Experiences with SAP Quality Award Project B2B ......Experiences with SAP Quality Award – Project B2B Ecommerce @ HANA April 26, 2016 Günther Lanner - Senior Technology Consultant

Experiences with SAP Quality Award –

Project B2B Ecommerce @ HANA

April 26, 2016

Günther Lanner - Senior Technology Consultant

TEC 237 – Günther Lanner

Agenda

Project Review

Key Challenges and Success Factors

Follow Up Projects

What did the quality award change?

Project Introduction


Introduction of the Swarovski B2B E-Commerce Platform


Initial Situation

The initial situation is...

• General Performance issues in the Catalogue (Navigation, Attribute Values,

Stock Information, …), but also in calling ERP functions

• Risk and instability with current set-up for Catalogue usage with SAP Shared

Memory Technology

• B2B shop scenario is the best starting scenario at the moment for getting

experience with SAP HANA (benefits for IT and Business)


Project Goals

Objective KPI Target Value

General high availability of Web Shop (reduction of

downtimes because of shared memory issues, …)

System

Availability via SIL

99.9% (excluding Maintenance

Windows)

Performance improvement – comparison of response times

before and after HANA

Response

timeSignificant improvement

Possibility to switch between HANA and old shop even for

specific Customers/Businesses only sidecar installation

possible

Switch back

time15 min.

Generally reduce Complexity (especially in the area of

catalogue maintenance) IT Maintenance effort Reduction by 10 % p.a.


2014

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Project Schedule Overview Legend:

Project Preparation

HW vendor decision, purchase

HW/SW installation and synch

test system

Development for Catalogue +

Testing

HW/SW installation and synch

productive system

Gate for decision

about further

developments and

purchase of

productive HW.

DoneMilestone Go LivePhase

Efforts (PD) by end of September 2014

Internal External

Development / Testing 110 8

Project Management, SLT,

Infrastructure and Basis tasks

130 14

http://ccp.internal.swarovski.com/p01/4008/001/001625/priv/Internal Documents/Allgemein/projectplan B2B [email protected]


System Architecture (Sidecar Approach)

Results


Performance examples – B2B shop catalogue navigationCollection / Round stones

* Analyzed with SAP Solution Manager EEM in Productive System after Go Live


Performance examples – B2B shop catalogue navigationclick on stone 1088 and select color and size



Performance examples – B2B shop searchsearch for an article list (a few hundred selective articles)


Key Challenges and Success

Factors



Key challenges faced

Get familiar with HANA, as this was our first HANA implementation we had a lot of

things to learn do a start workshops, involve several SAP experts

Replication of data was also very challenging, to find the tradeoff between source

systems influence and an acceptable latency time

Information to all relevant stakeholders, as SAP HANA is a topic with max

attention from all areas (IT colleagues from application and infrastructure teams,

business, and also SAP) stakeholder analysis and communication plan, several

info presentations



Key lessons learnt

What went well?

Objectives were achieved; less technical issues with HANA than expected; Especially

stability could now be achieved with HANA (live since 18 months – only one minor issue)

Project was managed professionally – information flow was sufficient;

Project Team was highly motivated and eager to work with HANA and achieve great results.

What could be improved?

Too many experts from SAP involved; (some were less experts than expected and some

only in a particular area). Next time better to have SAP consultants with a broader Know

How.

Significant PM efforts because of new technology and high management / stakeholder

(SAP) attention

Improvement is possible, also in areas we thought it was not possible (e.g. ABAP

performance improvement)



Key contributors to the success of your project

Involve all stakeholders during the project

Detailed project planning and controlling

SCRUM as success factor for the developments/testing part of the project

Doing an assessment with SAP before project start which included:

Collect business requirements and calculate a business case

Define technical requirements by workshops with SAP and some customer reference visits

Follow up projects


Follow up projects

• CRM on HANA 2015

• POC for ERP (+ S/4 HANA Finance) and ERP on HANA in autumn 2015

• ERP and BW migration w/o any major problems

• Simple finance migration ended with some 100.000 erros which neeed to be corrected in a followup

project in 2016

• ERP on HANA Go Live in May 2016

• BW on HANA Go Live in June 2016

• New systems will be installed on HANA

• Midterm all SAP systems on HANA

What did the quality award

change?


What did the quality award change?

• Establish the PM approach for all further HANA projects, esp. the stakeholder

analysis and communication matrix

• Communication is now done in a better and more efficient way. Important because SAP HANA has a

very high attention in our company

• SAP AGS involvement is standard procedure now

• Further rollout of SCRUM

• More business awareness for HANA, potential for further HANA business projects

• Motivation of project team

• Further quality awards participation planned

• Project leader has now lots of followup projects to choose of ;-)


Questions ?

Thank you