Creating & Maintaining an Effective SAP CCC(On A Budget!)

Overview

• About Nova Scotia• The History of SAP in Nova Scotia• Our Realization that We Purchased a Cadillac• SAP Consultants cost HOW MUCH per day??!!• Our Approach to SAP Support• Business & IT – An Unbeatable Combination• Managing Client Expectations• Keeping the CCC Motivated • SAP Project Roll-out Principles• Our Successes & Lessons Learned

About Nova Scotia

• East Cost Province of Canada• Population – About 1 million

– 400,000 in Halifax Region

• Languages – English & French • Government Structure

– Federal, Provincial & Municipal

• Provincial Government– 14 Departments– 10,000 Departmental Employees– 80,000+ Provincial Employees

• New Economy – Tourism, Resources & IT

The History of SAP in Nova Scotia

• Request For Proposals (RFP) in March, 1996• Implemented SAP on April, 1997

– All Provincial Department and Agencies

• 6 Provincial Municipalities - 1997 to 1999• Signed “Unlimited” Provincial Licensing – 2000

– mySAP available to ALL Provincially funded entities

• All NS School Boards – April, 2002• All NS Regional Housing Authorities – Jan, 2003• Municipal CCS & Provincial HR Projects ongoing• Modules currently implemented in the Province

– FI, CO, MM, FM, PM, AM, CM, BW, HR/Pay & Portals

Our Realization thatWe Purchased a Cadillac

• We Needed a Financial Management System– 20 year old Legacy Financial System with Y2K issues– Paper Based Procurement

• After the SAP implementation in ’97– Most project staff resources left for the Private Sector– Huge post go-live and maintenance issues

• We needed to get “real” about SAP support– Typical IT support just would not do– Needed SAP Module functional/business expertise– Infrastructure investments needed to be ongoing

• We now owned the Cadillac of ERP Systems– We were only using a small percentage of this asset

SAP consultants cost HOW MUCH per day??!!

• The odds were against us– Provincial Cost Cutting since 1993– $23K (Canadian) yearly Consulting Budget– Provincial SAP resources that were left were underpaid

• Managed to keep the system afloat in Year 1– Year End milestone success– Finally, user acceptance with the system

• Gained Approval to create new Support Org.– More flexible HR practices– Trained all internal people– Commitment to do it without consultants– Commitment to stay within budget

Our Approach to SAP Support

• Use Internal People– They have the knowledge & history– They are motivated by a new challenge– Some formal but mostly on-the-job training– Diamonds in the rough!

• Think outside of the HR box– Pay staff their worth, not by where they come from– Use other HR motivators (besides pay)

• Flexible Work Schedules, Team building, Training– Develop a “flat” organization structure

• Deliver, Deliver & Deliver– Ensure that the team can deliver the goods!

Business & ITAn Unbeatable Combination

Nova ScotiaSAP Core

Competency Center

FunctionalSupport

TechnicalSupport

Configuration

End User Support

End User Training

BASIS

Security

ABAP Tools

Help DeskAutomated System

Business IT

Managing Client Expectations

• Perform Upgrades yourself– It’s the best way to learn the new functionality– Use consultants only to fill gaps

• Keep your SAP Knowledge Up To Date– Training, Webcasts, ASUG, Networking, Journals

• Ensure the Client’s ownership of changes– Clearly state expectation of client involvement– Identify the costs, and cost savings

• Use Help Desk tracking software– Document all client correspondence

Keeping the CCC Motivated

Nova ScotiaSAP Core

Competency Center

FunctionalSupport

TechnicalSupport

Configuration

End User Support

End User Training

BASIS

Security

ABAP Tools

Help DeskAutomated System

Business IT

SAP Business Analysis

SAP Project Management

Business Process Change Management

• Challenging Work– Both Projects & Support

• Internal Opportunities– Hire from within first

• Reasonable Training• Pay for Performance• Flexible Work Schedule• Executive Support• ASUG Membership• Acknowledgement

SAP Project Roll-Out Principles

• Each New Project funded on its Own Merit• Identify & Commit Support Costs Upfront

– Infrastructure & Incremental Support Costs

• The Province Assumes Risk for all Projects– ASAP Methodology used, Template approach– SAP Canada helps with Planning & Scoping– Use own forces and fill gaps with Consultants– SAP Canada assumes QA role on ALL Projects

• Train Local Consultants where required– Lower Per-diem, Reduce Travel & Living Costs

• CCC Provides Resources & Support Standards

Our Successes & Lessons Learned

• Successes– Saving big $$ for Project Roll Outs– Using new SAP Tools – BW, Portals– Service Level Agreements with all Clients– We are now using a bigger percentage of our Cadillac

• Lessons Learned– Factor in support costs with all Projects– Use all forms of training – formal, consultants, etc.– Huge HR implications with SAP Support– Use SAP as a partner, not as a commodity– Communicate, Communicate & Communicate– Go with the sure successes – Ensure client ownership– Take some risks!

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Thank you for attending!Please remember to complete and return your evaluation form following this session.

Session Code:2906Susan SparksDirector, CISProvince of Nova Scotia ssparks@gov.ns.ca