledge and skills to perform their role. Providing the team members with the correct training can reduce the implementation risk and cost by ensuring that existing functionality is fully utilized, thus reducing the configuration time and number of customizations. SAP training can also be used to provide the project team with an understanding of how SAP resolves common issues in the industry and with knowledge of the best practice processes for the industry The Project teamindustry and with knowledge of the best practice processes for the industry. The Project team training strategy is conducted during the project prep phase and performed by Learning Architect. The Learning Architect will work to ensure the project team training approach meets the client's and project requirements.

Note: Although th